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    <description>recent bookmarks from aqualung</description>
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  </channel><item rdf:about="http://blogs.msdn.com/b/nickmalik/archive/2013/08/19/business-models-in-business-architecture.aspx">
    <title>Business Models in Business Architecture</title>
    <dc:date>2014-05-13T02:19:47+00:00</dc:date>
    <link>http://blogs.msdn.com/b/nickmalik/archive/2013/08/19/business-models-in-business-architecture.aspx</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A very useful attempt from Nick Malik to describe the distinctions between business DNA (values, mission, etc.), business strategy, business models and business capabilities … as well as the relationships between them. Of particular value is the recognition that enterprises that are non-trivial in scale will often have multiple business models, each with its own strategy; and that these strategies may not co-exist happily. This is a problem when senior people don't understand the interactions between business models and their related strategies, because it leads to turf wars, confused prioritisation and no idea what capabilities could be shared. This is the stuff of business architecture …]]></description>
<dc:subject>business enterprisearchitecture strategy model newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:19242514faf0/</dc:identifier>
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<item rdf:about="http://www.fastcompany.com/3005850/core-competency-dead-lessons-nike-apple-netflix">
    <title>Death To Core Competency: Lessons From Nike, Apple, Netflix | Fast Company</title>
    <dc:date>2013-02-24T12:04:17+00:00</dc:date>
    <link>http://www.fastcompany.com/3005850/core-competency-dead-lessons-nike-apple-netflix</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“Sticking to the knitting” was the mantra; finding your key competency was essential to competing well … but is that too limiting? The Nike experience suggests that disrupting yourself is preferable to having disruption done to you: “You can't have a barrier or restriction to that core competency. If we constrain ourselves by a circle of competency, we'll do ourselves a disservice.”]]></description>
<dc:subject>disruptive_innovation newsletter strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:4b6e0a4dab2f/</dc:identifier>
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<item rdf:about="http://www.usnews.com/opinion/blogs/economic-intelligence/2013/01/04/why-it-should-be-on-the-ceos-agenda">
    <title>Why IT Should Be on the CEO's Agenda</title>
    <dc:date>2013-01-08T21:53:13+00:00</dc:date>
    <link>http://www.usnews.com/opinion/blogs/economic-intelligence/2013/01/04/why-it-should-be-on-the-ceos-agenda</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Is enterprise architecture's time about to arrive? Now economic observers are beginning to notice that just thinking seriously about IT isn't enough - there has to be a bridge between the CEO and IT's strategic potential. Enter the enterprise architect. As this article says: 
“Enterprise architecture can be understood as a change and transformation framework to provide open and flexible business architecture for change management under conditions of high uncertainty.”]]></description>
<dc:subject>newsletter businessdesign strategy enterprisearchitecture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8bc83d14bc4a/</dc:identifier>
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<item rdf:about="http://achurchassociates.com/2012/09/20/some-questions-enterprise-architecture-can-answer/">
    <title>If enterprise architecture is the answer, what was the question?</title>
    <dc:date>2012-10-05T14:16:33+00:00</dc:date>
    <link>http://achurchassociates.com/2012/09/20/some-questions-enterprise-architecture-can-answer/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[My post(s) explaining, in business terms, how enterprise architecture can help with your business design, technology implementation and corporate strategy. If you see a question you'asking yourself, follow the link to find out more …]]></description>
<dc:subject>strategy enterprisearchitecture newsletter businessmodel</dc:subject>
<dc:source>https://twitter.com/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:1fc0d02feabb/</dc:identifier>
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<item rdf:about="http://blogs.hbr.org/cs/2012/08/the_disciplined_pursuit_of_less.html">
    <title>The Disciplined Pursuit of Less</title>
