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  </channel><item rdf:about="https://www.patreon.com/posts/77246524">
    <title>Regional Advantage: Open Systems, Social &amp; Technical | Patreon</title>
    <dc:date>2024-02-27T00:29:21+00:00</dc:date>
    <link>https://www.patreon.com/posts/77246524</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[<blockquote>Why did Massachusetts Route 128 -- fat with government contracts and home to industry giants such as DEC -- lose out to Silicon Valley?  Anno Saxenian (who was dean of UC Berkeley School of Information when I taught there), made her reputation by demonstrating that "open systems, social and technical" were the reason

Silicon  Valley's advantage in the 1980s was primarily a change of mindset from  'what is best for my company' to 'what is best for the development of  the technology,' and from a firm-based perspective to a network  perspective. "By institutionalizing longstanding practices of informal  cooperation and exchange, they formalized the process of collective  learning in the region."</blockquote>]]></description>
<dc:subject>history culture siliconvalley innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:607b1da6225e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:siliconvalley"/>
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</item>
<item rdf:about="https://read.fluxcollective.org/p/91?publication_id=352817&amp;post_id=108863232&amp;isFreemail=true">
    <title>🌀🗞 The FLUX Review, Ep. 91 - by The FLUX Collective</title>
    <dc:date>2023-05-03T05:51:40+00:00</dc:date>
    <link>https://read.fluxcollective.org/p/91?publication_id=352817&amp;post_id=108863232&amp;isFreemail=true</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[<blockquote>When all signs point at a new large opportunity space opening up, be prepared for this intermediate period of projecting existing forms onto the new medium before wholly new forms emerge. That first transition may look a bit boring and silly. But it unblocks the second transition which acts as the powerful engine of transformation, spurring the gale of creative disruption</blockquote>]]></description>
<dc:subject>transportation change distributions patterns innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:42a49bab827f/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:patterns"/>
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</item>
<item rdf:about="https://rework.withgoogle.com/blog/the-roofshot-manifesto/">
    <title>re:Work - The Roofshot Manifesto</title>
    <dc:date>2022-09-17T01:03:01+00:00</dc:date>
    <link>https://rework.withgoogle.com/blog/the-roofshot-manifesto/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[<blockquote>there has been a growing perception that moonshots are the primary model for radical innovation at Google, and chiefly responsible for our greatest product and technical achievements. What I have seen during my 15 years at Google does not match that perception. I contend that the bulk of our successes have been the result of the methodical, relentless, and persistent pursuit of 1.3-2X opportunities -- what I have come to call "roofshots."</blockquote>]]></description>
<dc:subject>google engineering innovation manifesto moonshots</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:8b94252b3e91/</dc:identifier>
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<item rdf:about="https://apenwarr.ca/log/20201227">
    <title>Systems design explains the world: volume 1 - apenwarr</title>
    <dc:date>2022-08-31T23:17:24+00:00</dc:date>
    <link>https://apenwarr.ca/log/20201227</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[<blockquote>The trick is to determine whether you actually have one of these exact "disruption" things. They're rare. And as an early startup, you don't yet have a historical plot like the one above that makes it clear; you have to convince yourself that you'll realistically be able to improve your thing faster than the incumbent can improve theirs, over a long period of time.

Or, if your innovation only depends on an existing trend - like in the software-based packet processing example above - then you can try to time it so that your software product is ready to mature at the same time as the hardware trend crosses over.</blockquote>]]></description>
<dc:subject>systems thinking culture innovation dilemma architecture design management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:60865ad11038/</dc:identifier>
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<item rdf:about="https://reactionwheel.net/2015/10/the-deployment-age.html">
    <title>The Deployment Age | Reaction Wheel</title>
    <dc:date>2022-08-12T06:58:20+00:00</dc:date>
    <link>https://reactionwheel.net/2015/10/the-deployment-age.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[A lengthy overview of Carlota Perez’s theory of technological change. Progress advances in surges, and each surge has two major stages. The first is “Installation,” where a new technology irrupts and results in a speculative frenzy. The bubble pops, leading to a lot of broken hearts and empty wallets, but the frenzy leaves behind useful infrastructure. The second stage is “Deployment,” during which time the new technologies reach maturity and actually change the world.]]></description>
<dc:subject>economics technology systems deployment trends innovation cycles theory</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:dd8f316e1538/</dc:identifier>
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<item rdf:about="https://hbr.org/2020/11/how-apple-is-organized-for-innovation">
    <title>How Apple Is Organized for Innovation</title>
    <dc:date>2022-04-20T15:29:08+00:00</dc:date>
    <link>https://hbr.org/2020/11/how-apple-is-organized-for-innovation</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[a competitive advantage]]></description>
<dc:subject>management innovation apple productmanagement culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:d197dfe0b9d2/</dc:identifier>
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<item rdf:about="https://matthewreinbold.com/2014/05/20/magiccircle/">
    <title>Conferences and the Magic Circle</title>
    <dc:date>2022-04-13T17:03:21+00:00</dc:date>
    <link>https://matthewreinbold.com/2014/05/20/magiccircle/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Conferences are a magic circle. They are a mind playground for exploring the myriad of intellectual possibilities not normally possible amid a daily litany of feature fulfillment and task triage. It is true; the semantics of any technical topic are most likely already available online, much of it for free. But while the content is ready one's mind may not be.

Why are conferences so much better at kick-starting our excitement than the equivalent online course? New experiences slow time down. Usually the brain ignores what is going on around us because the mind has already concluded, from experience, it isn't worth the storage. Present it with something new and we wake up. Rather than being yet another tab in a browser we're navigating unfamiliar environments, talking with new people, and hearing provocative ideas.

At any good event the crowd comes away talking about "the energy" or "inspiration". It's because they passed through the sticky membrane of self-consciousness and into the circle, where it was OK to be excited about their work. It is OK consider alternate paths. It is possible to rise above minutia and consider the larger landscape. "We will implement continuous integration this year!" "We will switch to a new JavaScript framework!""]]></description>
<dc:subject>culture conferences play ideas innovation learning</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:73bd4cda6632/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:conferences"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:play"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:learning"/>
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</item>
<item rdf:about="https://svpg.com/best-vs-rest-explained/">
    <title>Best vs. Rest Explained - Silicon Valley Product Group</title>
    <dc:date>2022-04-11T16:03:10+00:00</dc:date>
    <link>https://svpg.com/best-vs-rest-explained/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Steve argues that for most established companies, innovation is simply not at the core of their DNA.  He argues that once they have established their business, the focus of the company quickly moves to sales and marketing:

“I have my own theory about why the decline happens … The company does a great job … in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.”

Since growth is based on sales and marketing, it is the successful sales and marketing people that get recognized, rewarded and promoted, and soon enough, they are the ones running the company.

It’s worth noting that the old P&G model of brand manager as product manager fit well in that model because that role was famously about pricing, packaging, positioning and promotion."]]></description>
<dc:subject>sales innovation productmanagement steve_jobs culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:f985bea3fba5/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:productmanagement"/>
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</item>
<item rdf:about="https://hbr.org/2011/08/henry-ford-never-said-the-fast">
    <title>Henry Ford, Innovation, and That “Faster Horse” Quote</title>
    <dc:date>2022-04-08T02:30:29+00:00</dc:date>
    <link>https://hbr.org/2011/08/henry-ford-never-said-the-fast</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Let me dispel with the suspense; it doesn’t appear that Henry Ford ever actually uttered this famous and polarizing phrase. We have no evidence that Ford ever said those words. (My methodology in determining the non-existence of this quote is a footnote to this blog post.)

