Social entrepreneurs are quite excited about this new trend of mixing mission and money within the organizations they run. You can often hear many of them proclaiming their intention to "do well by doing good," implying that they will not only save the world but they will make money doing it. Behind the slogan, these entrepreneurs are experimenting with what we call "hybrid" organizations. In the for-profit world, new organizational creatures with descriptions like "social business" are now prioritizing social and environmental goals equally with financial performance. Among non-profits, social entrepreneurs are launching what are usually called "social enterprises" or income-generating businesses, like coffee shops, thrift stores, and bakeries, within non-profit organizations.
One the surface these hybrid organizations look very promising—an opportunity to have your cake and eat it too. The reality, however, is that these hybrid organizations come with substantial risks and consequences that are rarely discussed and that need to be carefully taken into consideration from the start.
Last week I participated in a research symposium on "Exploring Social Enterprises" at the UCLA School of Public Affairs; much of the discussion centered on organizational hybrids. Several researchers presented truly cutting-edge findings about the consequences of choosing the hybrid organizational type. Cumulatively, this research identified four key risks associated with hybrid organizations.
The first, overarching risk is that people just don't know what hybrids are. Is it a for-profit? Is it a non-profit? Is this about mission or money? This ambiguity doesn't just affect potential investors who, for a start, are often not sure whether these organizations are a fit for venture capital or venture philanthropy. The ambiguity also affects board members who are not clear on whether their primary responsibility is to uphold mission or financial performance. Internally managers and staff face similar confusion and their decision-making often wavers or stagnates as a result.
Risk No. 2 is that these hybrids often have no clear systems of accountability. In traditional for-profits, everyone knows that profit maximization is the ultimate goal. In traditional non-profits, everyone knows that social impact is the ultimate goal. In hybrid organizations, these two goals are purportedly equal and yet they are often at odds.
The magnitude of this risk is easily understood by looking at funding flows to hybrid organizations—they are virtually non-existent. Capital flows require transparency and certainty, particularly with regard to the organization's priorities. For hybrids with two equal priorities and no transparent system to uphold them, the risk of misalignment and failure is extremely high. Consequently, capital avoids these investments.
Over the past few years innovations such as B Corporations and Low-Profit Limited Liability Companies (L3Cs) have attempted to provide mechanisms to create this transparent accountability. But without formal, widespread legal infrastructure to codify decision-making authority, the risk of weak accountability is too high.
Risk No. 3 is that hybrids often have difficulty maximizing either social impact or financial sustainability. As the dichotomy between these two forces pulls social entrepreneurs in different directions, hybrid organizations often experience both internal and external pressures to lean more in one direction or the other. Non-profit social enterprises often ultimately choose social mission as their priority and find their enterprise running at a loss. For example, the leaders of one non-profit operating a Ben & Jerry's Partnershop decided that their commitment to employ disadvantaged youth with serious social and emotional challenges outweighed the gains in customer service that could be had from hiring more "polished" employees. The non-profit also determined that it was necessary to employ a social worker as full-time support staff for the youth in the ice-cream shop. Unsurprisingly, the Partnershop operated at a net loss.
For-profit hybrids often ultimately prioritize profit over mission and thus compromise their social and environmental impact. The social entrepreneurs who founded Blue Avocado, makers of a line of hip reusable shopping bags, found early on that they had to make difficult choices about the level of environmental sustainability they could achieve for a competitive price. Their original hope was to create a locally sourced, fully organic cotton bag, but with a resulting unsustainable price they realized that some sacrifices on sustainability would be required to keep their social business viable.
Finally, Risk No. 4 is that as hybrids face pressures to maintain financial sustainability it will come at the price of a long-term erosion of moral legitimacy. One research study presented at UCLA investigated social service non-profits that employ their clients through jobs-training programs at social enterprises such as coffee shops and janitorial services companies. In these organizations, moral legitimacy was often questioned as clients were increasingly treated like regular employees and were "commoditized" by the business. A second study looked at the particular case of NPower, a non-profit technology provider that received substantial cash and in-kind support from Microsoft. As NPower was perceived to become more "business-like" in its operations, peer organizations questioned their non-profit integrity and social focus.