    <dc:date>2012-08-19T05:03:10+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2012/08/the_disciplined_pursuit_of_less.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A post about achieving more by targeting less; or how success can often breed its own failure.]]></description>
<dc:subject>Newsletter strategy simplicity management career discipline</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3c58a457556c/</dc:identifier>
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<item rdf:about="http://thebrandbuilder.wordpress.com/2012/04/16/game-change-moneyball-and-the-reality-of-social-business/">
    <title>Game-change: Moneyball and the reality of social business. « The BrandBuilder Blog</title>
    <dc:date>2012-04-16T17:37:06+00:00</dc:date>
    <link>http://thebrandbuilder.wordpress.com/2012/04/16/game-change-moneyball-and-the-reality-of-social-business/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[So, you thought Moneyball was a movie about baseball? Wrong … it's a morality tale about YOUR business, and how outdated business models are killing you, and all you can do is sack the people who tell you that. Will you be playing in your industry's equivalent of the World Series, or will your season end prematurely? Start listening to the folk who are telling you things you don't like to hear, because they don't fit your current models … pioneer or dinosaur?]]></description>
<dc:subject>newsletter strategy socialbusiness socialmedia businessmodel</dc:subject>
<dc:source>https://twitter.com/</dc:source>
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<item rdf:about="http://www.forbes.com/sites/markfidelman/2012/03/20/the-myth-of-social-media-tactics-versus-the-reality-of-social-business-strategies/">
    <title>The Myth of Social Media Tactics Versus the Reality of Social Business Strategies - Forbes</title>
    <dc:date>2012-03-22T23:07:05+00:00</dc:date>
    <link>http://www.forbes.com/sites/markfidelman/2012/03/20/the-myth-of-social-media-tactics-versus-the-reality-of-social-business-strategies/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A gentle reminder that having a Facebook page doesn't make you a social business - tactics bereft of a strategic framework will amount to very little. Creating (or transforming into) a social business often requires a cultural shift, and this needs more than ticks on a checklist of social tools.]]></description>
<dc:subject>newsletter socialmedia socialbusiness strategy</dc:subject>
<dc:source>https://twitter.com/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:22d9f6f88fc4/</dc:identifier>
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<item rdf:about="http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/">
    <title>Now Every Company Is A Software Company</title>
    <dc:date>2012-02-23T02:00:48+00:00</dc:date>
    <link>http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[and the reason is the explosion of data: “Big data can get us to business at the speed of thought … But the reality is that most companies do business at the speed of the weekly meeting.”
Companies in all industries are finding that software and the data it manages are becoming core to their business, rather than a back-office prop.]]></description>
<dc:subject>newsletter business management innovation software strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a1e56e71bdc1/</dc:identifier>
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<item rdf:about="http://achurchassociates.com/2012/02/15/adapt-or-die/">
    <title>Adapt or Die?</title>
    <dc:date>2012-02-15T13:59:33+00:00</dc:date>
    <link>http://achurchassociates.com/2012/02/15/adapt-or-die/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[My post on social media adoption and commitment … (I warned you)]]></description>
<dc:subject>newsletter strategy socialmedia social</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:cfd1d19860b3/</dc:identifier>
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<item rdf:about="http://edgeperspectives.typepad.com/edge_perspectives/2012/01/finite-and-infinite-games-which-game-shall-we-play-in-the-new-year.html">
    <title>Edge Perspectives with John Hagel: Finite and Infinite Games - Which Game Shall We Play in the New Year?</title>
    <dc:date>2012-01-10T10:57:35+00:00</dc:date>
    <link>http://edgeperspectives.typepad.com/edge_perspectives/2012/01/finite-and-infinite-games-which-game-shall-we-play-in-the-new-year.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[We are all playing games, but are they “finite” or “infinite” games that we want to play? Do we feel that boundaries and winning are important, or continuity and collaboration? Do we exercise power over others, or develop strength with them?