However, even if Ford didn’t verbalize his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products — history indicates that Henry Ford most certainly did think along those lines — and his tone-deafness to customers’ needs (explicit or implicit), had a very costly and negative impact on the Ford Motor Company’s investors, employees, and customers."]]></description>
<dc:subject>business innovation horses ford customers finance competition</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:10f8975cf12d/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:finance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:competition"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.youtube.com/watch?v=zFCFe38EIfE&amp;t=2s">
    <title>James Dyson Answers Design Questions From Twitter | Tech Support | WIRED - YouTube</title>
    <dc:date>2021-12-06T18:31:29+00:00</dc:date>
    <link>https://www.youtube.com/watch?v=zFCFe38EIfE&amp;t=2s</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Research on whether the mini would sell said no. Yet still being sold 50 years later (designer Alex Issigonis). Or the Sony walkman, a tape recorder that doesn't record? Akio Morito believed differently.
]]></description>
<dc:subject>design ux dyson invention innovation productmanagement research</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:98dff542e064/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:ux"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:dyson"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:invention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:productmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:research"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.theatlantic.com/ideas/archive/2021/11/hot-streaks-in-your-career-dont-happen-by-accident/620514/">
    <title>Hot Streaks in Your Career Don’t Happen by Accident</title>
    <dc:date>2021-11-02T01:38:35+00:00</dc:date>
    <link>https://www.theatlantic.com/ideas/archive/2021/11/hot-streaks-in-your-career-dont-happen-by-accident/620514/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[The research suggests something fundamentally hopeful: that periods of failure can be periods of growth, but only if we understand when to shift our work from exploration to exploitation. If you look around you at this very moment, you will see people in your field who seem wayward and unfocused, and you might assume they’ll always be that way. You will also see people in your field who seem extremely focused and highly successful, and you might make the same assumption. But Wang’s paper asks us to consider the possibility that many of today’s wanderers are also tomorrow’s superstars, just a few months or years away from their own personal hot streak. Periods of exploration can be like winter farming; nothing is visibly growing, but a subterranean process is at work and will in time yield a bounty.

Several years ago, the journalist David Epstein wrote the book Range: Why Generalists Triumph in a Specialized World, which argued that early specialization was a poor strategy for succeeding in a world of complex problems that defy easy answers. Instead, Epstein said, people are better off exploring a variety of fields and approaches and braiding their knowledge to produce new solutions. Wang’s research seems to back up that claim. The central paradox of the explore-exploit sequence is that hot streaks are examples of specialization, but specialization itself doesn’t lead to hot streaks. Today’s best exploiters were yesterday’s best explorers.]]></description>
<dc:subject>curiosity exploration innovation creativity streaks hotstreaks scouts</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:aeb14a7c91fc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:curiosity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:exploration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:streaks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:hotstreaks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:scouts"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.jwz.org/gruntle/nomo.html">
    <title>nomo zilla</title>
    <dc:date>2021-09-24T05:55:59+00:00</dc:date>
    <link>https://www.jwz.org/gruntle/nomo.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[epic

you can divide our industry into two kinds of people: those who want to go work for a company to make it successful, and those who want to go work for a successful company. Netscape's early success and rapid growth caused us to stop getting the former and start getting the latter.]]></description>
<dc:subject>mozilla firefox opensource resignation letter innovation culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:39ff45f1ed81/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:mozilla"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:firefox"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:opensource"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:resignation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:letter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://samlin001.medium.com/nokias-traps-smarter-car-edition-c743a5b33ced">
    <title>Nokia’s Traps — Smarter Car Edition | by Sam Lin | Medium</title>
    <dc:date>2021-09-17T15:56:16+00:00</dc:date>
    <link>https://samlin001.medium.com/nokias-traps-smarter-car-edition-c743a5b33ced</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Success trap, nostalgia trap, commodity trap]]></description>
<dc:subject>traps commoditization innovation productmanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:81dd565fb83f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:traps"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:commoditization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:productmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.nytimes.com/2021/06/23/upshot/remote-work-innovation-office.html">
    <title>Do Chance Meetings at the Office Boost Innovation? There’s No Evidence of It.</title>
    <dc:date>2021-06-23T23:26:10+00:00</dc:date>
    <link>https://www.nytimes.com/2021/06/23/upshot/remote-work-innovation-office.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Yet people who study the issue say there is no evidence that working in person is essential for creativity and collaboration. It may even hurt innovation, they say, because the demand for doing office work at a prescribed time and place is a big reason the American workplace has been inhospitable for many people.

“That’s led to a lot of the outcomes we see in the modern office environment — long hours, burnout, the lack of representation — because that office culture is set up for the advantage of the few, not the many,” said Dan Spaulding, chief people officer at Zillow, the real estate marketplace.

“The idea you can only be collaborative face-to-face is a bias,” he said. “And I’d ask, how much creativity and innovation have been driven out of the office because you weren’t in the insider group, you weren’t listened to, you didn’t go to the same places as the people in positions of power were gathering?”

]]></description>
<dc:subject>work remote rto innovation culture space</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:596d72debd16/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:remote"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:rto"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:space"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.currentaffairs.org/2021/04/surely-we-can-do-better-than-elon-musk/">
    <title>Surely We Can Do Better Than Elon Musk ❧ Current Affairs</title>
    <dc:date>2021-04-08T00:22:23+00:00</dc:date>
    <link>https://www.currentaffairs.org/2021/04/surely-we-can-do-better-than-elon-musk/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["There are two facts that I have sometimes found it difficult to reconcile. The first is that Tesla, Inc. makes innovative and genuinely impressive electric vehicles that can hold their own against the fastest performance cars in the world. The second is that the CEO of Tesla, Inc., celebrated entrepreneurial genius Elon Musk, is a liar, huckster, and moron, who regularly says things so ignorant that I cannot understand how they can come from a human adult, let alone one treated by his fans as a super-genius. Is one of these facts untrue? Are Tesla’s cars actually bad, their deficiencies carefully covered up and their quality over-hyped? Is Elon Musk actually not a liar, huckster, or moron? If you look more closely, are things that look like fraud and stupidity to me actually signs of brilliance? Or is there a way for both facts to be true?

