My daily readings 08/19/2010

  • tags: idea

  • tags: idea

  • tags: freemium

  • tags: productivity

  • tags: personal development

  • tags: ideas

  • tags: launch product release

    • Push programs have dominated our lives from our very earliest years. We are literally pushed into educational systems designed to anticipate our needs over twelve or more years of schooling, which in turn are designed to anticipate our key needs for skills over the rest of our lives. As we successfully complete this push program, we graduate into firms and other institutions that are organized around push approaches to resource mobilization. Detailed demand forecasts, operational plans, and operational process manuals carefully script the actions and specify the resources required to meet anticipated demand. We consume media that have been packaged, programmed, and pushed to us based on our anticipated needs. We encounter push programs in other parts of our lives, whether in the form of churches that anticipate what is required for salvation and define detailed programs for reaching this goal, gyms that promise a sculpted body for those who pursue tightly defined fitness programs, or diet gurus who promise we will lose weight if we eat a regimented diet. Push knows better than you do, and it’s not afraid to say, “Do this, not that!”
    • Serendipity is also one of the secret ingredients explaining the continued growth of “spikes”—geographic concentrations of talent around the world. The Silicon Valley engineer attends his daughter’s soccer match and happens to meet another engineer on the sidelines. In the course of their conversation, the engineer stumbles upon an interesting solution to a design problem he had been wrestling with for months. And so on. When talented individuals choose to live in spikes rather than, say, small towns or rural areas5 they’re doing so because it increases their rate of discovery, making it more likely they’ll stumble on what they need. Of course, it’s important to choose the right spike. If you’re interested in surfing (or your child is), it doesn’t do you much good to live in Washington, DC, even if it might be easier to get there. Thus aspiring country musicians move to Nashville, while up-and-coming software engineers go to Silicon Valley or Bangalore, screenwriters to Los Angeles, models to New York, and so on. Talented individuals tend to go where they have the greatest chance of running into what they need in order to take the next step, even if they don’t quite know or understand what form it will take or who might inspire it.
    • What we knew yesterday—either as employees or what our institution as a whole knows about its business—is proving to be less and less helpful with the challenges and opportunities we confront today. Growing topple rates (the rate at which companies lose their leadership positions) gives powerful testimony that stocks of knowledge, no matter how valuable at the outset, are diminishing in value more rapidly. Across many industries, product life cycles have begun to compress – early success with a blockbuster product has become harder and harder to sustain.

      We must accelerate a shift to a very different mindset and practices that treat knowledge flows as the central opportunity and knowledge stocks as a useful by-product and key enabler. Increasingly, strategic advantage for corporate institutions will hinge on privileged positions in relevant concentrations of high value knowledge flows and the practices required to participate in and profit from these knowledge flows.

  • tags: Webstore

    • The slide also indicates that the store will launch with support for free trials, subscriptions, and other in-app payment platforms. At launch you’ll be able to purchase apps from anywhere in the world using Google Checkout, but only with US dollars (multiple currencies and in-app transactions are slated for the first half of 2011).
  • After the intro about Chrome and why developers would want to create content for the app store, the two spoke about all of the technologies that will aid developers in making browser-based games and the features of the app store itself.

    tags: Webstore

  • tags: Webstore

    • I feel about this like I felt about the Java app store: there is an obvious win for customers in the iP* App Store, because it is the only way to get apps on your device, but I doubt Sun/Google will be able to attract a large audience to their own app stores. What is the value proposition for users? A newer, marginally more convenient way to spend your money, with a large learning curve before you can actually consummate transactions?

      Without the large built-in distribution there is nothing to recommend me using this instead of just putting my app on the public Internet.

Posted from Diigo. The rest of my favorite links are here.

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