]]></description>
<dc:subject>newsletter principles organisation strategy pull</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:6cc9382a9fd2/</dc:identifier>
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</item>
<item rdf:about="http://www.managementexchange.com/blog/inventing-future-everybodys-job">
    <title>Inventing the Future is Everybody's Job</title>
    <dc:date>2011-07-30T08:11:51+00:00</dc:date>
    <link>http://www.managementexchange.com/blog/inventing-future-everybodys-job</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Increasingly, strategy and planning are moving out of the executive suite into a broader milieu for shaping directions. Why? "the world is just too complex, change comes too fast, and the challenges we face are too immense (and interconnected), for an insular clique of executives to chart the course of an organization from a blank sheet of paper and sheer brilliance" … is that the case in your business? What will you do about it? ]]></description>
<dc:subject>design community strategy newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:76f5217807ce/</dc:identifier>
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<item rdf:about="http://www.openforum.com/articles/7-habits-that-make-great-opportunities-happen">
    <title>7 Habits That Make Great Opportunities Happen</title>
    <dc:date>2011-07-30T08:08:39+00:00</dc:date>
    <link>http://www.openforum.com/articles/7-habits-that-make-great-opportunities-happen</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Some good ideas about how to "get lucky" … along the theme of preparation intersecting with opportunity, and a few things you can do to assist that  ]]></description>
<dc:subject>luck opportunity strategy newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:5d9afd76389f/</dc:identifier>
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<item rdf:about="http://www.cio.com/article/print/686597">
    <title>IT Outsourcing: How Offshoring Can Kill Innovation</title>
    <dc:date>2011-07-30T07:12:33+00:00</dc:date>
    <link>http://www.cio.com/article/print/686597</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A cautionary look at the dangers of outsourcing, particularly as it moves up the value chain from "grunt" work to "thinking work" - once you outsource your thinking, and your unique capabilities, you have no business. And as the interview points out, it's broader than a single organisation - it means countries lose the infrastructure and network of suppliers in an industry, so the outsourcing becomes a continuing death spiral.]]></description>
<dc:subject>innovation outsourcing strategy newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8513b7722516/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:outsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1">
    <title>The Big Idea: Creating Shared Value</title>
    <dc:date>2011-07-30T06:37:25+00:00</dc:date>
    <link>http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Michael Porter suggesting that there is a way to build economic value that provides societal value as well - it's just that we might have to think outside of out-dated business models to achieve it: "The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society. Perhaps most important of all, learning how to create shared value is our best chance to legitimize business again. "]]></description>
<dc:subject>business strategy sustainability value capitalism newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e9ffd21bdc64/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sustainability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.forbes.com/ciocentral/2011/06/20/enterprise-architecture-moving-from-chaos-to-business-value/">
    <title>Enterprise Architecture: Moving From Chaos To Business Value</title>
    <dc:date>2011-07-04T01:51:06+00:00</dc:date>
    <link>http://blogs.forbes.com/ciocentral/2011/06/20/enterprise-architecture-moving-from-chaos-to-business-value/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Useful overview of the value of enterprise architecture, and the iterative nature of its application to business (a point often overlooked by consultants who want to "boil the ocean" with some methodology). Talks up TOGAF, which is more a method of creating a framework than a framework that can be applied out of the box to your business - but becoming a useful frame of reference for practitioners as it leaves its IT roots further behind.]]></description>
<dc:subject>enterprisearchitecture EA business strategy newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2cafd9041828/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:EA"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.msdn.com/b/nickmalik/archive/2010/10/21/how-to-know-if-your-application-is-strategic.aspx">
    <title>How to know if your application is “strategic” - Inside Architecture - Site Home - MSDN Blogs</title>
    <dc:date>2010-10-22T01:32:20+00:00</dc:date>
    <link>http://blogs.msdn.com/b/nickmalik/archive/2010/10/21/how-to-know-if-your-application-is-strategic.aspx</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Bottom line: your app is only strategic if, and only if, you can tie it to a business strategy ...]]></description>
<dc:subject>strategy EA enterprise architecture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8e4a34133749/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:EA"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nancydixonblog.com/2010/08/the-three-eras-of-knowledge-management-summary.html">
    <title>conversation matters: The Three Eras of Knowledge Management - Summary</title>
    <dc:date>2010-08-06T00:52:25+00:00</dc:date>
    <link>http://www.nancydixonblog.com/2010/08/the-three-eras-of-knowledge-management-summary.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Brief but cogent summary of why social networking is important to knowledge management]]></description>