It turns out it’s all true. The cars are impressive and their flaws get covered up. Musk is a lying ignorant grifter and he has inspired innovation in the electric car industry. Understanding that these seemingly contradictory things can be true simultaneously is important, because societies who cannot hold these two ideas at the same time may end up following scam artists and false prophets off the cliff and into the abyss."]]></description>
<dc:subject>elon_musk innovation history tesla</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:824c08a61a7c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:elon_musk"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:tesla"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://guykawasaki.com/remarkable-innovator/">
    <title>How to Be a Remarkable Innovator - Guy Kawasaki</title>
    <dc:date>2020-08-03T22:33:58+00:00</dc:date>
    <link>https://guykawasaki.com/remarkable-innovator/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[1. Make Meaning - e.g. democratize design. Before make money - how to dent the universe. Likely to also make money. Don't attract the wrong people to your endeavor who only have money as their goal. This dent idea reminded me of the recent article on Hacker News defining a PhDs role in expanding the universe of all knowledge.
2. Get to the next curve. ice 1.0 frozen lake and cutting, ice 2.0 ice factory, ice 3.0 is the fridge. None of the 1.0 folks moved to 2.0 and 3.0. Dont define yourself by what you already do, and don't expect incumbents to be able to get to the next curve.
3. Eat your cash cows. Use your ideas to create e.g. Kodak invented digital photography but did not capitalize on it. Geo is arguably an example of an 'uneaten' cow at Google - yet to be fully monetized.
4. Dont worry, be crappy. When delivering your first 'next curve' product, the new thing does not have to be perfect. Could be slow, expensive but it can shine and ship. e.g. the first fridge was probably crazy expensive and not great, same with laser printers.
5. Focus on Merit. Ignore all usual human biases - just care about competency in your people. Why limit the potential of human endeavor with silliness about gender, age, race etc..
6. Polarize people. It's OK for remarkable products to polarize the market. If no-one cares, that's the worst. Some love iPhone, some adore Android - that's good.
7. Don't be afraid of changing your mind. e.g. Apple iPhone view of no apps in year 1. Apple opened it up after one year to apps and made enormous profits from the decision.
8. Magic quadrant of innovation & marketing. Vertical is degree of differentiation. Horizontal is value of the innovation. Aim for top right quadrant - both unique and valuable. e.g. iPod - easy to use, legal, inexpensive to buy songs.
9. Let 100 flowers blossom. Plant a lot of flower seeds - you don't know at first how the overall product might flourish. Desktop publishing bloomed for Apple but they had guessed incorrectly on Spreadsheet, Database and Word processor and they were wrong. They kept planting seeds until they got it right.
10. Churn baby Churn - adapted from Black Panther's Burn baby Burn. Keep modding the initial product - listen to users on how & what to churn.
11. Ignore the naysayers - Two types of naysayer: one type - the loser [his language not mine] who is relatively easy to spot and disregard. Second is the dangerous type is one who looks like a winner - rich/famous but not necessarily a good voice. Long history of major business leaders missing the next big thing: IBM - total computing market size, DEC - the personal computer, Western Union wrong on the utility of the telephone.]]></description>
<dc:subject>innovation technology examples</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:461737ac643e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:examples"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://hbr.org/2019/02/mckinseys-three-horizons-model-defined-innovation-for-years-heres-why-it-no-longer-applies">
    <title>McKinsey’s Three Horizons Model Defined Innovation for Years. Here’s Why It No Longer Applies.</title>
    <dc:date>2019-02-25T23:13:53+00:00</dc:date>
    <link>https://hbr.org/2019/02/mckinseys-three-horizons-model-defined-innovation-for-years-heres-why-it-no-longer-applies</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["The Three Horizons provided an incredibly useful taxonomy. The model described innovation occurring on three time horizons:

Horizon 1 ideas provide continuous innovation to a company’s existing business model and core capabilities in the short-term.
Horizon 2 ideas extend a company’s existing business model and core capabilities to new customers, markets, or targets.
Horizon 3 is the creation of new capabilities and new business to take advantage of or respond to disruptive opportunities or to counter disruption.
Each horizon requires different focus, management, tools, and goals. McKinsey suggested that to remain competitive in the long run, a company allocate its research and development dollars and resources across all three horizons.

Here’s what’s changed: In the past we assigned relative delivery time to each of the Horizons. For example, some organizations defined Horizon 1 as new features that could be delivered in the short term of three to 12 months, Horizon 2 as business model extensions that will be ready 24 to 36 months out, and Horizon 3 as creating new disruptive products or business models 36 to 72 months out. (When I say “business model” I don’t just mean private businesses, but also government agencies, nonprofits, and others who have a “mission model” instead.)

This time-based definition made sense in the 20th century when new disruptive ideas took years to research, engineer, and deliver.

That’s no longer true in the 21st century — and leadership hasn’t gotten the memo.

While traditional analysis suggests that Horizon 3 disruptive innovations take years to develop, in today’s world this is no longer the case. The three horizons are no longer bounded by time. Today, disruptive Horizon 3 ideas can be delivered as fast as ideas for Horizon 1 in the existing product line."]]></description>
<dc:subject>innovation strategy business horizons</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:c27366f63308/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:horizons"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.mckinsey.com/business-functions/operations/our-insights/the-expanding-role-of-design-in-creating-an-end-to-end-customer-experience">
    <title>The expanding role of design in creating an end-to-end customer experience | McKinsey &amp; Company</title>
    <dc:date>2017-06-26T02:31:05+00:00</dc:date>
    <link>http://www.mckinsey.com/business-functions/operations/our-insights/the-expanding-role-of-design-in-creating-an-end-to-end-customer-experience</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Via Helen]]></description>
<dc:subject>design business innovation digital McKinsey</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:672e1692b3ab/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:digital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:McKinsey"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://designthinkingmethodology.weebly.com/methodologies.html">
    <title>Methodologies - Design Thinking Methodology</title>
    <dc:date>2017-05-11T00:31:45+00:00</dc:date>
    <link>http://designthinkingmethodology.weebly.com/methodologies.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""]]></description>
<dc:subject>innovation design thinking methodologies examples approaches</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:bdfff9c4e15e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:methodologies"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:examples"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:approaches"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.geekwire.com/2017/full-text-annual-letter-amazon-ceo-jeff-bezos-explains-avoid-becoming-day-2-company/">
    <title>Full text: In annual shareholder letter, Jeff Bezos explains why it will never be Day 2 at Amazon - GeekWire</title>
    <dc:date>2017-04-14T06:21:05+00:00</dc:date>
    <link>http://www.geekwire.com/2017/full-text-annual-letter-amazon-ceo-jeff-bezos-explains-avoid-becoming-day-2-company/</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>Bezos Amazon innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:ec8874054023/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Bezos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Amazon"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newyorker.com/business/currency/trying-to-solve-the-l-e-d-quandary">
    <title>Trying to Solve the L.E.D. Quandary - The New Yorker</title>
    <dc:date>2016-10-08T17:43:15+00:00</dc:date>
    <link>http://www.newyorker.com/business/currency/trying-to-solve-the-l-e-d-quandary</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[The Urban Volt business model is very clever.]]></description>
<dc:subject>business model models innovation lights lightbulbs leds cree</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:75bf26fa2368/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:models"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:lights"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:lightbulbs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:leds"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:cree"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://library.gv.com/10x-not-10-34ba4eb91130#.rqfx5ahyj">
    <title>10x Not 10% — GV Library — Medium</title>
    <dc:date>2016-01-30T05:07:45+00:00</dc:date>
    <link>https://library.gv.com/10x-not-10-34ba4eb91130#.rqfx5ahyj</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""]]></description>
<dc:subject>innovation business 10x productmanagement</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:243701a0e3bc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:10x"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:productmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://techcrunch.com/2016/01/18/why-big-companies-keep-failing-the-stack-fallacy/?ncid=rss">
    <title>Why Big Companies Keep Failing: The Stack Fallacy | TechCrunch</title>
    <dc:date>2016-01-19T04:18:38+00:00</dc:date>
    <link>http://techcrunch.com/2016/01/18/why-big-companies-keep-failing-the-stack-fallacy/?ncid=rss</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>enterprise innovation stack software saas apps layers fallacy productmanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:bf320a6968fd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:stack"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:saas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apps"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:layers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:fallacy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:productmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://moneyandstate.com/its-all-about-the-blockchain/">
    <title>It's All About the Blockchain - Money and State</title>
    <dc:date>2015-11-02T18:27:38+00:00</dc:date>
    <link>http://moneyandstate.com/its-all-about-the-blockchain/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Bitcoin, to many in the world who have casually heard about it, is an uncomfortable and cryptic creature, existing somewhere between Ponzi Scheme and “money used by bad people.” Didn’t Bitcoin go bankrupt in Japan? Wasn’t the CEO arrested? To others, it’s just downright weird and unnecessary. Visa works just fine, thank you.

