Posterous theme by Cory Watilo

Knowledge Is A Universal Natural Resource - And Locking It Up Hurts Everyone

One of the more important points in understanding some of the fights over the ridiculousness of today's copyright and patent laws is to recognize how knowledge (information) is a natural resource. It is the input that makes other great things. Economist Paul Romer's famous research really showed how knowledge and information as a resource is what creates economic growth. Once you recognize that fact, you begin to run into problems when you think about locking up that natural resource. Think of other natural resources. Do we think the world is better off if there's a greater supply of each of those? An abundance? If we have an abundance of wheat, that's a good thing. If we have an abundance of energy, that's a good thing. There may be side effects of such abundances, but the overall abundance is something worth cherishing.

The problem, however, comes when you have a new abundance where once there was scarcity. And that's because anywhere there's a scarcity, someone has built a business model based on that very scarcity. But that is a business model issue. Years ago, most economies rejected the idea of mercantilism, where governments would purposely build up monopolies and artificial scarcities, because of the realization that, in the long run, everyone was better off with a competitive market. The guy who had the sugar monopoly may have hated it -- but everyone else was much, much better off.

And, so, we go back to knowledge and information. Unlike most other resources, knowledge is not just abundant... it is infinite. As Thomas Jefferson once famously wrote:

 

If nature has made any one thing less susceptible than all others of exclusive property, it is the action of the thinking power called an idea, which an individual may exclusively possess as long as he keeps it to himself; but the moment it is divulged, it forces itself into the possession of every one, and the receiver cannot dispossess himself of it. Its peculiar character, too, is that no one possesses the less, because every other possesses the whole of it. He who receives an idea from me, receives instruction himself without lessening mine; as he who lights his taper at mine, receives light without darkening me.

 

That ideas should freely spread from one to another over the globe, for the moral and mutual instruction of man, and improvement of his condition, seems to have been peculiarly and benevolently designed by nature, when she made them, like fire, expansible over all space, without lessening their density in any point, and like the air in which we breathe, move, and have our physical being, incapable of confinement or exclusive appropriation. Inventions then cannot, in nature, be a subject of property.

And yet... we still default to thinking that this amazing resource should be locked up. Because it's often easier to see how the guy who owns the sugar monopoly benefits, than to think through the more complicated market in which there are competing sugar providers, each trying to offer a better product, under which consumers benefit at a massive scale, markets grow and opportunity blossoms. It's easier to just focus on the fact that it makes life more difficult for the one monopolist.

And often, it seems that we run into this same issue when it comes to intellectual property law. Brent Ahsley recently wrote an interesting post, in which he talks about how something he created way back in 2002, one of the first DHTML-based embeddable chat windows -- has become a mainstream piece of technology, but one over which Ahsley has no control, nor profits from. But, unlike the typical analysis, Ahsley realizes that the world is much better off this way:

I occasionally find myself talking with someone about facebook chat or google chat and I'll say "I sorta invented that" and point them to my Feb 2002 blog entry where I built and released to the wild what was one of the earliest embeddable DHTML chat windows, using my also free and open what-was-not-yet-called-Ajax library I released in 2000, about 5 years before many people came along and pushed the state of the art much further down the road.

Invariably I am told that I should be rich and that all those sites and people "stole" my ideas. I disagree and say that these were all perfectly obvious inventions to me and all the others who came after me and that it was my duty to the net to feed my work back into it such that folks could stand on my shoulders as I had stood on those of others.

That is how the net works – or at least it used to. It still does in open development circles but the content and patent industries are fighting hard to brainwash everyone that knowledge is inherently owned.

And this, as Ahsley recognizes, is a problem. The world of monopolists is focused on protecting the monopoly. But if Ashley, for example, had patented aspects of his AJAX library, or his embeddable chat, would the world be a better place? It's likely that such chat features would not be as common. It's likely that such chat offerings (which are now everywhere) would not be as powerful or as useful. It's likely that the world would be a worse place. Ahsley, personally, might be a little wealthier -- perhaps someone would pay him to license the functionality, or perhaps he'd successfully sue someone. But the world would be more limited and there would be less to go on.