<dc:subject>km collaboration knowledge management strategy web2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:ec0b5bc55193/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:web2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/">
    <title>The Collapse of Complex Business Models « Clay Shirky</title>
    <dc:date>2010-04-05T12:44:59+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Pre-empt the collapse of complexity - leave the cubicle and learn how to work simply now ...]]></description>
<dc:subject>business economics complexity innovation strategy culture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:148bea877986/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.borthwick.com/weblog/2009/10/30/lines-in-the-sand/">
    <title>THINK / Musings» Blog Archive » lines in the sand …</title>
    <dc:date>2009-12-15T00:19:26+00:00</dc:date>
    <link>http://www.borthwick.com/weblog/2009/10/30/lines-in-the-sand/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Lines in the sand and drawing them - 6 principles for starting a web-based business, teasing out specifics of a nebulous "do no evil" mantra
]]></description>
<dc:subject>business web strategy design culture future</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:737305207453/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:future"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/12/11/event-report-2009-sap-influencer-summit-sap-must-put-strategy-to-execution-in-order-to-prove-clarity-of-vision/">
    <title>A Software Insider’s Point of View » Event Report: 2009 SAP Influencer Summit - SAP Must Put Strategy To Execution In Order To Prove Clarity Of Vision</title>
    <dc:date>2009-12-13T22:20:55+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/12/11/event-report-2009-sap-influencer-summit-sap-must-put-strategy-to-execution-in-order-to-prove-clarity-of-vision/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[R Ray Wang's shakedown of the SAP influencer summit
]]></description>
<dc:subject>SAP strategy ERP pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:1444d7b57688/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SAP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ERP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/12/08/tuesdays-tip-apps-strategies-should-start-with-business-value/">
    <title>2010 Apps Strategies Should Start With Business Value</title>
    <dc:date>2009-12-09T00:20:11+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/12/08/tuesdays-tip-apps-strategies-should-start-with-business-value/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Working on the "how do you eat an elephant" angle, Ray suggests that if you've used the hierarchy of business needs and the right categorisation of business processes, then it's time to look for "bite-size" opportunities
]]></description>
<dc:subject>business strategy enterprise pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c4b6f360bbb1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/09/08/tuesdays-tip-use-the-organizational-hierarchy-of-needs-to-prioritize-apps-strategies/">
    <title>Use The Organizational Hierarchy Of Needs To Prioritize Apps Strategies</title>
    <dc:date>2009-12-09T00:12:48+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/09/08/tuesdays-tip-use-the-organizational-hierarchy-of-needs-to-prioritize-apps-strategies/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Mirroring Maslow's hierarchy, Wang identifies the organisations hierarchy of needs, and what it means for strategy
]]></description>
<dc:subject>business strategy needs hierarchy pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:5dfbed5bb53f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:needs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/06/16/tuesdays-tips/">
    <title>Drive Cost Savings By Optimizing Commoditized Business Processes</title>
    <dc:date>2009-12-09T00:11:35+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/06/16/tuesdays-tips/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[R identifies the key categories of business processes
]]></description>
<dc:subject>process business efficiency effectiveness strategy pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:571eaae4b380/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:efficiency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:effectiveness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.acidlabs.org/2009/12/07/social-media-strategy-should-be-a-long-bet/">
    <title>Social media strategy should be a long bet | acidlabs</title>
    <dc:date>2009-12-07T00:53:01+00:00</dc:date>
    <link>http://www.acidlabs.org/2009/12/07/social-media-strategy-should-be-a-long-bet/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Stephen Collins on taking a longer view of social media strategy - "talk­ing about embed­ding these things into your busi­ness cul­ture and tak­ing a long bet on their value as a suc­cess fac­tor over time"
]]></description>
<dc:subject>media social strategy via:trib pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:28ff116581b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:media"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:trib"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/haque/2009/06/hummer.html">
    <title>How Not to Hummer Your Business</title>
    <dc:date>2009-06-05T15:31:59+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/haque/2009/06/hummer.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The difference between profit and value: "If Detroit had asked itself: "how will we build a better tomorrow?", it might have understood the economics behind the numbers. It might have striven to innovate instead of unnovate, by creating authentic, meaningful value."