More importantly, though, to professionals in the money realm – to bankers and investors and financial regulators – Bitcoin is an awkward and annoying development, a technology almost all of them dismissed as absurd and useless, and yet it keeps growing. Bitcoin promises a dangerous world without strict top-down financial control. Terrorism. Think of the children. Bitcoin made the term “fiat” a thing, and when something has a name, it can be critiqued. Every day Bitcoin exists, it demonstrates the naive idea that money may be able to work without central planning. Worst of all, Bitcoin brings with it an obnoxious cult spouting proletariat nonsense like “financial privacy is a human right,” and “money should move faster than an anvil FedEx’d to Singapore.”

What respectable banker wants to deal with that?"]]></description>
<dc:subject>bitcoin finance innovation banks blockchain commentary insightful</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:535f84f8c3a5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:bitcoin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:finance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:banks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:blockchain"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:commentary"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:insightful"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.wired.com/2015/03/james-dyson-companys-high-powered-portable-future/?mbid=social_fb">
    <title>James Dyson on His Company's High-Powered, Portable Future | WIRED</title>
    <dc:date>2015-03-17T04:24:31+00:00</dc:date>
    <link>http://www.wired.com/2015/03/james-dyson-companys-high-powered-portable-future/?mbid=social_fb</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[via Pinboard Network RSS Improver http://pipes.yahoo.com/pipes/pipe.info?_id=b22b9c9acee5906aab7e8a7645a247a9 sog’s law: the next great battery technology is always at least two years away:]]></description>
<dc:subject>iftttFeedly innovation dyson</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:34738c523f31/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:iftttFeedly"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:dyson"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.slideshare.net/mobile/adriancockcroft/fast-delivery-devops-israel">
    <title>Fast Delivery DevOps Israel</title>
    <dc:date>2014-11-08T19:10:48+00:00</dc:date>
    <link>http://www.slideshare.net/mobile/adriancockcroft/fast-delivery-devops-israel</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>CI continuous integration skidded innovation Netflix cloud msa microservices APIs</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:16c2d13060c2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:CI"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:continuous"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:integration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:skidded"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Netflix"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:cloud"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:msa"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:microservices"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:APIs"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://scottberkun.com/2013/ten-myths-of-innnovation/">
    <title>The Ten Myths of Innovation: the best summary</title>
    <dc:date>2014-07-24T16:56:03+00:00</dc:date>
    <link>http://scottberkun.com/2013/ten-myths-of-innnovation/</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>innovation entrepreneur ideas myths</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:79f5dae01616/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:entrepreneur"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:myths"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.asymco.com/2014/05/19/categorizing-technologies/">
    <title>Categorizing technologies |</title>
    <dc:date>2014-05-21T15:01:21+00:00</dc:date>
    <link>http://www.asymco.com/2014/05/19/categorizing-technologies/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""]]></description>
<dc:subject>disruption technology technologies innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:431b8ad1f640/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technologies"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://m.bbc.com/news/magazine-26260978">
    <title>BBC News - The Indian sanitary pad revolutionary</title>
    <dc:date>2014-03-05T15:58:21+00:00</dc:date>
    <link>http://m.bbc.com/news/magazine-26260978</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""]]></description>
<dc:subject>india invention health innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:afa02f176cce/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:india"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:invention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:health"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.crainsdetroit.com/article/20130321/BLOG200/130329992/michigan-businesses-need-to-join-the-programmable-world">
    <title>Michigan businesses need to join the programmable world | Crain's Detroit Business</title>
    <dc:date>2013-05-21T22:36:09+00:00</dc:date>
    <link>http://www.crainsdetroit.com/article/20130321/BLOG200/130329992/michigan-businesses-need-to-join-the-programmable-world</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[A revolution is disrupting business: The world is becoming programmable.

180 miles east of Detroit is Blackberry. In 2007, Blackberry was Canada's most valuable company. By 2009, they owned 20 percent of the global smartphone market.

Today, Blackberry has less than 5 percent global market share and Apple has 20 percent. Google's Android has an astonishing 70 percent.

Where did Blackberry go wrong?

When Apple launched the iPhone in 2007, RIM co-CEO Jim Balsillie said, "In terms of a sort of a sea-change for BlackBerry, I would think that's overstating it." As a product, Balsillie might have been correct.

Blackberry is an email machine. iPhone and Android are programmable platforms.

In a platform business model, the leaders build value for multiple sides of a market. A well-executed platform business is a virtuous cycle with greater market share for the entire ecosystem.

Blackberry was playing a product game in a programmable world. The ecosystems of Apple and Google devastated Blackberry's business. The programmable world gave birth to apps. Apps reset consumer expectations. Now, all consumer product industries are vulnerable.

The most lucrative consumer products are homes, cars and appliances. The leaders of those industries are headquartered in Michigan. Unfortunately, incumbents seldom emerge from a revolution in first place.

One hundred eighty miles west of Detroit is Whirlpool, the leading appliance company in the US with 44 percent market share. Electrolux is a distant second with 21 percent. Why should Whirlpool be nervous? Samsung.

Today, Samsung has less than 1 percent share in US appliances. However, they also make smartphones. In fact, Samsung makes the world's leading Android device. They are natives of the programmable world. If Samsung grows a digital ecosystem for appliances then Whirlpool will lose. Quickly.

Pulte is the largest home builder in the US while Masco is a leading supplier of home products. A savvy competitor could take share from both by organically consolidating the market with a digital ecosystem focused on programmable homes.

GM and Ford anticipated the programmable world a few years ago. Many of their cars now have an API. API (Application Programming Interface) is shorthand for programmable. With APIs in place, the Detroit car makers must build vibrant digital ecosystems before their competitors do.

Will Samsung make the world's programmable appliances - not Whirlpool? Will competitors of Pulte and Masco build the programmable homes of the future? Will Toyota, BMW and Tesla - not GM, Ford and Chrysler - make the programmable cars of the future?

Without bold action, yes. And the upheavals won't stop with homes, cars and appliances. The programmable world will impact most sectors of Michigan's economy.

