Pinboard (jerryking)
https://pinboard.in/u:jerryking/public/
recent bookmarks from jerrykingWall Street Eyes Billions in the Colorado’s Water2021-01-09T10:28:38+00:00
https://www.nytimes.com/2021/01/03/business/colorado-river-water-rights.html?action=click&module=RelatedLinks&pgtype=Article
jerrykingagriculture assets Australia climate_change Colorado commodities demand_management Denver droughts extreme_weather_events farming farmland hedge_funds investors Las_Vegas market-based Phoenix population_growth public_goods reservoirs resource_allocation scarcity Southwest speculation the_American_West traders underpricing undervalued Wall_Street water water_footprints water_rightshttps://pinboard.in/https://pinboard.in/u:jerryking/b:b938cce272d8/(1) Find ways to make better use of idle resources to fight virus | Financial Times2020-03-21T03:50:11+00:00
https://www.ft.com/content/c6d421de-69f5-11ea-800d-da70cff6e4d3
jerrykingCOVID-19 crisis flexibility healthcare idle_resources imagination overstretching pandemics positive_thinking radical_ideas redeployments resource_allocation silver_linings slack_resources supply_chains viruses Tim_Harford Yossi_Sheffihttps://pinboard.in/https://pinboard.in/u:jerryking/b:2e9976b3cc9d/Coronavirus could force difficult choices on health systems2020-03-12T21:10:34+00:00
https://www.ft.com/content/5387951e-6133-11ea-a6cd-df28cc3c6a68
jerrykingCOVID-19 CDC containment decision_making ethics fairness hard_choices healthcare legitimacy lotteries pandemics priorities rationing transparency triage resource_allocation surge_capacity Anjana_Ahujahttps://pinboard.in/https://pinboard.in/u:jerryking/b:78e0032ca166/Opinion | Tech Loses a Prophet. Just When It Needs One.2020-01-30T18:43:39+00:00
https://www.nytimes.com/2020/01/29/opinion/clay-christensen.html?action=click&module=Opinion&pgtype=Homepage
jerrykingbooks Clayton_Christensen ideas Kara_Swisher technology tributes advice Andy_Grove disruption principles resource_allocation self-help Silicon_Valley Steve_Jobs prophets core_values uncompromisedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:5cf5c55a5637/The next big restaurant chain may not own any kitchens | TechCrunch2018-10-10T19:03:16+00:00
https://techcrunch.com/2018/10/07/the-next-big-restaurant-chain-may-not-own-any-kitchens/
jerrykingrestaurants resource_allocation asset-light commercial_kitchens ghost_kitchenshttps://pinboard.in/https://pinboard.in/u:jerryking/b:805a8ebeacd3/Toronto startup Second Closet aims to ‘Uber-ize’ self-storage2018-09-13T18:42:10+00:00
https://www.theglobeandmail.com/business/article-toronto-startup-second-closet-aims-to-uber-ize-self-storage/
jerrykingentrepreneur Mark_Ang Michael_Hyatt Second_Closet start_ups storage self-storage Toronto resource_allocationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:c03a2f995afb/Merck C.E.O. Ken Frazier on Death Row Cases and the Corporate Soul2018-03-09T19:14:08+00:00
https://www.nytimes.com/2018/03/09/business/merck-ceo-ken-frazier-on-death-row-cases-and-the-corporate-soul.html
jerrykingKenneth_Frazier Merck CEOs African-Americans death_row lawyers HLS capital_allocation pharmaceutical_industry new_graduates think_threes purpose talent_acquisition resource_allocation priorities the_right_people leadershttps://pinboard.in/https://pinboard.in/u:jerryking/b:b4938376d5e6/INTHEBLACK - Lease and like: Why access is better than ownership2016-12-10T17:02:04+00:00
http://intheblack.com/articles/2015/05/01/lease-and-like-why-access-is-better-than-ownership/
jerryking>access<< can be better than >>ownership<<.
Even by the ambitious standards of digital >>start-ups<<, the rise of >>Uber<< has been startling. From a standing start in San Francisco in 2010 to a US$40 billion company in 2014, Uber has revolutionised the taxi industry across 55 countries, sparking strikes, protests, lawsuits – and winning over millions of customers.
