Welcome to the worst decade since the Great Depression. Trillions of dollars of financial assets destroyed; trillions in shareholder value vanished; worldwide GDP stalled. But this isn't a financial crisis, or even an economic one, says Umair Haque. It's a crisis of institutions-ideals inherited from the industrial age. These ideals include rampant exploitation of resources, top-down command of resource allocations, withholding of information from stakeholders to control them, and a single-minded pursuit of profit for its own sake. All this has produced "thin value"-short-term economic gains that accrue to some people far more than others, and that don't make us happier or healthier. It has left resources depleted and has spawned conflict, organizational rigidity, economic stagnation, and nihilism. In The New Capitalist Manifesto, Haque advocates a new set of ideals: (1)Renewal: Use resources sustainably to maximize efficiencies, (2) Democracy: Allocate resources democratically to foster organizational agility, (3) Peace: Practice economic non-violence in business, (4) Equity: Create industries that make the least well off better off, and (5) Meaning: Generate payoffs that tangibly improve quality of life. Yes, adopting these ideals requires bold and sustained changes. But some companies-Google, Walmart, Nike-are rising to the challenge. In this bold manifesto, Haque makes an irresistible business case for following their lead.

Watch the video above to hear about what “planned serendipity” really is (you can’t plan to win the lottery, alas), how Steve Jobs literally architected good luck into Pixar and Apple, how luck plays into Amazon’s current status as a tech product hit factory, and how even rank-and-file employees can “storm the gates” to make their companies more open to success.

Instead of starting from bare bones and building everything involved in an app, including news feeds, notification systems and more, application programming interfaces (APIs) allow companies to focus on what makes their product unique. APIs offer a scalable and reliable way to simplify the development process, avoiding rework by using existing tools built by others. They can give developers a massive advantage by shortening the development cycle and helping them be first to market. Increasingly startups are making APIs their business, allowing developers to use their tools or pull from their base of APIs to add functionality to their apps.

The Hackerspaceshop was found in early 2012 by Florian 'overflo' Bittner with a lot of support from the community at metalab , a hackerspace in central Vienna, Austria.

The psychology of social commerce reveals the emotional elements that stimulate the human network. It is the understanding of the 6 pillars of social commerce that facilitates the development of a more cohesive and connected online experience for customers. More importantly, by investing in the value, productivity and efficiency of consumer decision making and not just the outcome, businesses can not only earn reciprocity and goodwill, but also earn social capital as a result…and, that’s priceless.

Co-Creation/Toolkits für Open Innovation Je enger die Zusammenarbeit mit den externen Wissensträgern wird, desto wichtiger werden die Prozesse und Formen der Zusammenarbeit. Social Media- / Web2.0-Technologien sind die Basis für eine effiziente Zusammenarbeit. Unter Toolkits werden Entwicklungsumgebungen verstanden,  die es den Nutzer erlauben, ihre Bedürfnisse direkt und iterativ in den Produktmanagement-Prozess zu überführen. Spätestens in dieser Konstellation wird, wie generell im Social Media-Umfeld, eine offene Unternehmenskultur zur Voraussetzung für den Erfolg. Die nach innen gerichteten Denkweise des ‘Not Invented Here’ Syndroms würde die erfolgreiche Open Innovation-Strategie verhindern. Auch die Prozesse der Zusammenarbeit müssen geregelt werden, um die Effizienz, aber auch Motivation der Teilnehmer zu sichern. Co-Creation kann man häufiger in der Automobil-Industrie sehen. Beispiele sind Local Motors oder Streetscooter.

The traditional model of innovation begins with an R&D group that gets together in a lab and starts working on ideas. And of course, a lot of innovation has come out of that model. (Likewise, plenty of failure.) But the model is changing. More ideas, more products, and more projects are being developed openly, and different ways of collaborating are emerging. TopCoder and InnoCentive are two companies, both now ten years old, that are making that happen.

Während es für Gold, Silber und Kupfer bereits erprobte Recyclingverfahren gibt, werden die für die Hochtechnologie wichtigen Seltenen Erden wie Palladium und Indium bislang nicht nennenswert wiederverwertet. Deren Recycling ist zwar technisch möglich, wurde aber wirtschaftlich zumindest bislang nicht für sinnvoll erachtet. Angesichts steigender Preise für Edelmetalle und Seltene Erden sollte man jedoch annehmen, dass auch die Wiederverwertung der Altgeräte zunehmend interessanter und die Goldmine in der Abstellkammer erschlossen wird.

“Amazon has not had great margins,” Jason Helfstein, an analyst at Oppenheimer & Company. “One has to believe they looked at this and thought, ‘Why not just own it and take all the technology in house?’” The acquisition comes as Amazon aggressively adds distribution centers to service its growing consumer base.

