There are many warnings on the web that Moveable Type is notoriously difficult to install on a Windows server. I must admit that while it took me quite a bit of time to do the install, I could puzzle through each step. Even if the intalllation work-step was not well documented in the manual, enough people have installed the applicationon Windows that Google searches could find the answer. So, now if I can figure out Styles and tempates, etc. I will change from TypePad to blogging on my own server.
July 2006 Archives
The Power of Intangible Assets, An Analysis of the S&P 500
Ocean Tomo (www.oceantomo.com), an intellectual capital merchant bank, has provided us with a white paper that provides new sector data that highlights the shift over the past 30 years away from tangible to intangible value. Today, intangible value averages 79% of market valuation of the index and this phenomenon is spread across all sectors of the S&P 500.
The chairman and chief executive officer of IBM, Sam Palmisano, has written an interesting letter to the editor of the Financial Times describing how multinational enterprises have evolved into a new type of organization.
Multinationals have been superseded
By Samuel Palmisano
Published: June 12 2006 03:00 | Last updated: June 12 2006 03:00
�Everyone, it seems, has a strongly felt position on globalisation. But there has been a lot less in-depth thought about the institution many see as globalisation's primary driver, the multinational corporation. The very word we use suggests how antiquated our thinking about it is.
The emerging business model of the 21st century is not, in fact, "multinational". This new kind of organisation - at IBM we call it "the globally integrated enterprise" - is very different in its structure and operations. Many parties to the globalisation debate mistakenly project the twentieth-century multinational on to 21st century global reality. This happens as often among free-market advocates as among those opposed to globalisation.��
Copyright The Financial Times Limited 2006
As noted here, the lack of a compelling vision is the most likely obstacle for getting innovative ideas implemented.
Mind the Gap: "That's because there's a yawning void in most organizations between idea generation and actual implementation". If this gap exists in businesses, it's certainly worse in academic environments. Not all ideas can be implemented - resources, time, expertise, willingness, and how well the idea is connected to leadership impact the likelihood for success. I genuinely feel that our current problems with education are not due to lack of ideas. The missing element: lack of compelling vision. Most instructors are doing the best they can within the constraints of their work. What is generally needed is the structure of effective functioning (i.e. the ideals to which we aspire as education). If educators have a voice in the creation of those principles, the ensuing change is much more personal and intentional. [elearnspace]
Good insight into a mysterious process.
Inside Google's New-Product Process — The philosophy is, try a bunch of ideas, refine them, and see what survives, says Marissa Mayer, the search giant's product-launch czar — For outsiders looking in, Google's (GOOG) flurry of product releases can appear random and a bit confusing.