Sunday, April 20, 2003

Economics, Entropy, and Management Theory

business :: management


I would like to explore the possible connections between the following:



  • economics

  • entropy/thermodynamics

  • information theory


  • the conservation of energy

  • neural networks



Then I would like to see how one could apply findings from these
connections to management theory, specifically, the management of
networks of individuals and networks of networks within and outside
organizations.

Corporations Inherently Amoral?

business :: ethics


WHY Corporations Inherently Subvert Nature and Society



This is a curious page with interesting concepts outlined. I would
be interested to read more about this - especially the quoted source.


Monday, March 17, 2003

OneWorld.net

open business :: community :: sustainability


These guys are very interesting - they have a more general approach to what the OBF is trying to do for business. It might be a really good idea to become partners with this organization. Here are some excerpts:


our vision

OneWorld has a vision of equitable and sustainable distribution of
wealth amongst the world's population, underpinned by global attainment
and protection of human rights and by governance structures which
permit local communities control over their own affairs.



our mission

OneWorld is dedicated to harnessing the democratic potential of the
internet to promote human rights and sustainable development



OneWorld.net values:

* human rights for all as enshrined in the Universal Declaration of Human Rights

* sharing the world's natural and economic resources fairly

* simple and sustainable ways of life

* the right of every individual to inform and be informed, with access for all to the benefits of new technology

* participation and transparency in decision-making

* social, cultural and linguistic diversity

OneWorld seeks to respect these values in its operations and governance and to:

* work in a spirit of partnership with organisations with overlapping aims
* follow principles of not-for-profit organisations with structures of ownership which are non-beneficial
* recognise that rights of access to internet technology should be balanced by responsibilities in its application
* avoid any source of finance derived from activities which indisputably conflict with our vision and values

More good info:

our aims

OneWorld aims to be the online media gateway that most effectively
informs a global audience about human rights and sustainable development



OneWorld aims to bring together a global community working for
sustainable development through interactive online partnerships of
organisations and individuals sharing our vision



OneWorld aims to transcend geographic and linguistic barriers in our
work; in particular to give a voice to those typically overlooked by
mainstream media and policy-makers



To inquire about becoming partners: partnership@oneworld.net



Wednesday, March 12, 2003

Network Architectures in Business

technology :: business


No, I don't mean Foundry, Cisco, cat5, or lattency - I mean
people. I mean corporate structure... NEW corporate structure. Rohit
Anand (a friend of mine who from Techspan who is consulting for PBS
right now) and I were jamming about business, project management,
application development, and people management the other day. It was a
really great brainstorm. In my mind, the pivotal part of the
conversation was when we started talking about networks of motivated
people doing business.



The idea was that the corporate structure of today tends to crush
many motivated, highly skilled, high-energy individuals. Yet, at the
same time, many of these individuals don't really want to own a company
and all the headaches that come with this. So, what about changing the
corporate hierarchy? What about moving from the bifurcations we see on
org charts to clusters of management like you see in a neural net?



Certainly bears thinking about...



On a semi-side note, this brings be to my favorite business topic:
biology. One of my favorite things to do is look at business situations
and imagine a biological/ecological analog. It is my firm beliefe that
in the world of business, we are multi-cellular, though invertibrate
organisms. We have not developed to the point where we are thinking in
wholistic, systems terms. We don't think in terms of economies, we
think in terms of CEOs. We still think of the one cell, not all the
cells, the organism.


Internet Super Heros

Allen Lerner and I were hanging out the other day, jamming about AdytumSolutions and E-Secure Systems... he was talking about working out, and feeling better about himself - more confident, more
comfortable. As he was describing his self image and the introspection that had led him to want to redefine himself, I got the coolest visual image...

I saw something akin to the super hero transformation that occurs in the time of need: from work-a-day cloths, to flying-out-of-phone-booth tights and cape. Not that I saw Allen in tights, or anything... ;-)

But as that image soaked into my brain, it struck me how well it fit what we do - especially what E-Secure Systems does. We are the techno super-heros; all of us that work in this industry; we're like the Hall of Justice, where uptimes, network security, and customer satisfaction are the law that we support. We really started getting into this, too!

Allen called me later that night, and just went off. I was laughing my ass off. He did this whole improve on internet superheros that was just hysterical - and true.

It was just fantastic :-)


Blue Sky Factory

technology :: business


Allen Lerner of E-Secure Systems and I met with Greg Cangialosi
of Blue Sky Factory the other day. These guys are very cool and
friendly. They do internet marketing for companies in all areas of
industry.



It's nice getting to know Baltimore better; I look forward to future
visits and growing friendships there. We are talking with Greg now
about the potential of his contributing some of his knowledge and
experience to the OBF and the OBMN (Open Business Materials Network).



We shall see...


Sunday, March 02, 2003

Content Contributor - Brad DeLong

open :: business :: economics


We've just heard back from Brad DeLong, the economist of UC
Berkeley fame. He has most generously agreed to let the OBF re-publish
hist works (copyrights his).



This is simply fantastic - his writings and interests are very
broad; his views are well-thought out and innovatitve; and he is
well-respected by his peers not only in the field of economics, but in
diverse other fields.