]]></description>
<dc:subject>business innovation management strategy value umairhaque</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:387be38ecb8f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairhaque"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/haque/2009/03/ideals.html">
    <title>Why Ideals are the New Business Models - Umair Haque - HarvardBusiness.org</title>
    <dc:date>2009-03-16T13:34:24+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/haque/2009/03/ideals.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Umair has more pith than a crate of oranges ...]]></description>
<dc:subject>via:hortovanyi innovation strategy business management businessmodels</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2e4b9a11528e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:businessmodels"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mumbrella.com.au/2009/03/05/nothing-will-ever-be-the-same-again/">
    <title>‘Nothing will ever be the same again’ | mUmBRELLA</title>
    <dc:date>2009-03-13T12:51:20+00:00</dc:date>
    <link>http://mumbrella.com.au/2009/03/05/nothing-will-ever-be-the-same-again/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[While I agree to a certain extent that this recession/whatever marks a permanent shift in the social and economic environment, I don't think it's a reason to be gloomy ... overall most of us will be better if we see the opprotunities rather than mourn the passing of status quo
]]></description>
<dc:subject>via:hortovanyi marketing strategy roi brand via:KLRichards</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:bd99550ad9ff/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:roi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:brand"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:KLRichards"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://calacanis.com/2009/02/27/what-to-do-if-your-startup-is-about-fail-or-dont-stop-believing/">
    <title>What to do if your startup is about fail (or “Don’t Stop Believing”) « The Jason Calacanis Weblog</title>
    <dc:date>2009-03-02T11:06:54+00:00</dc:date>
    <link>http://calacanis.com/2009/02/27/what-to-do-if-your-startup-is-about-fail-or-dont-stop-believing/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Calacanis isn't everybody's cup of tea, but this is useful advice for the times ...
]]></description>
<dc:subject>via:hortovanyi strategy business failure entrepreneurship startup startups</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3745a23d8dfc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:startups"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cutter.com/offers/7rules.html">
    <title>Cutter Consortium :: Special Offer: Negotiating the Path to Business Architecture/IT Architecture Alignment</title>
    <dc:date>2009-02-09T13:02:28+00:00</dc:date>
    <link>http://www.cutter.com/offers/7rules.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Seve rules for business:IT alignment ...
]]></description>
<dc:subject>business strategy it architecture alignment</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:aeceaf4501d8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:it"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:alignment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://feeds.feedburner.com/~r/zdnet/projectfailures/~3/503468946/">
    <title>Five strategies for 2009 IT gold</title>
    <dc:date>2009-01-06T12:34:35+00:00</dc:date>
    <link>http://feeds.feedburner.com/~r/zdnet/projectfailures/~3/503468946/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Michael with a few easy-to-say but hard-to-do ideas for improving the chance of success for IT projects ... toughest one in my book: "Be honest"
]]></description>
<dc:subject>strategy it success projects</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3002bae8f10e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:it"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:success"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:projects"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://confusedofcalcutta.com/2008/10/19/invented-here/">
    <title>Invented here</title>
    <dc:date>2008-10-19T21:35:54+00:00</dc:date>
    <link>http://confusedofcalcutta.com/2008/10/19/invented-here/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[JP on strategies for tough times ...
]]></description>
<dc:subject>strategy productivity outsourcing opensource management innovation business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2883f504f7e3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:outsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:opensource"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.webinknow.com/2008/09/top-5-corporate.html">
    <title>Web Ink Now: Top 5 corporate blogging mistakes and how to avoid them</title>
    <dc:date>2008-10-16T11:42:35+00:00</dc:date>
    <link>http://www.webinknow.com/2008/09/top-5-corporate.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Good tips ...