Yet Uber is only one of hundreds of businesses around the globe seeking to change the way we shop for everything from personal services to power drills, workspaces to wedding dresses. By harnessing a growing consumer preference for ++access over ownership++, these agile digital newcomers are reshaping industries and overturning long-established business models.
Now analysts warn that time is running out for traditional market leaders to respond, or they risk being overtaken by the rental future.
Big and getting bigger
John Riccio is the digital change leader for PwC Australia. He says Uber is typical of the businesses tapping into a new collaborative economy of socially connected consumers. By using technology to link consumers directly to owners, businesses like Uber can **unlock idle assets** [i.e. = "idle resources"/"value extraction"] and >>scale up<< rapidly.“Take >>Airbnb<< for example. It’s only about five years old, but it has more rooms available than the Hilton Group, which has taken nearly 100 years to get to the same point,” he says.
“One owns hotels, with lots of investment in infrastructure and a very asset-heavy business. The other has used >>technology<< to build a >>decentralised<< offering and provide it to the end consumer. It hasn’t actually invested in any rooms. All of those rooms existed but were >>idle<<. Now the technology has allowed individuals to connect and exchange value.”
Similarly, >>ride-sharing<< service BlaBlaCar now carries more passengers each month than the high-speed Eurostar train between Paris and London. But unlike Eurostar, BlaBlaCar doesn’t need to invest in rolling stock or maintenance.
"As the generations change, ownership is becoming less important to people." John Ricco
According to PwC, peer-to-peer and collaborative businesses across five key industry sectors (accommodation, car sharing, music and video streaming, crowdfunding and peer-to-peer lending, and online staffing) are now on track to grow their collective market share from 5% to 50%t by 2025. That would see their revenue jump from around US$15 billion in 2013 to US$335 billion in just over 10 years.
Little wonder that investors have been flocking to take advantage of these new opportunities. Jeremiah Owyang, founder of Silicon Valley’s Crowd Companies, calculates that venture capital investments in collaborative businesses rose almost tenfold between 2011 and 2014, from US$613 million to US$6 billion – including Uber’s US$1.2 billion capital raising last year.
The connected consumer
The growth of these new business models has been underpinned by changing consumer preferences, most clearly reflected in the increasing dominance of music streaming services such as Pandora and Spotify.“Access is the new ownership,” says Riccio. “As the generations change, ownership is becoming less important to people, as long as they have access to what they want, when they want it and where they want it.”
++The forces driving this shift may vary from region to region++ [i.e. = "culturally-specific"]. Where consumers in developed economies might want to simplify their already cluttered lives, the growing Asian middle class is more likely to seek affordable access to what were previously unavailable luxuries. Then there’s the sheer exoticism of experiences like sleeping in a yurt, anywhere from California to Andalusia – Airbnb even declared 2014 “The Year of the Yurt”.
But the common thread is a willingness to share in a community of individuals [i.e. = "community-building"] , rather than a marketplace of companies. By creating a social platform for >>shared experiences<<, many of the new generation of rental businesses have made >>social interaction<< a key part of their appeal.
That appeal may be particularly strong for >>Asia-Pacific<< consumers. According to a 2014 Nielsen survey, consumers in the Asia-Pacific region are more receptive to the idea of shared consumption than shoppers in any other part of the globe. A massive 81% of those surveyed said they would be happy to >>share goods<< belonging to others, including 94% of Chinese and 87% of Indonesians. That’s more than double the 43% cent of North Americans who are inclined to share.
The competitive response
As the competitive threat intensifies, established businesses are beginning to sit up and take notice. Some have made strategic investments in >>up-and-coming<< competitors – such as >>Avis<< buying car-sharing service >>Zipcar<< for US$500 million. Others have created innovative businesses of their own – like DriveNow, a joint venture between BMW and Sixt.
DriveNow allows users in Germany, London, Vienna and San Francisco to find, unlock and start a nearby DriveNow BMW or MINI using a mobile app, then simply drive it to their destination, park and walk away.
But another all too frequent response is to harness government >>regulations<< in an attempt to shut >>new entrants<< down. Stephen King, a professor of economics at Monash University, says existing regulations are often biased towards incumbents, if only because they have been built around traditional business models.
