Business

Can an open, collaborative approach still work when not everyone has opted in?

Over the past two weeks, I've been reading the book Power and Love by Adam Kahane (thanks to Eugene Eric Kim for the recommendation). » Read more

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What's your default?

What's your default?

As dispiriting as the recent debt ceiling dysfunction drama has been, the most disturbing plot point is not that our leaders can’t seem to compromise—but that they are so compromised. While the pundits continue to parse the no-win “deal” and the bloviators bemoan the failures of leadership, the rest of us might take the opportunity to consider the benefits of being uncompromising. » Read more

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Digital magazines, the new media, and why HP’s $99 tablet could spark a digital renaissance

Digital magazines, the new media, and why HP’s $99 tablet could spark a digital

So, unless you had your head in the sand, you probably noticed HP’s Touchpad tablet computers flying off the shelves of stores after the company slashed the price to $99 ($149 for the 32GB model) and announced that it was discontinuing the product line. » Read more

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Inventing the future is everybody's job

When Larry Huston faced the challenge of revving Procter & Gamble's innovation engine to contribute to $5 billion in annual topline growth, he opened up the ranks of the company's vaunted R&D operation to some 1.8 million scientists and researchers around the globe. » Read more

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When it comes to project work, casting is everything

One of the key tasks of management is coordinating activities--making sure the right people are working on the right projects at the right time. Most companies default to a top-down allocation system: people are put on projects according to availability, favouritism, or sometimes, pure luck. That's reasonably efficient, but the result is some lucky folks get all the exciting projects, some get stuck on a project-from-hell forever, and some never get a chance to prove themselves. » Read more

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Nine ways to identify natural leaders

The need to empower natural leaders isn’t an HR pipedream, it’s a competitive imperative. But before you can empower them, you have to find them.

In most companies, the formal hierarchy is a matter of public record—it’s easy to discover who’s in charge of what. By contrast, natural leaders don’t appear on any organization chart. To hunt them down, you need to know . . . » Read more

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Open For Business: The practice effect

Open for Business

"Release early, release often. And listen to your customers."

Eric S. Raymond (esr) wrote those words in his 1997 essay "The Cathedral and the Bazaar," and, for a lot of people, they have become the mantra of the open source software movement. While this advice might seem obvious to many, that doesn’t make it any less important. In fact, I’ve often benefited from esr’s maxim myself, and I’ve even come up with a shorthand for why it works. I call it the "practice effect." » Read more

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In a tough job market, your open source experience may be an asset in more ways than one

open source work experience

Does this describe you?

You've been using open source software or contributing to open source projects for a long time. Perhaps you are in a job where you utilize open source tools regularly, or maybe you are just fooling around with them for fun or to learn new skills.

You've been known to tell (possibly true) stories that highlight how long you've been a part of the open source world (from "I remember downloading the first version of Fedora" to "I was in the room when the term open source was coined"). But, most importantly, you consider yourself an active member of one or more open source communities. » Read more

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OSCON round-up: Open source isn't declining. It's maturing.

Reading some stories recently, it would be easy to conclude that there was some sort of a decline in open source. I'll not pretend to have new and objective data on the subject, but having just returned from OSCON in the USA I have to say rumours of the death of open source are premature. » Read more

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The future of management: Is it deja vu all over again?

If you are a regular reader of the MIX, you probably already have a point of view on the future of management. Indeed, the MIX was created to help accelerate the evolution of management, so chances are you have already bought into the argument that we are going through a period of upheaval that will transform the way we work in organizations in the years ahead. » Read more

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