Our CEOs and directors would be wise to learn from Blackberry's collision with the programmable world. Leading companies will invest in the transformation from products to programmable platforms today so that they thrive and generate wealth in the programmable world.]]></description>
<dc:subject>whirlpool electrolux washing machines programmable innovation samsung</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:0d515da4b957/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:whirlpool"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:electrolux"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:washing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:machines"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:programmable"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:samsung"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.gogamestorm.com/">
    <title>Gamestorming</title>
    <dc:date>2013-05-18T01:05:48+00:00</dc:date>
    <link>http://www.gogamestorm.com/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[see the google doc index as well.]]></description>
<dc:subject>brainstorming creativity games innovation design</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:e9554f334593/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:brainstorming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikiquote.org/wiki/Francis_Bacon">
    <title>Francis Bacon - Wikiquote</title>
    <dc:date>2013-03-04T19:07:44+00:00</dc:date>
    <link>http://en.wikiquote.org/wiki/Francis_Bacon</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["He that will not apply new remedies must expect new evils; for time is the greatest innovator"]]></description>
<dc:subject>innovation innovations quotes</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:b05b365fe416/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:quotes"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.scottberkun.com/blog/2011/the-jobsian-fallacy/">
    <title>The Jobsian fallacy « Scott Berkun</title>
    <dc:date>2011-11-21T02:58:15+00:00</dc:date>
    <link>http://www.scottberkun.com/blog/2011/the-jobsian-fallacy/</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>myth innovation Steve_jobs</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:f02d028c704c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:myth"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Steve_jobs"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newyorker.com/reporting/2011/11/14/111114fa_fact_gladwell?currentPage=all">
    <title>Steve Jobs’s Real Genius : The New Yorker</title>
    <dc:date>2011-11-10T05:10:37+00:00</dc:date>
    <link>http://www.newyorker.com/reporting/2011/11/14/111114fa_fact_gladwell?currentPage=all</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[jobs: a genius and a bastard.]]></description>
<dc:subject>tweaker innovation apple design steve_jobs malcolm_gladwell</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:6547a346dd52/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:tweaker"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:steve_jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:malcolm_gladwell"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2011/11/why_inspiration_matters.html">
    <title>Why Inspiration Matters - Scott Barry Kaufman - Harvard Business Review</title>
    <dc:date>2011-11-08T19:36:31+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2011/11/why_inspiration_matters.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["They found that inspired people were more open to new experiences, and reported more absorption in their tasks. "Openness to Experience" often came before inspiration, suggesting that those who are more open to inspiration are more likely to experience it. Additionally, inspired individuals weren't more conscientious, supporting the view that inspiration is something that happens to you and is not willed. Inspired individuals also reported having a stronger drive to master their work, but were less competitive, which makes sense if you think of competition as a non-transcendent desire to outperform competitors. Inspired people were more intrinsically motivated and less extrinsically motivated, variables that also strongly impact work performance."]]></description>
<dc:subject>harvard hbr innovation inspiration studies management</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:6973e15e2452/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:harvard"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:hbr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:inspiration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:studies"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.wired.com/epicenter/2011/10/jobs/all/1">
    <title>Steve Jobs, 1955 – 2011 | Epicenter | Wired.com</title>
    <dc:date>2011-10-07T18:01:57+00:00</dc:date>
    <link>http://www.wired.com/epicenter/2011/10/jobs/all/1</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[
                
                    
                
            ]]></description>
<dc:subject>apple steve_jobs innovation eulogy history design wired</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:54f5a1639a6c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:steve_jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:eulogy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:wired"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.smithsonianmag.com/people-places/Why-Are-Finlands-Schools-Successful.html?c=y&amp;page=2">
    <title>[from saassaga] Why Are Finland's Schools Successful? | People &amp; Places | Smithsonian Magazine</title>
    <dc:date>2011-10-06T18:11:32+00:00</dc:date>
    <link>http://www.smithsonianmag.com/people-places/Why-Are-Finlands-Schools-Successful.html?c=y&amp;page=2</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>FInland school innovation inspiration education policy</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:22bf8e14dbf0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:FInland"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:school"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:inspiration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:education"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:policy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2011/09/amazon_kindle_fire_scare_apple.html#.ToUHzo8htNU.twitter">
    <title>Amazon's Kindle Fire Is a Disruptive Innovation - Rob Wheeler - Harvard Business Review</title>
    <dc:date>2011-10-05T18:37:15+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2011/09/amazon_kindle_fire_scare_apple.html#.ToUHzo8htNU.twitter</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[
                
                    Disruption occurs given two criteria. The first: that incumbents move upmarket to the most profitable segments, ignoring low-end competitors at the bottom of the market. The second: that the low-end competitor introduces a product with a scalable technology or business model advantage at its core that has the potential to displace the incumbent.

This is exactly what Amazon has with the Kindle Fire. It's not just a low-end competitor to the iPad. There is scalable technology at its core that the present-generation iPad lacks — the extensive use of the Cloud. That is why Amazon can get away with shipping a device that has only 8GB of memory. What's more, the Fire has a business model advantage too — Amazon is using content to subsidize the hardware.
                