The net result is that hybrid organizations are not exactly the panacea they appear to be. Mixing mission and money is tricky business, requiring strong leadership to articulate and maintain clear priorities and accountability. The attraction to this type of organization is rooted in our hopes of find more financially sustainable ways of creating social and environmental impact. But as social entrepreneurs explore this intriguing territory, we must also beware of serious and substantial risks.
Or at least, we’ll tell you whatever they’re about to tell us, and it appears more than likely that it’ll have something to do with phones, contact lists, and a mysterious connection to Firefox, iPhone, Google Chrome OS, and two of the most rock and roll developers in the world: Joe Hewitt and Matthew Papakipos. We’ll be at a special Mobile Event at Facebook HQ on November 3rd and we’ll be able to tell you all about it. Until then, speculation below!
Informed speculation time! That’s almost the best kind, right? Let’s take a quick walk back to mid September, where our pals at TechCrunch were tipped by an anonymous source that Facebook was building a phone. This was the same sort of situation that went down less than a year ago when the world received secret news that Google was building a phone. I think you know how that turned out.
It is sais that Joe Hewitt and Matthew Papakipos, both of them high level employees at Facebook, are said to be secretly working on this project, and that because of their fabulous super powers in mobile OS, they’re going to rock it really hard. Both of them have a whoa-is-who list of accomplishments that’d make them powerhouse additions to any developer team for a phone.
Papakipos was leading the Google Chrome OS project for a while until he quit that project in June 2010. He quit and joined the Facebook team instead. Hewitt, on the other hand, helped create the Firefox browser and worked on “web-based operating system” Parakey before it was acquired by Facebook in 2007. Hewitt is also responsible for designing all of Facebook’s iPhone web apps and native apps, but quit that particular job late 2009.
So boom, baby. How realistic is this? Very. The other thing is that this doesn’t necessarily have to be a phone. It could be a giant addition to Facebook in the form of an app that works everywhere, including your desktop, working as a big fat list of your friends with whom you can now not only message and post on walls for free, you can now call. Face to face, Facebook. That’s my informed guess for the day.
One more addition from the streets is that there’s a man named Li Ka-Shing possibly in on this equation. This man is a very big investor who very recently was said to be putting money in a pot with some other folks going toward a phone project with INQ and Spotify. Li Ka-Shing is also a bigtime investor in Facebook. Is a phone developed between INQ and Facebook in the works? Spot gets the square.
Again let me remind you to be around here on SlashGear all day November 3rd. We’ll be at the Facebook Mobile meeting at Facebook headquarters, and you can bet we’ll be relaying the info they give to us quick as a bunny!
[Via TechCrunch]
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Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
bench craft company scam
Social entrepreneurs are quite excited about this new trend of mixing mission and money within the organizations they run. You can often hear many of them proclaiming their intention to "do well by doing good," implying that they will not only save the world but they will make money doing it. Behind the slogan, these entrepreneurs are experimenting with what we call "hybrid" organizations. In the for-profit world, new organizational creatures with descriptions like "social business" are now prioritizing social and environmental goals equally with financial performance. Among non-profits, social entrepreneurs are launching what are usually called "social enterprises" or income-generating businesses, like coffee shops, thrift stores, and bakeries, within non-profit organizations.
One the surface these hybrid organizations look very promising—an opportunity to have your cake and eat it too. The reality, however, is that these hybrid organizations come with substantial risks and consequences that are rarely discussed and that need to be carefully taken into consideration from the start.
Last week I participated in a research symposium on "Exploring Social Enterprises" at the UCLA School of Public Affairs; much of the discussion centered on organizational hybrids. Several researchers presented truly cutting-edge findings about the consequences of choosing the hybrid organizational type. Cumulatively, this research identified four key risks associated with hybrid organizations.
The first, overarching risk is that people just don't know what hybrids are. Is it a for-profit? Is it a non-profit? Is this about mission or money? This ambiguity doesn't just affect potential investors who, for a start, are often not sure whether these organizations are a fit for venture capital or venture philanthropy. The ambiguity also affects board members who are not clear on whether their primary responsibility is to uphold mission or financial performance. Internally managers and staff face similar confusion and their decision-making often wavers or stagnates as a result.