“When, for example, [perpetual] taxi licences in Victoria sell for A$250,000 each, or in New York for a million dollars each, it’s pretty clear these restrictions have little or nothing to do with consumers. It’s all about protecting the incumbent.”
"Consume in the Asia-Pacific region are more receptive to the idea of consumption."
The challenge for >>regulators<< is to keep pace with a rapidly evolving marketplace while protecting consumers and, increasingly, their own tax base. But King cautions that there is no guarantee regulators will accommodate new entrants simply because they are popular with consumers.
“That’s obviously a risk for companies like Uber. If the >>incumbents<< win … and in some parts of the world they seem to be winning … companies like Uber can be sued to death and customers ultimately lose,” says King.
Nonetheless, Riccio believes the momentum for change has become close to unstoppable. “When customers experience the efficiency and the value in some of these new platforms and business models, it’s pretty hard to go back,” he says. “It’s like the internet in the ’90s. We’re just seeing the tip of the iceberg.”
Luxury to let for China’s fashionistas
Bobo Rok was inspired to start Luxury Tonight, better known as LuxTNT, when her friends repeatedly asked to borrow her clothes for weddings and other special occasions.
“I realised that there is so much demand for occasion dresses, we could have a timeshare system,” she says.
“Also, personally, I really dislike >>fast fashion<< – the high street brands that copy designers’ work and quickly produce really low-quality garments that people wear a couple of times then throw away. I think it’s such a waste and a burden for the environment.”
So she decided to start a business that would give everyone access to affordable luxury, without the price tag.
That was in late 2013. Today, Rok and her co-founders Rosemary Vandenbroucke and Tim Kau lead a flourishing online business with 40 staff. They rent a thousand high-fashion [i.e. ="haute couture"] items a month to customers around Hong Kong, including handbags, jewellery, dresses, accessories and more.
Recently, LuxTNT opened two branches in mainland China, offering customers in Shanghai and Beijing rapid access to a constantly updated wardrobe of high-fashion items on a monthly >>subscription<< model.
“The [Chinese] middle class is obviously growing rapidly, but people are hesitant to spend a lot on >>luxury goods<< … We give them an affordable alternative to buying expensive designer items or cheap copies, and one that is environmentally friendly,” Rok explains. “We’ve had an extremely good response – people love the idea.”
That initiative alone is forecast to more than triple the business’s revenues, but Rok and her partners have bigger plans in mind. They are currently seeking a new round of funding, allowing them to broaden their product offering and expand into other locations.
Rok says negotiations to date have valued the business at around US$54 million – an impressive achievement for a business founded just 18 months ago.]]>economics future society technology via:enochko ownership accessibility sharing_economy resource_allocation start_ups end_of_ownership fast_fashion value_extraction on-demand Airbnb Asia-Pacific culturally-specific decentralization idle_resources ride_sharing scaling shared_experiences shared_goods social_interactions Uber Avis haute_couture incumbents luxury_goods new_entrants regulation regulators subscriptions taxis up-and-comers Zipcar community-buildinghttps://pinboard.in/u:jerryking/b:2011ded24957/Many casualties in aftermath of bursting bubbles - FT.com2016-10-26T17:46:46+00:00
http://www.ft.com/cms/s/0/337cdc4e-cf2a-11de-8a4b-00144feabdc0.html?ft_site=falcon&desktop=true#axzz4ODLOo6im
jerryking>irrational exuberance<<. He claims that its collapse posed no >>systemic risk<<. If that were the case, then why did the failure of WorldCom and Enron in 2002 drive his former colleague at the Federal Reserve, Ben Bernanke, to worry publicly about a “deflation” threat? And if the US economy was in such a robust state, why did the Fed keep interest rates so low for so long, thereby creating a real estate bubble?
A legacy of excessive debt is only one of the problems posed by bubbles. They contribute to the misallocation of resources – too much fibre optic cable or too many McMansions – which acts as a drag on economic growth. Asset price inflation also redistributes wealth in an arbitrary way between winners and losers. Bursting bubbles [i.e. = "market crashes"] damage both corporate and household balance sheets, creating many innocent victims as people lose their jobs or suffer depleted savings.