There are both new and old books in this list. For the naysayers: Don’t forget how easy it is to succumb to hype and to phrases like “anything older than 3 months is irrelevant”, “it’s the age of the app”, “desktop is dead”, and so on. That’s simply not true. Reading these books can be very beneficial for you and for your business. The concepts are still valid, the ideas can be still utilized. Even if the world has fatalistically moved on (and it hasn’t), you can’t catch it up without a strong foundation. Many things are cyclical or ageless. You can re-combine ideas, find patterns, get inspired and most importantly, learn new things. These books are a nourishment for your mind. And hey, it can’t hurt to read something different than you are used to read!

not alone an academia problem

Welche Anforderungen ergeben sich für Unternehmen, die insbesondere in Software-Ökosystemen aktiv werden wollen? Auf welche Herausforderungen müssen sich etablierte Softwarehersteller einstellen und wo liegt eigentlich der Vorteil eines Software-Ökosystems

Menschen mit gleichen Interessen finden – und sich vernetzen
Google+ eignet sich wie kein anderes Netzwerk anderer Internet-Dienst, Menschen mit bestimmten Interessen zu finden – und sich dann mit ihnen zu vernetzen. Google+ ist im Gegensatz zu Facebook nicht geschlossen. Okay, Facebook hat sich geöffnet, man kann jetzt auch andere “abonnieren” anstatt sich mit ihnen zu “befreunden”. Aber dafür ist Facebook nicht gebaut. Google schon. Hier spielt Google seine unglaubliche Stärke bei der Suche aus. Und so ist Google+ zuvorderst vielleicht kein “Social Network”, aber bereits jetzt eine enorm leistungsstarke “Social Search”. Und je mehr User bei Google+ sind, desto stärker wird sie. Und was kann man denn besseres mit den gefundenen Menschen machen, bei denen man ein gemeinsames Interesse entdeckt hat, als sich mit ihnen zu vernetzen? Das Schöne an Google+: Man kann sich vernetzen (auch gegenseitig, wenn man sich gegenseitig circled), man muss es aber nicht, man kann auch nur einem anderen “folgen”.

I am (was) a very heavy delicious user. Luckily, I backed up my delicious bookmarks a few weeks ago. The export function on the new site doesn't seem to work and if it does, I doubt all my bookmarks will be there.
I started typing out a long laundry list of issues, but it doesn't matter. Suffice it to say the new site is nearly unusable. There is nothing new that is useful for users or that would attract new users, nor is there any revenue model in sight.
I would be surprised if more than 10% of past delicious users stay with the site.

"Listened to Don Norman yesterday and I think this article misses some information (which I don’t know if he mentioned at dConstruct). He clearly stated yesterday that we are the product of Google and that in a certain way that is strange (and maybe worrying). HOWEVER, he also states, as he did yesterday, that he “is not a fan of the Apple business model” and therefore uses an Android phone. I think his comments on Google actually show a concern for the company and for the overall issues of privacy for all of us. Moreover, he also highlighted yesterday that “Google is run by a group of really honest and good-hearted people”."

Open source at its roots is really about “freedom,” not about “free,” and that is a critical concept to understand for the longevity of open source business models. Richard Stallman of the Free Software Foundation is famously quoted as saying “Think free as in free speech, not free beer.” We all believe that sharing is good, but exploitation of the system is bad—very bad. Some might even say evil. And those participants who exploit that freedom should be held accountable to the society as a whole for those actions.

The IT department we have today is not the IT department we'll need tomorrow

Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fwww.dachisgroup.com%2F2010%2F05%2Fcreate-more-value-than-you-capture%2F%3Futm_medium%3Ddach.is-copypaste%26utm_source%3Ddirect-dach.is%26utm_content%3Dsite-basic

New business and revenue models will dominate the landscape

Traditional revenue streams from selling books are prone to die. Learn from the music industry: Apple is now the dominant force in digital music and has replaced the incumbent players with a completely different business and revenue model. They sell music online, but they earn most from selling their iPod hardware. Or look towards the artist that give away their music and earn their revenues from increased concert sales or special edition albums. They use “free” as a way to capture attention and earn from new revenue streams.

Personally, I don't really believe in donations. Some of the organizations that I find most astonishing and have achieved a huge social and economic impact are not at all donation-based (some take donations, but it's not at their core). Here I'm thinking of Grameen Bank, Grameen Phone, Kiva or WISE.

For James, the recipe is simple:
“We don’t sell content – at least, not white papers – but we sell services around that research. It’s all free, but when people want to take it somewhere else, then they have to pay. We’re out in these networks, without any groupthink, and that’s increasingly valuable.”

"Harnessing collective intelligence" isn't a different idea from network effects, as Nick argues. It is in fact the science of network effects - understanding and applying the implications of networks.

I want to emphasize one more point: the heart of my argument about Web 2.0 is that the network effects that matter today are network effects in data

I strongly agree, people want to pay. But there is another good reason they might want to pay: to secure there future happiness.

Personally, I often “donate” money, not to pay for the product I consumed (which is free), but to do my part in order to make sure the creator will do more stuff in the future. More stuff that I will be able to enjoy and use for “free”.

It is a self-interested act, and in that sense it is not a “donation”. You are paying for something: you pay for your future happiness. I think it is a more “clever” form of consumption.

hammers it straigh to the point, should blog about this at BMID

marginal cost of producing and distributing a new copy of a purely digital product is close to zero -> Google not only has the desire to give away informational products; it has the economic leeway to actually do it. Those two facts — the vast breadth of Google’s complements, and the company’s ability to push the price of those complements toward zero ... bmid!!!! galore galore

Ludovic: very afraid to see double licence businesses turn closed-source or nearly-closed-source.

The likely outcome: a hybrid approach built around entirely new business models, say experts at Wharton

ot only can web 2.0 entrepreneurs build sites on top of open source projects (like MySQL - L.A.M.P.), but they can actually learn a lot about promoting their services from these products.