Risk No. 2 is that these hybrids often have no clear systems of accountability. In traditional for-profits, everyone knows that profit maximization is the ultimate goal. In traditional non-profits, everyone knows that social impact is the ultimate goal. In hybrid organizations, these two goals are purportedly equal and yet they are often at odds.
The magnitude of this risk is easily understood by looking at funding flows to hybrid organizations—they are virtually non-existent. Capital flows require transparency and certainty, particularly with regard to the organization's priorities. For hybrids with two equal priorities and no transparent system to uphold them, the risk of misalignment and failure is extremely high. Consequently, capital avoids these investments.
Over the past few years innovations such as B Corporations and Low-Profit Limited Liability Companies (L3Cs) have attempted to provide mechanisms to create this transparent accountability. But without formal, widespread legal infrastructure to codify decision-making authority, the risk of weak accountability is too high.
Risk No. 3 is that hybrids often have difficulty maximizing either social impact or financial sustainability. As the dichotomy between these two forces pulls social entrepreneurs in different directions, hybrid organizations often experience both internal and external pressures to lean more in one direction or the other. Non-profit social enterprises often ultimately choose social mission as their priority and find their enterprise running at a loss. For example, the leaders of one non-profit operating a Ben & Jerry's Partnershop decided that their commitment to employ disadvantaged youth with serious social and emotional challenges outweighed the gains in customer service that could be had from hiring more "polished" employees. The non-profit also determined that it was necessary to employ a social worker as full-time support staff for the youth in the ice-cream shop. Unsurprisingly, the Partnershop operated at a net loss.
For-profit hybrids often ultimately prioritize profit over mission and thus compromise their social and environmental impact. The social entrepreneurs who founded Blue Avocado, makers of a line of hip reusable shopping bags, found early on that they had to make difficult choices about the level of environmental sustainability they could achieve for a competitive price. Their original hope was to create a locally sourced, fully organic cotton bag, but with a resulting unsustainable price they realized that some sacrifices on sustainability would be required to keep their social business viable.
Finally, Risk No. 4 is that as hybrids face pressures to maintain financial sustainability it will come at the price of a long-term erosion of moral legitimacy. One research study presented at UCLA investigated social service non-profits that employ their clients through jobs-training programs at social enterprises such as coffee shops and janitorial services companies. In these organizations, moral legitimacy was often questioned as clients were increasingly treated like regular employees and were "commoditized" by the business. A second study looked at the particular case of NPower, a non-profit technology provider that received substantial cash and in-kind support from Microsoft. As NPower was perceived to become more "business-like" in its operations, peer organizations questioned their non-profit integrity and social focus.
The net result is that hybrid organizations are not exactly the panacea they appear to be. Mixing mission and money is tricky business, requiring strong leadership to articulate and maintain clear priorities and accountability. The attraction to this type of organization is rooted in our hopes of find more financially sustainable ways of creating social and environmental impact. But as social entrepreneurs explore this intriguing territory, we must also beware of serious and substantial risks.
Or at least, we’ll tell you whatever they’re about to tell us, and it appears more than likely that it’ll have something to do with phones, contact lists, and a mysterious connection to Firefox, iPhone, Google Chrome OS, and two of the most rock and roll developers in the world: Joe Hewitt and Matthew Papakipos. We’ll be at a special Mobile Event at Facebook HQ on November 3rd and we’ll be able to tell you all about it. Until then, speculation below!
Informed speculation time! That’s almost the best kind, right? Let’s take a quick walk back to mid September, where our pals at TechCrunch were tipped by an anonymous source that Facebook was building a phone. This was the same sort of situation that went down less than a year ago when the world received secret news that Google was building a phone. I think you know how that turned out.
It is sais that Joe Hewitt and Matthew Papakipos, both of them high level employees at Facebook, are said to be secretly working on this project, and that because of their fabulous super powers in mobile OS, they’re going to rock it really hard. Both of them have a whoa-is-who list of accomplishments that’d make them powerhouse additions to any developer team for a phone.