]]>bubbles U.S._Federal_Reserve debt casualties letters_to_the_editor technology Benjamin_Bernanke asset_values arbitrariness resource_allocation fiber-optics misallocations irrational_exuberance market_crashes systemic_riskshttps://pinboard.in/https://pinboard.in/u:jerryking/b:5e6967eb0c4c/Network orchestrators are the new path to profit - The Globe and Mail2016-07-12T10:24:01+00:00
http://www.theglobeandmail.com/report-on-business/careers/management/network-orchestrators-are-the-new-path-to-profit/article30728351/
jerryking> "The Network Imperative" by authors Barry Libert, Megan Beck, and Jerry Wind.<<
Technology - Shift from physical to digital. Develop a digitally enabled platform around which people can congregate.
Assets - Shift from tangible to intangible assets. Physical assets are becoming a liability. Pay attention to your brand, a key intangible asset, and also view people as an asset, not an expense.
Strategy -move from operator to allocator. As a strategist, Mr. Libert has spent many years working with leaders to figure out what products to sell to what market. But these days, leaders should be active allocators of capital, like portfolio managers.
Leadership - The shift here is from commander – in charge of a highly structured, hierarchical, top-down organization – to co-creator, who knows how to motivate, inspire and work alongside others to develop the network.
Boards - His favourite shift, because it is the most difficult, is the switch from governance to representation.
Finally, the mindset must change to thinking less rigidly about roles, processes, products and industries.]]>networks orchestration Harvey_Schachter platforms Etsy eBay business_models intangibles capital_allocation atoms_&_bits physical_assets portfolio_management assets resource_allocation mindsets flexibility pay_attention books co-creationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:bd970360e722/You Need an Innovation Strategy2016-04-11T12:11:00+00:00
https://hbr.org/2015/06/you-need-an-innovation-strategy
jerryking>crowdsourcing<<, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system: a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded. Individual best practices involve trade-offs. And adopting a specific practice generally requires a host of complementary changes to the rest of the organization’s innovation system. A company without an innovation strategy won’t be able to make trade-off decisions and choose all the elements of the innovation system........Long-term investments in research are risky: .....
Rather, a robust innovation strategy should answer the following questions:
** How will innovation create value for potential customers?
**How will the company capture a share of the value its innovations generate?
**What types of innovations will allow the company to create and **capture value** [i.e. = "value extraction"] , and what resources should each type receive?
There are four essential tasks in creating and implementing an innovation strategy. The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for **allocating resources** to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company.
The final challenge facing senior leadership is recognizing that innovation strategies must evolve. Any strategy represents a >>hypothesis<< that is tested against the unfolding realities of markets, technologies, regulations, and competitors.[i.e. = "experimentation"] ]]>innovation strategy howto HBR taxonomy best_practices Corning crowdsourcing decision_making organizational_capacity questions R&D resource_allocation tradeoffs corporate_investors hypothesis experimentation value_extractionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:db892a6be70f/Capital Markets 'Impediment' to Innovation - The CFO Report - WSJ2015-02-13T22:38:10+00:00
http://blogs.wsj.com/cfo/2011/06/20/capital-markets-impediment-to-innovation/?cb=logged0.9441019971854985
jerrykingSilver_Lake Clayton_Christensen innovation strategy finance CFOs long-term impediments capital_markets business_models Glenn_Hutchins resource_allocation expectations new_businesses new_products investors'_expectations short-sightedness short-term_thinking underrated long-term_greedyhttps://pinboard.in/https://pinboard.in/u:jerryking/b:c30f81a80367/What Cars Did for Today's World, Data May Do for Tomorrow's - NYTimes.com2014-08-12T02:29:52+00:00
http://bits.blogs.nytimes.com/2014/08/10/g-e-creates-a-data-lake-for-new-industrial-ecosystem/?_php=true&_type=blogs&_r=2
jerrykingQuentin_Hardy data data_driven massive_data_sets ecosystems GE sensors Databricks Uber Airbnb data_coordination instrumentation_monitoring efficiencies unexpected unforeseen resource_allocation orchestration match-making platforms resource_management AWS asset-light centralized_repositorieshttps://pinboard.in/https://pinboard.in/u:jerryking/b:e292b32c725a/Max Levchin talks about data, sensors and the plan for his new startup(s) — Tech News and Analysis2013-02-24T06:49:57+00:00
http://gigaom.com/2013/01/30/max-levchin-talks-about-data-sensors-and-the-plan-for-his-new-startups/
jerryking>slack resources<< are abundant, so are the companies trying to rationalize their use. Über, AirBnB, Exec, GetAround, PostMates, ZipCar, Cherry, Housefed, Skyara, ToolSpinner, Snapgoods, Vayable, Swifto…it’s an explosion! What enabled this? Why now? It’s not like we suddenly have a larger surplus of black cars than ever before.
