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After staring at my computer screen for five minutes, and beginning to feel both bored and confused - where should I start. Go to email? Go to my "thebrain"? Launch a spreadsheet I'm working on? Take a shower? It occured to me that I had not been on the blog for days! and that I should take a look at the news aggregator. Right move. The real news is dull as dishwater 9/11 stuff. We all feel it, but I'm sick of it. It does not encourage or motivate or do anything but paralyze to dwell on yet one more personal story from that day! Time to keep moving. The news aggregator was great. It reminded me that there are interesting people out there thinking interesting thoughts - and some of them are blogging about them! It was both entertaining, and informative and engaged my intellect instead of my greif! It is much more enabling to focus on this kind of stuff! (to sound psychobabbly - but its true!) So remember this - write it down! When you've reached the end of your interest in news, or the stuff on your computer, expand your horizons by logging into other's thoughts - others whose ideas have caught your attention in the past and engaged your brain! Now as to the name, News Aggregator isn't quite right. Sounds boring as Gretta's gruel. Need to get a handle on what it really is - a snapshot or window into the minds of others, or at least things that caught their attention long enough for them to engage in writing or commenting or linking... Need more thought here... 
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54 8:36:40 PM
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Learning from Weblogs. In Building New Communities: Learning from Weblogs (a PowerPoint file), Tom Coates of plasticbag.org maps out the role of personal weblogs in community-building online. He has even broken down the communities surrounding a blog into three typical categores: online shared interests, geographical commonalities, and "real life" friends and family. Why am I not surprised that Tom makes snappy looking PPTs too? [Radio Free Blogistan]
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53 8:23:02 PM
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From Ray Ozzie's weblog (I do like his thinking...and he's a neigbor!): (I strongly recommend the book if you haven't yet read it - full text online since late last year. "It takes networks to fight networks; whoever masters the network form first and best will gain major advantages." In it, you'll find example after example of edge-based, largely decentralized organizational forms and how they compete, e.g. how swarming tactics can be used to overwhelm adversaries. In reading it, I gained a much better appreciation of the challenge before us in combating highly-decentralized organizations - from al-Qaeda to drug-smuggling cartels. The premise that hierarchies have a difficult time fighting networks is compelling.)
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52 8:14:20 PM
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Very cool looking Sony Viao with a swivel/slate screen and a video camera. Looks like the Clie on steroids! But is it overkill, or the shape of things to come.
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51 8:06:56 PM
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Furthermore, related to the issues of partner conflict, conflict must be present in ALL successful platform businesses. As an astute investor once told me, "no conflict, no interest." If it's not an issue in the short term, it will be an issue in the long term. This is fundamental to the platform business model; failure to recognize this represents a failure to recognize the difference between a "platform" (e.g. Linux) and a "platform business" (e.g. OS X). In a platform business, the very basis for the business model is by definition to maximize wealth creation by continuously optimizing the balanced distribution of value between the platform provider and the platform ecosystem. In the act of creating wealth for itself, the business entity must also concurrently ensure that its actions also build a healthy and stable ecosystem that is sustainably profitable to others. If, as you say, the platform provider fails in this balanced optimization and becomes too "greedy", the ecosystem will whither as value migrates from the edge to the center, and developers lose interest. In other words, in building platform businesses, there is no question as to whether Apple or Microsoft or IBM or Lotus or Sun or Novell will have conflict with their ecosystem - they will, at some point, to some degree. If they don't, then they're certainly not leveraging their own platform asset to an appropriate level. When Netware and Notes were at their peaks, for example, they were generating ecosystem "drag-along" revenues of 6X-8X; that is, when Notes was doing about 500MM of product revenue, the ecosystem of application and solution providers was doing about 3B+ of annual revenue, of which Lotus' own (clearly conflicting with partners) consulting business was probably doing about 200MM.
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50 8:02:18 PM
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Here's a nice weblog Where Joel debates whether Ray's Groove vision is doomed to failure for making mistakes that companie's like Apple make... Need to read more thoroughly before my comments are more inteligible.
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49 7:57:54 PM
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