]]></description>
<dc:subject>via:sscullion tips strategy corporate business blogs blogging</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:7d871ae50aa0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:sscullion"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:tips"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:corporate"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:blogs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:blogging"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://thingamy.typepad.com/sigs_blog/2008/08/competitiveness.html">
    <title>thingamy: Competitiveness or Efficiency</title>
    <dc:date>2008-08-13T15:23:53+00:00</dc:date>
    <link>http://thingamy.typepad.com/sigs_blog/2008/08/competitiveness.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Sig explores the difference between efficiency and effectiveness ...
]]></description>
<dc:subject>via:sig competition business efficiency strategy effectiveness</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e9f32c3730c4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:sig"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:competition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:efficiency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:effectiveness"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mootee.typepad.com/">
    <title>innovation playground Idris Mootee</title>
    <dc:date>2008-02-26T12:33:08+00:00</dc:date>
    <link>http://mootee.typepad.com/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[This guy looks interesting ... have subscribed to the feed
]]></description>
<dc:subject>via:gemalynn innovation strategy trends design</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:1146658fcf5a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:gemalynn"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:trends"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://edgeperspectives.typepad.com/edge_perspectives/2007/10/institutional-i.html">
    <title>Edge Perspectives with John Hagel: Institutional Innovation</title>
    <dc:date>2007-10-11T05:55:37+00:00</dc:date>
    <link>http://edgeperspectives.typepad.com/edge_perspectives/2007/10/institutional-i.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[where innovation needs to go
]]></description>
<dc:subject>innovation business management ideas strategy via:annez</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:22295fe1ff96/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:annez"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aqualung.typepad.com/aqualung/2007/08/thoughts-on-e-1.html">
    <title>Thoughts on enterprise architecture</title>
    <dc:date>2007-08-02T11:08:25+00:00</dc:date>
    <link>http://aqualung.typepad.com/aqualung/2007/08/thoughts-on-e-1.html</link>
    <dc:creator>aqualung</dc:creator><dc:subject>architecture SOA BPM strategy alignment</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8298c7066d11/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SOA"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:BPM"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:alignment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.msdn.com/gabriel_morgan/archive/2007/07/31/traceability-from-biz-strategy-to-application.aspx">
    <title>Gabriel_Morgan : Traceability from Biz Strategy to Application to Data to Hardware...</title>
    <dc:date>2007-08-02T05:13:57+00:00</dc:date>
    <link>http://blogs.msdn.com/gabriel_morgan/archive/2007/07/31/traceability-from-biz-strategy-to-application.aspx</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Business and IT alignment from strategy to hardware ... via Nick Malik (http://blogs.msdn.com/nickmalik/archive/2007/08/01/putting-application-portfolio-management-into-the-picture.aspx)
]]></description>
<dc:subject>ea architecture alignment strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2a9c72a14cab/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ea"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:alignment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://softwaresafari.typepad.com/software_safari_premium_b/2007/05/sapphire_conclu_1.html">
    <title>Software Safari - Premium Blog on Application Software: Sapphire Conclusions #3</title>
    <dc:date>2007-05-03T08:40:23+00:00</dc:date>
    <link>http://softwaresafari.typepad.com/software_safari_premium_b/2007/05/sapphire_conclu_1.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Brian has a bit to say about Sapphire and the future for SAP - loved this one: "Personally, any software that your competitor can also own can’t be strategic" - yuh! You should read all three posts ...
]]></description>
<dc:subject>ERP SAP SAPPHIRE07 strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2ec7e25b6712/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ERP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SAP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SAPPHIRE07"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.guykawasaki.com/2007/04/the_big_dip_ten.html">
    <title>How to Change the World: The Big Dip: Ten Questions with Seth Godin</title>
    <dc:date>2007-04-24T07:56:11+00:00</dc:date>
    <link>http://blog.guykawasaki.com/2007/04/the_big_dip_ten.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Guy interviews Seth about the Big Dip - some interesting thoughts in this ...