            ]]></description>
<dc:subject>disruption innovation kindle amazon apple ipad economics fire tablets</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:f8dff6158756/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:kindle"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:amazon"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:ipad"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:fire"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:tablets"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.theatlantic.com/technology/archive/2011/09/the-startup-man-a-conversation-with-joi-ito/244956/">
    <title>[from rgreco] The Startup Man: A Conversation With Joi Ito - Gregory Mone - Technology - The Atlantic</title>
    <dc:date>2011-09-15T01:40:14+00:00</dc:date>
    <link>http://www.theatlantic.com/technology/archive/2011/09/the-startup-man-a-conversation-with-joi-ito/244956/</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>mitmedialab joiito 2011 multidisciplinary interdisciplinary lcproject collaboration making doing discovery innovation tcsnmy learning sharing crossdisciplinary crosspollination serendipity generalists creativity creativegeneralists</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:08ce3082eb78/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:mitmedialab"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:joiito"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:2011"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:multidisciplinary"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:interdisciplinary"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:lcproject"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:making"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:doing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:discovery"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:tcsnmy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:sharing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:crossdisciplinary"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:crosspollination"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:serendipity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:generalists"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativegeneralists"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://gigaom.com/2011/08/24/steve-jobs-the-sound-of-silence/">
    <title>Steve Jobs and the sound of silence — Tech News and Analysis</title>
    <dc:date>2011-08-25T05:08:28+00:00</dc:date>
    <link>http://gigaom.com/2011/08/24/steve-jobs-the-sound-of-silence/</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>innovation apple leadership steve_jobs disruption change future</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:c73bb3c1226c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:steve_jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcodesign.com/1664794/four-ways-to-spot-opportunities-ripe-for-break-out-innovation">
    <title>Disruption</title>
    <dc:date>2011-08-17T15:13:00+00:00</dc:date>
    <link>http://www.fastcodesign.com/1664794/four-ways-to-spot-opportunities-ripe-for-break-out-innovation</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Right on. Empathy is the secret sauce.]]></description>
<dc:subject>Disruption Design innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:b0427bf5c557/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.geekwire.com/2011/amazons-bezos-innovation">
    <title>(Preoccupations) Jeff Bezos on innovation: Amazon ‘willing to be misunderstood for long periods of time’ - GeekWire</title>
    <dc:date>2011-06-07T20:29:18+00:00</dc:date>
    <link>http://www.geekwire.com/2011/amazons-bezos-innovation</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>Amazon Bezos jeff_bezos Innovation Bets Kindle aws Culture Inspiration</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:b41e3094ee06/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Amazon"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Bezos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:jeff_bezos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Bets"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Kindle"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:aws"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Inspiration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/haque/2009/12/the_builders_manifesto.html">
    <title>The Builders' Manifesto - Umair Haque - Harvard Business Review</title>
    <dc:date>2011-04-18T15:58:47+00:00</dc:date>
    <link>http://blogs.hbr.org/haque/2009/12/the_builders_manifesto.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["are you merely managing an organization, just leading an organization — or are you building an institution? "]]></description>
<dc:subject>leadership business management innovation future builder manifesto</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:cbb58291e3b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:builder"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:manifesto"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://ma.tt/2010/11/one-point-oh/">
    <title>1.0 Is the Loneliest Number — Matt Mullenweg</title>
    <dc:date>2010-11-11T18:52:18+00:00</dc:date>
    <link>http://ma.tt/2010/11/one-point-oh/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Usage is like oxygen for ideas. You can never fully anticipate how an audience is going to react to something you‘ve created until it’s out there. That means every moment you’re working on something without it being in the public it‘s actually dying, deprived of the oxygen of the real world. It’s even worse because development doesn’t happen in a vacuum — if you have a halfway decent idea, you can be sure that there are two or three teams somewhere in the world that independently came up with it and are working on the same thing, or something you haven‘t even imagined that disrupts the market you’re working in. (Think of all the podcasting companies — including Ev Williams’ Odeo — before iTunes built podcasting functionality in.)"]]></description>
<dc:subject>agile innovation creativity advice startups wordpress shipping product</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:fdf162abba71/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:advice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:wordpress"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:shipping"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:product"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.tnr.com/print/article/books-and-arts/78081/sorkin-zuckerberg-the-social-network">
    <title>Sorkin vs. Zuckerberg</title>
    <dc:date>2010-10-18T16:44:40+00:00</dc:date>
    <link>http://www.tnr.com/print/article/books-and-arts/78081/sorkin-zuckerberg-the-social-network</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["what’s important here is that Zuckerberg’s genius could be embraced by half-a-billion people within six years of its first being launched, without (and here is the critical bit) asking permission of anyone. The real story is not the invention. It is the platform that makes the invention sing. Zuckerberg didn’t invent that platform. He was a hacker (a term of praise) who built for it. … just at the moment when we celebrate the product of these two wonders—Zuckerberg and the Internet—working together, policymakers are conspiring ferociously with old world powers to remove the conditions for this success. As “network neutrality” gets bargained away—to add insult to injury, by an administration that was elected with the promise to defend it—the opportunities for the Zuckerbergs of tomorrow will shrink. And as they do, we will return more to the world where success depends upon permission. And privilege. And insiders. And where fewer turn their souls to inventing the next great idea."]]></description>
<dc:subject>lawrence_lessig mark_zuckerberg film facebook innovation internet movies</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:af55dc61f6b8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:lawrence_lessig"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:mark_zuckerberg"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:film"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:movies"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.kk.org/thetechnium/archives/2010/04/the_shirky_prin.php">
    <title>The Technium: The Shirky Principle</title>
    <dc:date>2010-06-25T20:11:40+00:00</dc:date>
    <link>http://www.kk.org/thetechnium/archives/2010/04/the_shirky_prin.php</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""Institutions will try to preserve the problem to which they are the solution." -- Clay Shirky  I think this observation is brilliant. It reminds me of the clarity of the Peter Principle, which says that a person in an organization will be promoted to the level of their incompetence. At which point their past achievements will prevent them from being fired, but their incompetence at this new level will prevent them from being promoted again, so they stagnate in their incompetence.  The Shirky Principle declares that complex solutions (like a company, or an industry) can become so dedicated to the problem they are the solution to, that often they inadvertently perpetuate the problem."]]></description>
<dc:subject>business economics entrepreneur ideas innovation organization problems technology quotes solution clay_shirky</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:031a13abe18f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:entrepreneur"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:problems"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:quotes"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:solution"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:clay_shirky"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.scottberkun.com/blog/2010/inside-pixars-leadership/">
    <title>Inside Pixar’s Leadership « Scott Berkun</title>
    <dc:date>2010-04-21T18:09:56+00:00</dc:date>
    <link>http://www.scottberkun.com/blog/2010/inside-pixars-leadership/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["I do believe you want a vision, so you start off with a person who has a vision for a story. And we do things to try and protect that vision and its not easy to protect it, because they feel these pressures. They also have misconceptions about the creative process sometimes. We do have these people who we give a chance to on the belief they’re right, and can rise to the occasion, and we are wrong sometimes, because we can’t see what goes on in their heads. And our measure, because we can’t see inside people’s heads, is the team. If the team is functioning well, and healthy, it will solve the problem."]]></description>
<dc:subject>creativity leadership innovation pixar teams management</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:a561a5d42ba8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:pixar"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:teams"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:management"/>
</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>2010-04-05T15:12:02+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[One of the best posts of 2010: "The answer he arrived at was that they hadn’t collapsed despite their cultural sophistication, they’d collapsed because of it. Subject to violent compression, Tainter’s story goes like this: a group of people, though a combination of social organization and environmental luck, finds itself with a surplus of resources. Managing this surplus makes society more complex—agriculture rewards mathematical skill, granaries require new forms of construction, and so on.  Early on, the marginal value of this complexity is positive—each additional bit of complexity more than pays for itself in improved output—but over time, the law of diminishing returns reduces the marginal value, until it disappears completely. At this point, any additional complexity is pure cost."]]></description>
