joshuago’s Bookmarks

06 AUG 2010
[Both Sides of the Table] Beware of Premature Merge Elation

A well-expressed and thought-out collection of all the major reasons we shouldn't get excited about mergers.

21 JUL 2010
[Derek Sivers] Valuable to others, or only you?

Two ways out of the starving artists problem, both fun. First is to focus on making your art more valuable to others. The second is to stop expecting it to be valuable to others. Accept it as personal and precious to only you. Get your money elsewhere.

20 JUL 2010
[Ruby Fleebie] An introduction to modules: Part 2

A really good explanation of Ruby modules as mixins, bundles of functionality.

20 JUL 2010
[Ruby Fleebie] An introduction to modules: Part 1

An excellent explanation of one of the main purposes of Ruby modules: namespacing, and a fun read.

09 JUL 2010
[Washington Post] Obama threatens to follow in FDR's economic missteps

Change that is too arbitrary and too frequent petrifies firms, especially before their rules have been tested in the courts.

09 JUL 2010
[McKinsey] The five types of successful acquisitions

Using the merger as a catalyst for change, Vasella and his management team not only captured $1.4 billion in cost synergies but also redefined the company’s mission, strategy, portfolio, and organization, as well as all key processes, from research to sales. In every area, there was no automatic choice for either the Ciba or the Sandoz way of doing things; instead, the organization made a systematic effort to find the best way.

08 JUL 2010
[Chris Dixon] Competition Is Overrated: Stop Worrying About It And Just Build A Better Product

Startups are primarly competing against indifference, lack of awareness, and lack of understanding — not other startups. In web startups this means you should worry about users simply not coming to your site, or when they do come hitting the BACK button.

01 JUL 2010
[The American Scholar] Solitude and Leadership

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of expertise. What we don’t have are leaders.

21 JUN 2010
[The Atlantic] The Quiet Coup

Of course, the U.S. is unique. And just as we have the world’s most advanced economy, military, and technology, we also have its most advanced oligarchy.