Examine the DNA of these businesses: resource availability and demand requests — highly >>analog<<, as this is about cars, drivers, and passengers — is captured at the >>edge<<, automatically where possible, then transmitted and stored, then processed centrally. Requests are queued at the smart center, and a marketplace/auction is used to allocate them, matches are made and feedback is given in real time.
A key **revolutionary insight** here is not that the >>market-based<< distribution of resources is a great idea — it is the >>digitalization<< of analog data, and its management in a centralized queue to create amazing new >>efficiencies<<.”
]]>massive_data_sets data Max_Levchin start_ups incubators sharing_economy analog efficiencies meat_space data_coordination match-making platforms Om_Malik resource_management resource_allocation auctions SMAC_stack algorithms digitalization radical_ideas slack_resources market-based San_Francisco sensors underutilization edge centralized_repositorieshttps://pinboard.in/https://pinboard.in/u:jerryking/b:22eb4bce1200/Competitive Analysis for Competitive Advantage2012-12-01T16:04:07+00:00
https://docs.google.com/file/d/0B8QqaQt_ecJlb3NMZ1pvRW1sWUE/edit
jerrykingIvey frameworks competitive_advantage market_segmentation Five_Forces_model value_chains competitive_strategy strategy products product_strategy competitive_intelligence cost_analysis comparative_advantage customer_segmentation experience_curves resource_allocationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:0518351f9335/The Measure of Success2012-07-05T13:14:24+00:00
https://docs.google.com/document/d/1coZUx8_F-WEMjOLUxJ3PCDJGd--ADdXd67Yv0iQP8N4/edit
jerrykingmetrics balanced_scorecard Octothorpe_Software Junior_Achievement measurements actionable_information qualitative resource_allocation single-minded_focus boards_&_directors_&_governance non-financial UFSC compromise tradeoffs hard_to_find monomania scorecardshttps://pinboard.in/https://pinboard.in/u:jerryking/b:90e164f73fab/How Harvard Shaped Mitt Romney - NYTimes.com2011-12-25T00:50:40+00:00
http://www.nytimes.com/2011/12/25/us/politics/how-harvard-shaped-mitt-romney.html?_r=1&ref=politics&pagewanted=all
jerrykingHarvard HBS Mitt_Romney business_schools MBAs case_studies J.D.-M.B.A. problem_framing questions finite_resources quantified_self work_life_balance marriage parenting resource_allocationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:f86c5a69cb96/A Brief History Of DECISION MAKING2011-10-31T15:31:52+00:00
http://unpan1.un.org/intradoc/groups/public/documents/unssc/unpan022443.pdf
jerryking>Aristotle’s>> systematic empiricism, to friar Occam’s advances in logic, to >>Francis Bacon’s<< inductive reasoning, to >>Descartes<<’s application of the >>scientific method<<. A growing sophistication with managing risk, along with a nuanced understanding of human behavior and advances in technology that support and mimic cognitive processes, has improved decision making in many situations. Even so, the history of decision-making strategies – captured in this time line and examined in the four accompanying essays on risk, group dynamics, technology, and instinct – has not marched steadily toward perfect rationalism. Twentieth-century theorists showed that the costs of acquiring information lead executives to make do with only good-enough decisions. Worse, people decide against their own economic interests even when they know better. And in the absence of emotion, it’s impossible to make any decisions at all. Erroneous framing, bounded awareness, excessive optimism: The debunking of Descartes’s rational man threatens to swamp our confidence in our choices. Is it really surprising, then, that even as technology dramatically increases our access to information, Malcolm Gladwell extols the virtues of gut decisions made, literally, in the blink of an eye?]]>decision_making Octothorpe_Software HBR history resource_allocation Malcolm_Gladwell Descartes good_enough gut_feelings human_behavior Francis_Bacon scientific_method Aristotle Rene_Descarteshttps://pinboard.in/https://pinboard.in/u:jerryking/b:b35406cae077/Physicist Makes 'Big Bang' at Citi - WSJ.com2011-10-23T21:00:49+00:00