This, then, is the problem that many of us face in looking at and trying to understand the nature of economics, growth, innovation and progress when looking at the world of monopoly protections. It's easy to see the sugar monopolist, and see how taking down those monopolies might make his job harder (even if it creates a big market with more opportunity to make more money). But to recognize that bigger picture, as Ashley does, is difficult.

Ashley tries to put it all in perspective:

Anything that is knowable is a part of the universe of truth that has no owner and no bounds. The invention or discovery of anything results in the exposure of one or more hitherto undocumented universal truths to the collected human record.

The true and original purpose of copyright and patents is to create a temporary legal fiction which acts in many respects like ownership, conferring upon an individual person rights to control the use and dissemination of morsels of universal truth which they had the luck and/or tenacity to first identify, so they can be recompensed for their contribution to the universe’s growing stockpile of exposed truth for the benefit of all humanity.

The legal expansion to include corporate personhood and subsequent term extensions tending towards permanence of the legal assignment of ownership equivalence amounts to the expropriation and destruction of large parts of humanity’s natural knowledge resources.

It’s not too much different from bulldozing the rainforest.

At some point, it needs to be recognized that the purpose of these laws has been twisted and twisted and twisted to the point that they are broken. They're not acting as a reward for those who discover key elements of knowledge in exchange for sharing them. They've become tolls in and of themselves for the sole purpose of enriching the monopolist. And that takes us right back to mercantilism.

If we were able to reject industrial mercantilism as the wrong economic approach 250 years or so ago, at some point we're going to reach the age where we can reject intellectual mercantilism as well.

 

 

 

 

 

 

R.I.P.

Marketing :: Noticias

Fim da marca Allgarve oficializado amanhã

26 de Janeiro de 2012 às 00:09:29, por Pedro Durães

Terá lugar amanhã, pelas 11h, em Faro, uma conferência de imprensa organizada pelo Turismo do Algarve onde a entidade “manifestará a sua posição quanto à suspensão do programa”. “O anunciado fim do programa de eventos Allgarve e o futuro modelo de animação turística do destino” estarão sobre a mesa nesta conferência, onde se tornará oficial a fim da marca e se anunciará qual o modelo a seguir na promoção da região. A marca Allgarve nasceu em 2007, por iniciativa do ministério da Economia, então liderado por Manuel Pinho, e dinamizou a região ao longo de cinco anos através de mais de 300 eventos. A marca foi criada pela MyBrand.

Why 2012 Is the Year of Mobile Advertising

Ernie Cormier is the CEO and president of Nexage, the leading mobile advertising exchange. You can follow Nexage on Twitter @Nexage and read Nexage’s blog here.

Mobile advertising is coming of age. In many ways, it has been driven by the sheer force of the consumer’s insatiable appetite for all things mobile. More to the point, mobile is becoming a substantially more capable vehicle for driving brand awareness, affinity and purchases.

Advertisers see this pattern taking shape, but there is still a disconnect between the avid mobile consumer and potential advertising dollars. This is caused by several factors, including the sufficient difference between mobile and standard web. Similar to the relationship between offline and online, it simply takes time to adjust to a new market, and credibly, there have been gaps in the mobile ad ecosystem that one can expect in any earlier stage market.

SEE ALSO: The Evolution of Advertising: From Stone Carving to the Old Spice Guy

But this distance is rapidly narrowing as advertisers and publishers employ the building blocks that will expand mobile advertising effectiveness in 2012.

Mobile Advertising in 2012

1. Demand and Liquidity Is Increasing

Although advertisers are concerned that total ad revenue (including digital) may decrease, mobile advertising is growing rapidly. Two factors are driving the change: First, more buyers are coming to the market and growing their purchase volumes, and second, there is a heavier focus on executing mobile-native campaigns that translate to better consumer engagement and improved ROI.

