Always On 1/9/05 Time is a Secret Weapon, This image says it all. It’s 2001 and you’re coasting down the freeway behind a tow truck that’s repossessing a late-model Porsche, bearing a bumper-sticker that reads, “Stop for Lunch and You Are Lunch.” by Roger McNamee
CNET 1/10/05 Open source reshaping services market
CNET 1/10/05 Google riches outed on the Web
SJM 1/10/05 iPod spawns an ecosystem of products
The Seattle Times 1/10/05 BitTorrent file-sharing program floods the Web
OET News 1/8/05 What Execs Want To See from Open Source in 2005
Industry analysts and corporate managers will realize that Open Source programming libraries are of even greater importance than complete Open Source applications such as Linux.
Google has fully integrated the past 20 years of Usenet archives into Google Groups, which now offers access to more than 800 million messages dating back to 1981. This is by far the most complete collection of Usenet articles ever assembled and a fascinating first-hand historical account.
We compiled some especially memorable articles and threads in the timeline below. For example, read Tim Berners-Lee's announcement of what became the World Wide Web or Linus Torvalds' post about his "pet project". You can find more in-depth information about the archive here.
NYT 1/10/05 The Internet's Future? It Depends on Whom You Ask
Ken Olson, founder of the Digital Equipment Corporation, remarked in 1977, for instance, that there was no reason anyone would want a computer in their home. And Harry M. Warner, a co-founder of Warner Brothers Studios, is well known for wondering, near the end of the silent-picture era, who would want to hear actors talk.
Last September, the Pew Internet & American Life Project, a research organization in Washington, sent out a survey asking 24 questions about the future of the Internet to a wide range of technology specialists, scholars and industry leaders. Some 1,200 responded and, as you might expect, widespread agreement is hard to find.
Imaging the Internet Predictions Database
This site examines the potential future of the Internet while simultaneously providing a peek back into its history. We invite you to navigate through three useful resource areas that: illuminate the views of stakeholders - The Experts Survey; give an historic overview - The 1990 to 1995 Predictions; and allow your participation - Share Your Vision Today.
HBR 01/05 Managing Yourself
"The New Road to the Top" by Peter Capperri and Monika Hamori (p25)
- Predictions for 2021
- P&L management経験
- The most important experiences (and the hardest to get) will increasingly be those that involve hands-on responsibility for profit and loss.
- A record of P&L performance may become even more critical to getting hired and advancing in the largest companies.
"Why Smart People Underperform" by Edward M. Hallowell on ADT(Attention Deficit Trait) (p55)
- ADD(Attention Deficit/hyperactivity disorder)と違い、環境がADTをうむ
- People with ADT have difficulty staying organized, setting priorities, and managing time.
- The ADT sufferer therefore feels a constant low level of panic and guilt.
- To control ADT, we first recognize it.
- ADT is a very real threat to all of us. If we do not manage it, it manages us.
"What's your story?" by herminia Ibarra and Kent Lineback (p65)
"Managing Oneself" by Peter F. Drucker (1999) (p100)
We will have to learn to develop ourselves. We will have to place ourselves where we can make the greatest contribution. And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at - and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one can not do at all.
Forbes 5/24/04 Mass Intelligence, As Google understands, crowds do a better job of decision making than individuals. by James Surowiecki
Google has succeeded for a simple reason: It regularly finds the Web pages that are most valuable and puts them at the top of the list. The heart of the technology that lets it do this is the PageRank algorithm (after cofounder Larry E. Page), which essentially asks Web page producers to vote on which other pages are most worthwhile. Each link to a page counts as a vote. Google is a republic, rather than a pure democracy; sites that have more links into them are effectively given more voting power. But the principle is fundamentally democratic--let the masses decide. Given the Wild West nature of the Web, you'd think that this would lead to chaos or irrationality. Instead, it leads to a remarkable order.
How does this work? What Google is relying on is something I call the wisdom of crowds: Under the right circumstances, groups are smarter, make better decisions and are better at solving problems than even the smartest people within them. On any one problem a few people may outperform the group. But over time collective wisdom is near-impossible to beat. No one, you might say, knows more than everyone.
Google's success, then, is far from an interesting quirk. Instead, it's relevant to just about any problem-solving situation. As long as you're asking a question that has a right answer--including questions like, "Should we acquire this company?" or "Is there a market for this new product?"--and as long as people are making judgments on their own, collective intelligence will get you the best answer possible. Google, and it shall be given.
Kottke.org 7/4/04 The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations by James Surowiecki
Wired 6/04 Smarter Than the CEO By James Surowiecki
Forbes 6/1/05 Q&A: James Surowiecki
Slate 6/3/03 Billy Beane's Genius: Letting the Data Do the Talking
この文章からリンクが張られているのが、A Bill James Primer, Extracted from The Bill James Baseball Abstract 1988, Ballantine Books, New York, Copyright 1988 by Bill James
- 産経新聞「正論」 「こちら側」と「あちら側」長考
- Internet Business Systems