... bear with me.

I am old enough to remember Radio 1 going live on September 30th 1967. I remember Tony Blackburn – of Radio Caroline and Radio London opening with The Move’s Flowers In The Rain. Tony – never really been a fave … but that opening song 48 years later still does it for me.

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            The sad thing is that I can see a few companies that fit this model ... <a href="http://beyondbridges.net/2015/06/for-whom-the-bell-tolls-2/" target="_blank" rel="noopener noreferrer">IBM</a> and HP to name a couple ... but there is another that has recently hove into my particular orbit that is going to hit this wall soon.

For decades, we’ve tried to motivate people with money, even though we’ve got a vast amount of research that shows that money erodes social connectedness. Now, we need to let people motivate each other. And for years, we’ve thought that leaders were heroic soloists who were expected, all by themselves, to solve complex problems. Now, we need to redefine leadershipas an activity in which conditions are created in which everyone can do their most courageous thinking together.

            <blockquote>John O'Nolan, wrote in a blog post: "we’ve elected to move the default location for all customer data from the UK to DigitalOcean’s [Amsterdam] data centre. The Netherlands is ranked #2 in the world for Freedom of Press, and has a long history of liberal institutions, laws and funds designed to support and defend independent journalism."</blockquote>

Being English I was once proud of our belief and actions that we used to call ‘The Freedom of The Press’.

Being English I am now angry how that it is not just being torn down bit by bit – but actually being torn down wholesale.

Bliar started it – but truly disappointed that Cameroon (sic) has done nothing to reverse this decline and just watches.

And now companies are voting with their feet.


[ Source : Ars Technica ]

            Ben Evan's writing about the eternal conflict between getting the balance right between 'here's everything' and "here's a few we think works". Answer ? It's tough.

Looking at these companies, it strikes me that actually, saying that ‘Yahoo’s directory didn’t scale’ misses the point. What we’re really seeing is a trade-off between two problems. You can have a list, solving discovery and recommendation, but once the domain gets big then your list is either unusably long or partial and incomplete (and perhaps uneconomic to maintain). Or you can have a searchable index of everything but you’re on your own working what’s good and finding things you didn’t know to search for. Time Out is an interesting attempt to sit in the middle of that scale – enough coverage to be quasi-universal, and to promise something good nearby wherever you are, but also enough curation that you don’t just get 5,000 listings all with five stars.  ProductHunt is an attempt to use community to surface quality at scale, as is Pinterest (both are a16z investments). In contrast, Canopy uses hand-curated selections on Amazon. The question for all of these: do you filter crowdsourcing down enough to get quality, or scale up editorial to get coverage, or you give up on coverage and do a purely curated product?

And … on a related note, Apple and Twitter versus Google and Facebook. It’s a similar conundrum discussed in Fortune.


[ Source : Ben Evans ]

            Sometimes in the UK and the USA we wonder about how certain people get granted disability status. You KNOW what I am talking about. Can you beat this one ?

So he pushed the government to classify his apparently overwhelming interest in bands such as Black Sabbath and Iron Maiden as a disability. It took about a decade (and multiple visits to multiple psychologists, of course), but in 2007, Sweden finally agreed.

Then again – “listening to extreme music like heavy metal can help people process anger and even increase their positive emotions, like inspiration.”


[ Source : Now I Know ]

            <a href="http://beyondbridges.net/wp-content/uploads/2014/10/publishers-smile.jpg"><img class="alignleft size-thumbnail wp-image-3224" src="http://beyondbridges.net/wp-content/uploads/2014/10/publishers-smile-150x150.jpg" alt="publishers smile" width="150" height="150" /></a>A couple of months ago <a href="http://beyondbridges.net/2014/11/smiling-curve/" target="_blank" rel="noopener noreferrer">I wrote an extension</a> to a piece by <a href="http://www.stratechery.com" target="_blank" rel="noopener noreferrer">Ben Thompson at Stratchery</a>. The original article clearly positions ‘content delivery’ at the low end of the value curve. Moreover, it is clear that though it was written from a specific point of view, you still can't avoid the fact that as social, digital, mobile increasingly take hold, 'delivery' has been relegated to a ‘bit part’.

Corollary – if you believe that your business is ‘content delivery’ – I would suggest you stop – even step back for a minute – and think about the inevitability of a challenging business front.

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Really About People


I believe in the newly emerging Future of Work – but I believe it should be right for the people. Uber – and others – seem to be manipulating loopholes and law to suit their purposes. They fit into the category of Jeremy Heiman’s New Power Model – with Old Power Values.

The California Labor Commission ruled against Uber based on a decision from 1991, when taxi drivers had sued to be considered employees of a taxi company. Back then, the Commission ruled that the drivers were definitely employees, because “their work is the basis for [the cab company’s] business.” The same is true of Uber drivers today, the Commission said, so the driver who sued is indeed an employee.

Uber Decision Underlines Tough Questions Coming on Corporate Culture.

[ Source : Compliance Week ]