Thank you for this contribution, Dr. DeLong!



We will begin putting some of his previous articles up on the
website of the OBF once we move the site further down the beta
process...


Thursday, February 27, 2003

The Success of Open Source

open source :: programming


Notes: Weber (Steve, Not Max): The Success of Open Source: Archive Entry From Brad DeLong's Webjournal



"People often see in the open source software movement the politics
that they would lke to see -- a libertarian reverie, a perfect
meritocracy, a utopian 'gift culture' that celebrates an economics of
abundance instead of scarcity, a 'virtual' or electronic existence
proof of communitarian ideals, a political movement aimed at replacing
obsolete 19th century capitalist structures with new 'relations of
production' more suited to the information age." "No one says that
hierarchical coordination is efficient, only that it is less
inefficient than alternatives."



This guy seems to address many of the questions that business
leaders around the world are asking themselves. The quote that Brad
DeLong has on his site addresses the following:



* Motivation: Why do highly-talented programmers voluntary allocate
some or a substantial portion of their time and mind-space to a joint
project for which they will not be compensated?



* Coordination: How and why do these individuals coordinate their contributions on a single 'focal point'?



* Complexity: Brooks's Law: in software program lines written scale
linearly with the number of programmers, while complexity and
vulnerability to mistakes scale geometrically. How does open source
avoid falling into the trap of Brooks's Law, and the resulting dynamic
toward more and more hierarchical forms of organization?


WEF in Davos, Switzerland

economics


This post is a collection of high-lights from this email
take from the Topica Email List Directory.



The global economy is in very very very very bad shape. Last yearwhen WEF met here in New York all I heard was, "Yeah, it's bad, butrecovery is right around the corner". This year "recovery" was a wordnever uttered. Fear was palpable -- fear of enormous fiscal hysteria.The watchwords were "deflation", "long term stagnation" and "collapse ofthe dollar". All of this is without war.


US unilateralism is seen as arrogant, bullyish. If the U.S.
cannot behave in partnership with its allies -- especially the Europeans
-- it risks not only political alliance but BUSINESS, as well. Company
leaders argued that they would rather not have to deal with US
government attitudes about all sorts of multilateral treaties (climate
change, intellectual property, rights of children, etc.) -- it's easier
to just do business in countries whose governments agree with yours. And
it's cheaper, in the long run, because the regulatory envornments match.
War against Iraq is seen as just another example of the unilateralism.



I learned that the US economy is the primary drag on the global economy,
and only a handful of nations have sufficient internal growth to thrive
when the US is stagnating.



Finally, who are these guys? I actually enjoyed a lot of my
conversations, and found many of the leaders and rich quite charming and
remarkably candid. Some dressed elegantly, no matter how bitter cold and
snowy it was, but most seemed quite happy in ski clothes or casual
attire. Women wearing pants was perfectly acceptable, and the elite is
sufficiently
Multicultural that even the suit and tie lacks a sense of dominance.
Watching Bill Clinton address the conference while sitting in the hotel
room of the President of Mozambique -- we were viewing it on closed
circuit TV -- I got juicy blow-by=blow analysis of US foreign policy
from a remarkably candid head of state. A day spent with Bill Gates
turned out to be fascinating and fun. I found the CEO of Heinekin
hilarious, and George Soros proved quite earnest about confronting AIDS.
Vicente Fox -- who I had breakfast with -- proved sexy and smart like a
--- well, a fox. David Stern (Chair of the NBA) ran up and gave me a
hug.


The world isn't run by a clever cabal. It's run by about 5,000
bickering, sometimes charming, usually arrogant, mostly male people who
are accustomed to living in either phenomenal wealth, or great personal
power. A few have both. Many of them turn out to be remarkably naive --
especially about science and technology. All of them are financially
wise, though their ranks have thinned due to unwise tech-stock
investing. They pay close heed to politics, though most would be happy
if the global political system behaved far more rationally -- better for
the bottom line. They work very hard, attending sessions from dawn to
nearly midnight, but expect the standards of intelligence and analysis
to be the best available in the entire world. They are impatient. They
have a hard time reconciling long term issues (global wearming, AIDS
pandemic, resource scarcity) with their daily bottomline foci. They are
comfortable working across languages, cultures and gender, though white
caucasian males still outnumber all other categories. They adore hi-tech
gadgets and are glued to their cell phones.

Monday, February 24, 2003

Who's Afraid of Adam Smith? How the Market Got Its Soul!

economics


Knowledge@Wharton -



"It is strongest as an economics primer cum publishing memoir,
weaving a history of modern economic theory and practice from the era
of Adam Smith onward with some of the author's own experiences in the
field. These experiences include a range of luminaries he has met, work
he has published, speeches he has heard and conferences he has
attended. Dougherty brings us along on the journey and at the same time
takes us back through several centuries of economic and philosophical
progress: It's not always smooth, not always pretty, but usually
interesting and almost always wittily related."



The review finished with:



"those who have heretofore only seen Adam Smith as the cudgel used
by free market ideologues against any and all market intervention will
have been shown an important, under-explored side of his work.



"Dougherty has written an interesting, valuable, and layered book
that gives us a rich new perspective on Adam Smith and the profession
that he did so much to define."