2. Location-Based Advertising Is Taking Flight

Mobile-driven, location-based services are becoming a staple in nearly all parts of our lives, including mobile advertising. Advertisers are using local and hyperlocal campaigns to promote events and drive in-store sales, and an ever-increasing number of consumers respond to deal-, coupon- and event-based advertising. Mobile Media’s SMART Report stated that “49% of all targeted audience campaigns used local market audience targeting, as advertisers are often turning to mobile as an effective way to reach local consumers.”

3. Real-Time Bidding (RTB) Creates Powerful Mutual Value for Buyers and Sellers

RTB provides real-time auctions that enable buyers to compete for and buy individual impressions that best serve their campaigns. The value is shared by buyers and sellers alike — buyers purchase only the impressions they want, and publishers and developers benefit from a higher price and increased demand for their ad spaces. The resulting powerful and mutual value pushes RTB onto center stage as the strategic foundation for mobile advertising.

4. Rich Media Is Dramatically Enhancing Ad Quality and Consumer Engagement

The ads themselves have held back mobile advertising. Banner ads were uninspiring, or in some cases, dull. Rich media ads — including video ad units and interstitials — are more artistic and animated, which fit better within today’s highly visual games, apps and mobile web content. In 2010 banner ads saw a 0.09% click-through rate, while rich media ads saw 1.1% CTR, a significant difference.

5. Mobile Private Exchange Is Catalyzing Premium Publishers and Developers

Premium publishers see the immense value in mobile advertising, but they also must avoid price erosion that has been attributed to automated markets. This friction has previously limited the financial value for the publisher; it has also limited the high-value audience available to advertisers.

Mobile private exchange changes that equation, enabling premium publishers to create exclusive markets in which they select only those buyers they want to sell to, and prescribe the terms of how they sell. This can be particularly important for premium publishers who need to consider how to combine the liquidity of automated markets with brand sponsorships and their direct sales forces. With private exchange and the associated pricing and brand controls, publishers are able to shift from avoiding channel conflict to managing integrated (and productive) channels.

Brands, ad agencies and publishers are allocating more time and money to mobile advertising; even with all of its imperfections, the sheer scale and energy of this market is unavoidably persuasive. And in 2012, building blocks are now in place to marry extraordinary opportunity with real capability, and to translate market confidence into revenue and ROI.

Images courtesy of Flickr, samgranleese, iStockphoto, DamirK

How 33 Famous Brands Got Their Names

For those who haven’t had a chance to see my original article explaining brand name origins on BoredPanda, I’m reposting it here. It is heavily based on this Wikipedia’s list, where you can also find the complete listing of companies and their name origins not mentioned in this post (but who likes to read without pictures, right?)

Now scroll down the list and then tell us how many did you already know?

(header image: Dietrich Wegner)

Skype

Adidas

source: uttertrivia.com

Adobe

source: adobe.com/…/fastfacts.pdf

3M

7-Eleven

Amazon

source: wikipedia.org/wiki/Amazon.com

Audi

source: audiworld.com

Intel

Canon

Coca-Cola

Ebay

source: wikipedia.org/wiki/EBay

IBM

Ikea

Lego

Nike

Nikon

Nintendo

Nissan

Nokia

Pepsi

Reebok

source: wikipedia.org/wiki/Reebok

Saab

Sega

Sharp

source: wikipedia.org/wiki/Sharp_Corporation

Sony

Starbucks

Verizon

Virgin

Vodafone

Volkswagen

Walmart

Wendy’s

(via: boredpanda.com)

Book Paintings by Mike Stilkey

Unlike most normal people, LA artist Mike Stilkey doesn’t just read books, he paints on them. The artist arranges thousands of old books and paints the books’ spines using pen and ink and acrylics.

“I’ve got these books and I’ll never read them, but I want them for some reason and I’ve never known why. And then I started drawing on them,” [1] says Stilkey.