]]></description>
<dc:subject>books business career entrepreneurship innovation marketing sethgodin strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:57f212e7d45a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:books"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sethgodin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.guykawasaki.com/2007/02/ten_questions_w.html">
    <title>How to Change the World: Ten Questions With Michael Raynor</title>
    <dc:date>2007-02-21T03:40:00+00:00</dc:date>
    <link>http://blog.guykawasaki.com/2007/02/ten_questions_w.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The difficulty in strategy is in predicting which strategy will be most effective ...
]]></description>
<dc:subject>strategy startup management</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:4c5419f15efb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://servicessafari.blogs.com/services_safari/2007/01/cautionary_tale.html">
    <title>Services Safari: Cautionary Tale for Best Practice Promoters</title>
    <dc:date>2007-02-06T01:39:09+00:00</dc:date>
    <link>http://servicessafari.blogs.com/services_safari/2007/01/cautionary_tale.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["The best companies do not accept competitive parity as a cure-all. Mimicry won't help them succeed long-term." As Cote' would say: "Yuh!"
]]></description>
<dc:subject>bestpractice strategy value</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:55184435a4a2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:bestpractice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.zdnet.com/service-oriented/?p=804">
    <title>» Wanted, desperately: more SOA movers and shakers</title>
    <dc:date>2007-01-25T08:33:58+00:00</dc:date>
    <link>http://blogs.zdnet.com/service-oriented/?p=804</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[So how do I monetize this??
]]></description>
<dc:subject>strategy SOA architecture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:43254a7cf824/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SOA"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.escapefromcubiclenation.com/get_a_life_blog/2007/01/choosing_betwee.html">
    <title>Choosing between a crack pipe and a shot of wheatgrass juice</title>
    <dc:date>2007-01-19T05:57:55+00:00</dc:date>
    <link>http://www.escapefromcubiclenation.com/get_a_life_blog/2007/01/choosing_betwee.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Pam avoids addiction ...
]]></description>
<dc:subject>strategy workspace balance</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:0fb5d2d64f36/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:workspace"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:balance"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://duckdown.blogspot.com/2006/11/gartner-highlights-top-10-strategic.html">
    <title>Enterprise Architecture: Thought Leadership: Gartner highlights Top 10 Strategic Technologies for 2007</title>
    <dc:date>2006-11-07T00:44:35+00:00</dc:date>
    <link>http://duckdown.blogspot.com/2006/11/gartner-highlights-top-10-strategic.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Gartner v McGovern - I think I agree with James.
]]></description>
<dc:subject>architecture strategy business technology trends</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:46f75410a5da/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:trends"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcompany.com/magazine/95/design-strategy.html">
    <title>Strategy by Design</title>
    <dc:date>2006-10-17T08:25:52+00:00</dc:date>
    <link>http://www.fastcompany.com/magazine/95/design-strategy.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Ideo posits design= strategy
]]></description>
<dc:subject>business creativity innovation strategy design IDEO FastCompany</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3852491b402b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:IDEO"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:FastCompany"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://money.cnn.com/magazines/fortune/fortune_archive/2006/05/01/8375454/index.htm">
    <title>Microsoft's new brain</title>
    <dc:date>2006-07-14T09:24:48+00:00</dc:date>
    <link>http://money.cnn.com/magazines/fortune/fortune_archive/2006/05/01/8375454/index.htm</link>
    <dc:creator>aqualung</dc:creator><dc:subject>business internet strategy ozzie msft</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:47e6db57fd6a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ozzie"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:msft"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.squidoo.com/Rics_IT_Strategy/">
    <title>Where does IT fit?</title>
    <dc:date>2006-01-16T12:41:17+00:00</dc:date>
    <link>http://www.squidoo.com/Rics_IT_Strategy/</link>
    <dc:creator>aqualung</dc:creator><dc:subject>IT strategy business alignment</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:714598f8f0cd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:IT"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:alignment"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>