Beth Noveck interview by Delib from Delib on Vimeo.

¡Chapeau!

Hugh Macleod, el conocido humorista gráfico que plasma su ingenio en el reverso de tarjetas de visita, acaba de anunciar que ha decidido dejar de publicar sus dibujos en su blog.

Sus razones son contundentes, y muy a tener en cuenta por todos los que utilizamos la Red de manera habitual:

“But like a lot of the folk who have been blogging for a long time, I’ve started to feel that over the last few years, that the blogosphere has just gotten too big, noisy and anonymous. I’ve started longing for the days when things were ’smaller’, ‘clubbier’, intimate and, well, human. When the people I met were truly like-minded. This was one of the reasons why I originally started the “CDF” newsletter last year. I wanted that feeling back”.

Para Hugh Macleod – igual que para otros muchos entre los que me incluyo – la Red cobra todo su sentido cuando nos facilita localizar personas y grupos que comparten nuestros intereses y aficiones. Es lo que se llama encontrabilidad (findability).

Como bien apunta Hugh MacLeod, parece que últimamente la tendencia dominante en la Red es la contraria. Cada vez hay más ruido, más masificación, menos relación personal, menos confianza, más ego y menos ganas de compartir. Cada vez más monólogos y menos diálogo.

El alegato de Hugh MacLeod se dirige a combatir la inercia hacia la impersonalización.

La Red cobra pleno sentido cuando se articula en forma de pequeños círculos de personas que comparten intereses y que se divierten, trabajan y colaboran de forma distribuida utilizando los medios digitales.

Esto no significa poner puertas o echar cerrojos; la Red, por su propia estructura, se caracteriza por favorecer la encontrabilidad generando la creación de grupos de forma dinámica y abierta.

Pasar tiempo en la Red es valioso en la media que nos facilita nuevas oportunidades.

Por eso considero que cualquier iniciativa que incida en la “encontrabilidad” tiene muchas probabilidades de triunfar porque será bien recibida por los usuarios de la Red.

El resto de iniciativas, todas aquellas dirigidas a convertir la Red en una inmensa masa de gente anónima, está avocado al fracaso.

Estamos en el tiempo de los Social Media. Los Mass Media desaparecieron con el cambio de siglo.

A Coldplay el éxito le ha llegado con unas cuantas demandas por plagio.

¡Qué mal suena eso de “plagio”!

¡Cuánto queda por hacer en el ámbito de la creatividad y la innovación colectiva!

¿Basta qué coincidan unos acordes para entender que se ha vulnerado la propiedad intelectual?

Salvo los casos puros de plagio, esto es, el apoderamiento por un tercero de una creación de otro con el fin de explotarla económicamente, sino – como parece el caso de Viva la Vida – de lo que podría denominarse como apalancamiento creativo, es decir, crear e innovar a partir de una creación intelectual previa ¿Cómo se pondera el valor de la creatividad añadida o agregada?

Grandes retos para estos tiempos digitales tan propicios para la creatividad agregada o apalancada.

A federal judge in Los Angeles last week dismissed the case at the request of attorneys for both sides. No details about an agreement were included in court filings, other than each side would pay its own legal costs.
Satriani is a renowned guitarist who has been nominated for numerous Grammys during his career.

Coldplay ¿creatividad apalancada?

Lawsuit against Coldplay over ‘Viva La Vida’ ends

(AP) – 22 Septiembre

LOS ANGELES — Court records show guitarist Joe Satriani and Coldplay have reached an agreement that ends a copyright infringement lawsuit filed over the band’s smash hit “Viva la Vida.”

Satriani sued Coldplay in December, claiming the band copied “substantial, original portions” of his 2004 song, “If I Could Fly.”

Coldplay won a Grammy Award earlier this year for “Viva La Vida.”

By J-F. Pigeon, G. Belin, J-M. Cannet

The Internet and the role it has played in facilitating real-time access to information and digital media has radically changed consumption behaviors and redefined how value gets created in the telecommunications, media and entertainment industries.

For instance, the Internet’s global reach and audience has facilitated new business models that offer free multimedia and service offerings monetized through advertising and sponsorships as opposed to a fee-based model. This, of course, has led to an increased pace of new service adoption, given that end users are being offered an opportunity to consume – decoupled from their capacity and willingness to pay for the service.

Through deployment of always-on broadband infrastructures, service providers are making these new forms of usage and consumption possible. To further monetize these sessions, service providers will need to look beyond their subscription-based sources of revenue and adopt business models that leverage the new dynamics surrounding the Internet/Web 2.0.

Delivering free value over the Internet is here to stay because of the following changes in both the supply and demand sides of the equation:

Dematerialization: Today, digitized information can be reproduced and distributed at nearly no cost. This represents a major shift because prices have traditionally been set as a function of three elements: production costs, scarcity and conditions of access to a good or service. In this new environment, the first two elements vanish as content becomes an intangible asset.

Abundance: With the Internet, the need for intermediaries in the transaction chain – particularly linked to information and distribution – tends to disappear. The Web offers bargain sales 24 hours a day, seven days a week. This creates the perception that, through the Internet, everything is available and cheap, leaving no margin for markup.

Collaboration and collective contribution represent new value propositions: Collaborative models that have emerged in the context of the Web 2.0 phenomenon are being extended beyond open source software development. As a result, user-generated content and interactions often create free substitutes to services for which we used to pay; for example, Wikipedia offers a free alternative to an expensive encyclopedia.

The good news is that service providers have some distinct assets to leverage against Internet players when it comes to converting free usage into revenues.

[Read article]
Making money in a sustainable manner from service provider key assets

Quintus Incubadora Web

Quintus Innova es una plataforma para la gestión integrada de ideas, talento, personas y recursos al servicio de emprendedores aplicando una metodología y un enfoque colaborativo y multidisciplinar.

El talento y la innovación necesitan ser canalizados para facilitar su implantación y viabilidad.