“I like to think of my artwork as one giant poem. I never really have a concrete idea of what I’m going to do. I just kind of feel my way through it and it comes out in a way that I don’t always expect. I really try not to edit myself too much.” [2]

Mike Stilkey was born in Los Angeles, California in 1975 and received an Associate Degree from Santa Monica City College in 1997. [3]

Website: mikestilkey.com | photo credits: N. Baker, D. Kinsey, J. Witham

Approximately 5,000 books and ten days of work.

O que é o 'coaching'?

Ocoaching corresponde a uma buzzword recente no domínio da liderança. A sua prática, no entanto, é antiga. Corresponde a actuações do líder norteadas por um valor supremo: ajudar os outros a trilharem o seu próprio caminho de autodesenvolvimento. Estamos, portanto, perante um entendimento da liderança baseado numa relação "adulto-adulto". Já não é ao líder que compete descobrir o que é melhor para os subordinados - isso é algo que compete a cada um deles. Cabe-lhe ajudar cada colaborador a descobrir a forma de expressar melhor os seus talentos. Dois significados do termo coaching ajudam a compreender a sua aplicação ao mundo das organizações: por um lado, coach é o treinador, aquele que ajuda os seus pupilos a desenvolverem as suas capacidades. Por outro, é um meio de transporte, o que explica o processo de autodesenvolvimento como uma viagem de descoberta e melhoria.

O coaching pode ser tomado como um processo que visa fomentar no colaborador o conhecimento de si mesmo e impulsionar o desejo de melhorar ao longo do tempo, bem como a orientação necessária para que a mudança se produza.

Trata-se, portanto, de uma filosofia de liderança que assenta na ideia de que o desenvolvimento e a aquisição de competências são processos contínuos e da responsabilidade de todos, e não apenas episódios limitados no tempo e espoletados pela hierarquia. A lógica do coaching tende pois a ser privilegiada nas organizações genuinamente aprendentes, nas quais a responsabilidade pelo desenvolvimento é pessoal, embora apoiada e enquadrada pela organização.

Como actua, na prática, um coach na relação com o seu colaborador? Múltiplas acções podem ser consideradas:

- Ajuda-o a aprender - mais do que ensina; ajuda-o a descortinar as áreas em que o seu potencial de desenvolvimento é maior; ajuda-o a desenvolver a sua inteligência emocional; ajuda-o a fazer opções, a descortinar e a definir as suas metas; ajuda-o a analisar os erros, as suas raízes e os modos de ultrapassá-los; coloca-se ao serviço - não controla; faculta-lhe as pistas que lhe permitam superar-se a si próprio; faculta-lhe guias de actuação, informações e pistas que lhe permitam optar e decidir; faz-lhe crítica construtiva, fornece-lhe feedback; gera-lhe orgulho nas realizações e reconhece-lhe o mérito; impele-o a aproveitar todo o seu potencial; inspira confiança, monitoriza o seu desempenho, motiva-o, não lhe impõe soluções, não julga, reconhece a independência e a autonomia do colaborador; é competente e empenhado; é prudente; respeita-o e é sincero na relação; transmite-lhe desafios concretizáveis, assim como sentimentos de segurança; revela abertura de espírito; e é paciente - mas sem perder o norte na proactividade.

Em suma, o coaching refere-se a uma categoria de comportamentos assentes num claro conjunto de valores, nomeadamente: autodesenvolvimento, respeito, autonomia. A sua popularidade "explode", não por acaso, num momento em que os elevados níveis de educação dos profissionais tornam desaconselhados os modelos tradicionais de chefia, nos quais um mandava e outro obedecia. O coaching é, nesta perspectiva, mais um sintoma da grande mudança em curso no mundo das empresas que têm no conhecimento o seu recurso principal: organizações complexas com pessoas simples vão dando lugar a organizações simples com pessoas complexas - e capazes de apostar no seu próprio desenvolvimento, com o apoio da organização onde trabalham, para bem do seu emprego actual e da sua empregabilidade futura. C

Para desenvolver o assunto:

Rego, Cunha, Oliveira e Marcelino (2004). Coaching para Executivos. Lisboa: Escolar Editora.

via dn.pt