http://online.wsj.com/article/SB10001424052748703298004574455190900433618.html
jerryking>non-core<<" assets. Mr. Pandit named Dr. Biglari vice chairman in charge of strategy and resource allocation for Citicorp. Dr. Biglari had already spent the past year restructuring the securities and banking side of the business. He says he is now working with Mr. Pandit to reframe the company.The pressure has been intense, but Dr. Biglari feels he is in the job that he has been working for since leaving physics.]]>Citigroup Second_Acts Robert_Rubin physicists finance McKinsey Managing_Your_Career reinvention options reframing resource_allocation generating_strategic_options Iranians career_reinvention non-core Vikram_Pandithttps://pinboard.in/https://pinboard.in/u:jerryking/b:cee37670d13a/Book Chat on 'The Big Thirst': The Future of Water2011-05-04T18:39:17+00:00
http://economix.blogs.nytimes.com/2011/05/03/the-big-thirst-the-future-of-water/?src=busln
jerrykingwater books water_footprints future free optimization pricing resource_allocation misallocations waste inexpensive engineering fast cheap fast-paced price_signals underpricing better-faster-cheaperhttps://pinboard.in/u:jerryking/b:5cdc9fd3fd9f/Augmented business;2010-11-15T03:35:15+00:00
http://proquest.umi.com/pqdweb?did=2182926531&sid=2&Fmt=3&clientId=11263&RQT=309&VName=PQD
jerrykingsensors ProQuest Outsourcing data_driven augmented_reality DaaS Industrial_Internet data algorithms core_businesses resource_allocation physical_assets services factors_of_production cyberphysical dynamic_pricing end_of_ownership IoT pricing intangibles value_migration physical_economy assets crown_jewelshttps://pinboard.in/u:jerryking/b:fbd16fd31bf2/Some Newspapers Shift Coverage After Tracking Readers Online - NYTimes.com2010-09-06T17:12:08+00:00
http://www.nytimes.com/2010/09/06/business/media/06track.html?ref=business
jerryking>scarcer resources<<**. ...**reader metrics** as a tool to help him better determine how to use online resources.
“We ask, ‘What can we do online to make it more attractive?” ’ Mr. Narisetti said. “Can we do podcasts? Can we do a photo gallery? Can we do any kind of user-generated content?”
]]>newspapers data_driven ufsc unthinkable resource_allocation user_generated print_journalism decision_making microtargeting cookies digital_footprints digital_media online_behaviour tracking web_metrics scarce_resources personalization behavioural_data datahttps://pinboard.in/u:jerryking/b:b7def01ec4e7/Op-Ed Columnist - The Summoned Self - NYTimes.com2010-08-04T04:50:56+00:00
http://www.nytimes.com/2010/08/03/opinion/03brooks.html?src=me&ref=general
jerryking>unknowable<< landscape to be explored. the most important features of the human landscape are commitments [i.e. = really "covenants"] that precede choice — commitments to family, nation, faith or some cause.
++These commitments defy the logic of cost and benefit, investment and return.++
]]>life_skills David_Brooks Clayton_Christensen purpose commitments misallocations resource_allocation achievement-oriented talent_allocation well-rounded time-management unknowables covenants Eisenhower_Matrix misalignments meaningful_liveshttps://pinboard.in/u:jerryking/b:6175540cdd6d/Is Water the Next Carbon? | Green Day | Fast Company2009-02-22T10:07:57+00:00
http://www.fastcompany.com/blog/anya-kamenetz/green-day/water-next-carbon
jerrykingscarcity water water_footprints neutrality Anya_Kamenetz resource_allocation closed_loopshttps://pinboard.in/u:jerryking/b:6916c609e7a3/