<dc:subject>economics collapse complexity culture journalism future innovation media video tv society internet strategy businessmodel</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:b194ebb733a9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:collapse"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:journalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:media"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:tv"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:society"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:businessmodel"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://daringfireball.net/2010/03/this_apple_htc_patent_thing">
    <title>gruber's take on apple's patent dispute with htc</title>
    <dc:date>2010-03-04T11:16:52+00:00</dc:date>
    <link>http://daringfireball.net/2010/03/this_apple_htc_patent_thing</link>
    <dc:creator>earth2marsh</dc:creator><dc:subject>android apple legal patents innovation technology google history business iphone htc</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:1b271e34033a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:android"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:legal"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:patents"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:google"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:iphone"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:htc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.advogato.org/person/apenwarr/diary/371.html">
    <title>Advogato: Blog for apenwarr</title>
    <dc:date>2009-07-14T19:48:23+00:00</dc:date>
    <link>http://www.advogato.org/person/apenwarr/diary/371.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["git is a totally new way to operate on data. It changes the game. git has been described as "concept-heavy", because it does so many things so differently from everything else. After some reflection, I realized that this is far truer than I could see at first. git's concepts are not only unusual, they're revolutionary.  Come on, revolutionary? It's just a version control system!  Actually it's not. Git was originally not a version control system; it was designed to be the infrastructure so that someone else could build one on top. And they did; nowadays there are more than 100 git-* commands installed along with git. It's scary and confusing and weird, but what that means is git is a platform."]]></description>
<dc:subject>git versioning versioncontrol architecture collaboration development distributed filesystem programming innovation backup</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:6f375fbf37f9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:git"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:versioning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:versioncontrol"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:distributed"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:filesystem"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:backup"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://schulzeandwebb.com/blog/2009/06/09/the-new-negroponte-switch/">
    <title>Pulse Laser: The New Negroponte Switch</title>
    <dc:date>2009-06-18T14:56:45+00:00</dc:date>
    <link>http://schulzeandwebb.com/blog/2009/06/09/the-new-negroponte-switch/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Matt Jones's latest, "talk I gave at Frontiers of Interaction V in Rome yesterday, primarily about the territory of “the Internet of Things” moving from one of academic and technological investigation to one of commercial design practice, and what that might mean for designers working therein."]]></description>
<dc:subject>Matt_Jones innovation design technology service services product thingfrastructure</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:e84028b6cb80/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Matt_Jones"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:service"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:services"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:product"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:thingfrastructure"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.michaelgeist.ca/content/view/4062/125/">
    <title>Michael Geist - Harvard Study Finds Weaker Copyright Protection Has Benefited Society</title>
    <dc:date>2009-06-18T14:48:54+00:00</dc:date>
    <link>http://www.michaelgeist.ca/content/view/4062/125/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Given the increase in artistic production along with the greater public access conclude that "weaker copyright protection, it seems, has benefited society." This is consistent with the authors' view that weaker copyright is "uambiguously desirable if it does not lessen the incentives of artists and entertainment companies to produce new works." 2. The paper takes on several longstanding myths about the economic effects of file sharing, noting that many downloaded songs do not represent a lost sale, some mashups may increase the market for the original work, and the entertainment industry can still steer consumer attention to particular artists (which results in more sales and downloads). 3. The authors' point out that file sharing may not result in reduced incentives to create if the willingness to pay for "complements" increases."]]></description>
<dc:subject>research copyright innovation economics sharing society</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:4efaf43c8cce/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:copyright"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:sharing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:society"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.economist.com/business/displaystory.cfm?story_id=13496367&amp;fsrc=rss">
    <title>Indian health care | Lessons from a frugal innovator | The Economist</title>
    <dc:date>2009-04-18T03:16:03+00:00</dc:date>
    <link>http://www.economist.com/business/displaystory.cfm?story_id=13496367&amp;fsrc=rss</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Stanford’s Dr Yock wants to turn innovation upside down. He has extended his bio-design programme to India, in part to instil an understanding of the benefits of frugality in his students. He believes that India’s combination of poverty and outstanding medical and engineering talents will produce a world-class medical-devices industry. Tim Brown, the head of Ideo, a design consultancy, agrees. In the past, he notes, health bosses thought all devices had to be Rolls-Royces or Ferraris. But cost matters, too. Pointing to another recent example of India’s frugal engineering, he says: “In health care, as in life, there is need for both Ferraris and Tata Nanos.”"]]></description>
<dc:subject>innovation medicine healthcare startups economy costs value</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:cc7209d928a9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:medicine"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:healthcare"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:costs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:value"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.edge.org/3rd_culture/benkler09/benkler09_index.html">
    <title>Edge: THE END OF UNIVERSAL RATIONALITY: A Talk with Yochai Benkler</title>
    <dc:date>2009-04-04T22:42:31+00:00</dc:date>
    <link>http://www.edge.org/3rd_culture/benkler09/benkler09_index.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["about human sharing, about the relationship between human interest and human morality and human society."]]></description>
<dc:subject>sustainability innovation culture change business knowledge networks sharing</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:2a047270bae6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:sustainability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:sharing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.shirky.com/weblog/2009/03/newspapers-and-thinking-the-unthinkable/">
    <title>Newspapers and Thinking the Unthinkable « Clay Shirky</title>
    <dc:date>2009-03-14T12:30:27+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2009/03/newspapers-and-thinking-the-unthinkable/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[With the old economics destroyed, organizational forms perfected for industrial production have to be replaced with structures optimized for digital data. It makes increasingly less sense even to talk about a publishing industry, because the core problem publishing solves — the incredible difficulty, complexity, and expense of making something available to the public — has stopped being a problem]]></description>
<dc:subject>clay_shirky copyright change innovation future information trends article history media culture newspapers drm revolution</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:0fd55cc5cb93/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:clay_shirky"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:copyright"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:information"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:trends"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:article"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:media"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:newspapers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:drm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:revolution"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.aaronsw.com/weblog/truetelephone">
    <title>The True Story of the Telephone (Aaron Swartz's Raw Thought)</title>
    <dc:date>2009-02-03T18:28:18+00:00</dc:date>
    <link>http://www.aaronsw.com/weblog/truetelephone</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["Bell’s biographers have gone to heroic lengths to explain away all the evidence. Refusing credit for the telephone just showed Bell’s humility; not being involved in the corporation showed his dedication to pure research. The fact that both patents were filed on the same day is a grand historic coincidence — or perhaps Gray stole the idea from Bell.  As a result, Gray is forgotten and Bell is remembered as one of history’s great inventors — not as he should be: a hobbyist and a fraud, forced by love into stealing one of the greatest inventions of all time."]]></description>
<dc:subject>bell gray patents telephone inventions invention story communication innovation history</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:172f1bf9b2b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:bell"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:gray"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:patents"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:telephone"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:inventions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:invention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:story"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:history"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://confusedofcalcutta.com/2007/07/08/prince-ly-returns-from-the-because-effect/">
    <title>Prince-ly returns from the Because Effect</title>
    <dc:date>2009-01-13T18:16:51+00:00</dc:date>
    <link>http://confusedofcalcutta.com/2007/07/08/prince-ly-returns-from-the-because-effect/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["When something that was originally scarce starts becoming abundant, something strange happens. You find that you start making money because of that thing rather than with that thing. That’s the Because Effect."]]></description>
<dc:subject>innovation marketing economics trend abundance music business</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:d778786b6648/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:trend"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:abundance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:music"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://nymag.com/news/features/all-new/53344/">
    <title>The Renegades at the New York 'Times' - The All New Issue -- New York ...</title>
