This link has been bookmarked by 25 people . It was first bookmarked on 26 Jul 2006, by palindrome emordnilap.
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08 Sep 09
Trebor ScholzWhy the Intelligent Network was once a good idea,
but isn't anymore. One telephone company nerd's
odd perspective on the changing value proposition -
30 Jul 09
Vic Perottistructure can be shared to offer premium priced services,
futureinternet network internet architecture technology design networking policy article
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01 Nov 08
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31 Oct 08
Wesley FryerWhy the Intelligent Network was once a good idea, but isn't anymore. One telephone company nerd's odd perspective on the changing value proposition
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25 Aug 08
viniciusjlWhy the Intelligent Network was once a good idea, but isn't anymore. One telephone company nerd's odd perspective on the changing value proposition.
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06 Sep 07
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01 Aug 07
Michel BauwensWhy the Intelligent Network was once a good idea,
but isn't anymore. -
22 Sep 06
Riccardo PArticolo di Isenberg sulla visione della rete
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26 Dec 04
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Former Shell Group Planning Head, Arie deGeus, in his master work, "The Living Company" (Harvard, Boston, 1997), examined thousands of companies to try to discover what it takes to adapt to changing conditions. He found that the life expectancy of the average company was only 40 years - this means that telephone company culture is in advanced old age. De Geus also studied 27 companies that had been able to survive over 100 years. He concluded that managing for longevity - to maximize the chances that a company will adapt to changes in the business climate - is very different than managing for profit. For example, in the former, employees are part of a larger, cohesive whole, a work community. In the latter, employees are "resources" to be deployed or downsized as business dictates. As the Stupid Network arrives, as the business idea shifts from scarce physical infrastructure to something more knowledge based, company culture will need to adapt to the truth that, "Nobody knows as much as all of us." Whatever we discover to be the new Stupid Network value proposition, my working hypothesis is that it will be based on intelligent end user devices, intelligent customers, employees whose intelligence is valued as a corporate asset, and companies that can learn.
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Former Shell Group Planning Head, Arie deGeus, in his master work, "The Living Company" (Harvard, Boston, 1997), examined thousands of companies to try to discover what it takes to adapt to changing conditions. He found that the life expectancy of the average company was only 40 years - this means that telephone company culture is in advanced old age. De Geus also studied 27 companies that had been able to survive over 100 years. He concluded that managing for longevity - to maximize the chances that a company will adapt to changes in the business climate - is very different than managing for profit. For example, in the former, employees are part of a larger, cohesive whole, a work community. In the latter, employees are "resources" to be deployed or downsized as business dictates. As the Stupid Network arrives, as the business idea shifts from scarce physical infrastructure to something more knowledge based, company culture will need to adapt to the truth that, "Nobody knows as much as all of us." Whatever we discover to be the new Stupid Network value proposition, my working hypothesis is that it will be based on intelligent end user devices, intelligent customers, employees whose intelligence is valued as a corporate asset, and companies that can learn.
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