    <dc:date>2009-01-13T13:31:57+00:00</dc:date>
    <link>http://nymag.com/news/features/all-new/53344/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["What are these renegade cybergeeks doing at the New York Times? Maybe saving it."]]></description>
<dc:subject>nytimes innovation newspapers infographics interactive online media internet future journalism publishing technology</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:7ac1b6ca1368/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:nytimes"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:newspapers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:infographics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:interactive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:online"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:media"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:journalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:publishing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.hoover.org/publications/ednext/18575969.html">
    <title>Hoover Institution - Education Next - How Do We Transform Our Schools?</title>
    <dc:date>2008-11-28T19:04:13+00:00</dc:date>
    <link>http://www.hoover.org/publications/ednext/18575969.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Christensen article on technology's potential to disrupt education (i'm reading "disrupting class" now, this may be more efficient)]]></description>
<dc:subject>education disruption class change transform innovation elearning</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:37d758b4c1ac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:education"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:class"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:transform"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:elearning"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://radar.oreilly.com/2008/11/a-critical-choice-regarding-innovation.html">
    <title>A Critical Choice Regarding Innovation - O'Reilly Radar</title>
    <dc:date>2008-11-13T14:09:49+00:00</dc:date>
    <link>http://radar.oreilly.com/2008/11/a-critical-choice-regarding-innovation.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[""Ford was really saying ... breakthrough innovations don't come from market research ... [but] from the singular vision of an inventor pursuing his or her own passion, cutting a Gordian knot that others simply accept as "the way things are." ... some truly amazing innovation [is] happening on the net, in alternative energy, & in life sciences ... many of those innovations will come from harnessing the collective intelligence of all those people ... But it won't just be to give them what they want; it will be to put them to work in new ways, getting them to contribute ... Breakthroughs ... driven by the data we all contribute; similar effects will soon be felt in personalized medicine, robotics ... Joseph Campbell said that the Knights of the Round Table were the archetypal myth of Western civilization, the idea that each of us, alone, must go off into the deepest, darkest part of the forest, populated by monsters, on a quest to make the world a better place." summary by preoccupations]]></description>
<dc:subject>via:preoccupations innovation science future commentary entrepreneurship invention oreilly</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:4a9205c5969c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:via:preoccupations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:science"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:commentary"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:invention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:oreilly"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://accelerating.org/articles/huebnerinnovation.html">
    <title>Measuring Innovation in an Accelerating World: Review of &quot;A Possible Declining Trend for Worldwide Innovation,&quot; Heubner, TF&amp;SC 2005</title>
    <dc:date>2008-10-22T19:51:56+00:00</dc:date>
    <link>http://accelerating.org/articles/huebnerinnovation.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[proposes that rates of global innovation have been declining in recent decades, since 1914 by an analysis of U.S. patents, which seems contradicted by independent data, and since 1873 by a subjective analysis of "important innovations," which may have greater general merit.]]></description>
<dc:subject>innovation economics patents analysis academic</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:418f41d01d96/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:patents"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:analysis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:academic"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://lateralaction.com/articles/tyler-durden-innovation/">
    <title>Tyler Durden's 8 Rules of Innovation | Lateral Action</title>
    <dc:date>2008-10-16T18:34:28+00:00</dc:date>
    <link>http://lateralaction.com/articles/tyler-durden-innovation/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[fight it]]></description>
<dc:subject>fightclub motivation philosophy innovation creativity life advice</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:83b3c9a419a0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:fightclub"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:philosophy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:life"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:advice"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://lifehacker.com/5042312/ubiquity-prototype-offers-a-natural-language-web-command-line">
    <title>Featured Firefox Extension: Ubiquity Prototype Offers a Natural Language Web Command Line</title>
    <dc:date>2008-08-27T12:22:34+00:00</dc:date>
    <link>http://lifehacker.com/5042312/ubiquity-prototype-offers-a-natural-language-web-command-line</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Watch the video. Think Quicksilver for Firefox. Looks fantastic!  "first prototype of a natural language web service connector called Ubiquity, a Firefox extension that adds a command panel to any web page. Ubiquity will look familiar to Quicksilver, Launchy, or Enso users: you invoke Ubiquity with a key combination and the text field drops down command suggestions as you type. Ubiquity's built-in command set consists of "user-centric mashups" that let you perform tasks using various web services in one place using natural language."]]></description>
<dc:subject>launcher mashups extension firefox innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:f1efa2bf07e4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:launcher"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:mashups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:extension"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:firefox"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.uri.edu/artsci/ecn/starkey/201-590_bulletinboard/Huebner.pdf">
    <title>Jonathan Huebner: A possible declining trend for worldwide innovation (pdf)</title>
    <dc:date>2008-07-02T16:54:16+00:00</dc:date>
    <link>http://www.uri.edu/artsci/ecn/starkey/201-590_bulletinboard/Huebner.pdf</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA["the evidence presented indicates that the rate of innovation reached a peak over a hundred years ago and is now in decline. This decline is most likely due to an economic limit of technology or a limit of the human brain that we are approaching"]]></description>
<dc:subject>!to_read innovation future technology pdf</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:946c47f86ec8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:!to_read"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:pdf"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.overcomingbias.com/2008/05/intro-to-innova.html">
    <title>Overcoming Bias: Intro to Innovation</title>
    <dc:date>2008-06-10T17:27:59+00:00</dc:date>
    <link>http://www.overcomingbias.com/2008/05/intro-to-innova.html</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[The topic of innovation comes up often here, so let us review some basics]]></description>
<dc:subject>innovation invention economics business</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:d8ad93bcdb53/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:invention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessweek.com/print/innovate/content/apr2008/id2008042_809134.htm">
    <title>Life on the Edge: Learning from Facebook</title>
    <dc:date>2008-05-30T20:24:50+00:00</dc:date>
    <link>http://www.businessweek.com/print/innovate/content/apr2008/id2008042_809134.htm</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[The social network provides important lessons for executives—and a key forum for innovation and experimentation]]></description>
<dc:subject>facebook economics business edges innovation socialnetworking</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:a5c42ed1facc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:edges"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:socialnetworking"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://confusedofcalcutta.com/2008/04/07/legitimised/">
    <title>Legitimised?</title>
    <dc:date>2008-05-30T20:23:29+00:00</dc:date>
    <link>http://confusedofcalcutta.com/2008/04/07/legitimised/</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[Innovation happens at edges Youth shouldn’t be discounted, their demographic group has edges as well, edges where innovation takes place We need to build platforms that sustain many open edges in order to foster innovation]]></description>
<dc:subject>business facebook innovation socialnetworking Cluetrain</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:2c09632ab2c7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:socialnetworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:earth2marsh/t:Cluetrain"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newyorker.com/reporting/2008/05/12/080512fa_fact_gladwell?currentPage=all">
    <title>Annals of Innovation: In the Air: Reporting &amp; Essays: The New Yorker</title>
    <dc:date>2008-05-13T17:16:25+00:00</dc:date>
    <link>http://www.newyorker.com/reporting/2008/05/12/080512fa_fact_gladwell?currentPage=all</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[behind their nostrils. They had to be for breathing, didn’t they? He tried to come up with an alternate hypothesis, and couldn’t—but then he couldn’t come up with a way to confirm his own hunch, eithe]]></description>
<dc:subject>innovation gladwell science creativity technology newyorker ideas brainstorming genius invention inventions</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:587437c579a4/</dc:identifier>
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    <title>The Evolving Web of Future Wealth: Scientific American</title>
    <dc:date>2008-05-12T19:42:06+00:00</dc:date>
    <link>http://www.sciam.com/article.cfm?id=the-evolving-web-of-future-wealth&amp;print=true</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[standard growth theory misses an essential feature of this "economic web" of goods and services]]></description>
<dc:subject>economics evolution innovation niche markets theory network wealth</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:ad92c2b69e22/</dc:identifier>
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    <title>celemony_ :: Direct Note Access</title>
    <dc:date>2008-04-11T15:04:11+00:00</dc:date>
    <link>http://www.celemony.com/cms/index.php?id=dna</link>
    <dc:creator>earth2marsh</dc:creator><description><![CDATA[pro tools plugin to manipulate individual notes. wow. via kk's ct2: http://feeds.feedburner.com/~r/ct2/~3/262132737/single-note-control-in-recorde.php]]></description>
<dc:subject>music audio software technology editing production video innovation interesting recording</dc:subject>
<dc:identifier>https://pinboard.in/u:earth2marsh/b:dac07264a05c/</dc:identifier>
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