Papakipos was leading the Google Chrome OS project for a while until he quit that project in June 2010. He quit and joined the Facebook team instead. Hewitt, on the other hand, helped create the Firefox browser and worked on “web-based operating system” Parakey before it was acquired by Facebook in 2007. Hewitt is also responsible for designing all of Facebook’s iPhone web apps and native apps, but quit that particular job late 2009.
So boom, baby. How realistic is this? Very. The other thing is that this doesn’t necessarily have to be a phone. It could be a giant addition to Facebook in the form of an app that works everywhere, including your desktop, working as a big fat list of your friends with whom you can now not only message and post on walls for free, you can now call. Face to face, Facebook. That’s my informed guess for the day.
One more addition from the streets is that there’s a man named Li Ka-Shing possibly in on this equation. This man is a very big investor who very recently was said to be putting money in a pot with some other folks going toward a phone project with INQ and Spotify. Li Ka-Shing is also a bigtime investor in Facebook. Is a phone developed between INQ and Facebook in the works? Spot gets the square.
Again let me remind you to be around here on SlashGear all day November 3rd. We’ll be at the Facebook Mobile meeting at Facebook headquarters, and you can bet we’ll be relaying the info they give to us quick as a bunny!
[Via TechCrunch]
benchcraft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
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benchcraft company scam
bench craft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
benchcraft company scam
Social entrepreneurs are quite excited about this new trend of mixing mission and money within the organizations they run. You can often hear many of them proclaiming their intention to "do well by doing good," implying that they will not only save the world but they will make money doing it. Behind the slogan, these entrepreneurs are experimenting with what we call "hybrid" organizations. In the for-profit world, new organizational creatures with descriptions like "social business" are now prioritizing social and environmental goals equally with financial performance. Among non-profits, social entrepreneurs are launching what are usually called "social enterprises" or income-generating businesses, like coffee shops, thrift stores, and bakeries, within non-profit organizations.
One the surface these hybrid organizations look very promising—an opportunity to have your cake and eat it too. The reality, however, is that these hybrid organizations come with substantial risks and consequences that are rarely discussed and that need to be carefully taken into consideration from the start.
Last week I participated in a research symposium on "Exploring Social Enterprises" at the UCLA School of Public Affairs; much of the discussion centered on organizational hybrids. Several researchers presented truly cutting-edge findings about the consequences of choosing the hybrid organizational type. Cumulatively, this research identified four key risks associated with hybrid organizations.
The first, overarching risk is that people just don't know what hybrids are. Is it a for-profit? Is it a non-profit? Is this about mission or money? This ambiguity doesn't just affect potential investors who, for a start, are often not sure whether these organizations are a fit for venture capital or venture philanthropy. The ambiguity also affects board members who are not clear on whether their primary responsibility is to uphold mission or financial performance. Internally managers and staff face similar confusion and their decision-making often wavers or stagnates as a result.
Risk No. 2 is that these hybrids often have no clear systems of accountability. In traditional for-profits, everyone knows that profit maximization is the ultimate goal. In traditional non-profits, everyone knows that social impact is the ultimate goal. In hybrid organizations, these two goals are purportedly equal and yet they are often at odds.
The magnitude of this risk is easily understood by looking at funding flows to hybrid organizations—they are virtually non-existent. Capital flows require transparency and certainty, particularly with regard to the organization's priorities. For hybrids with two equal priorities and no transparent system to uphold them, the risk of misalignment and failure is extremely high. Consequently, capital avoids these investments.
Over the past few years innovations such as B Corporations and Low-Profit Limited Liability Companies (L3Cs) have attempted to provide mechanisms to create this transparent accountability. But without formal, widespread legal infrastructure to codify decision-making authority, the risk of weak accountability is too high.
Risk No. 3 is that hybrids often have difficulty maximizing either social impact or financial sustainability. As the dichotomy between these two forces pulls social entrepreneurs in different directions, hybrid organizations often experience both internal and external pressures to lean more in one direction or the other. Non-profit social enterprises often ultimately choose social mission as their priority and find their enterprise running at a loss. For example, the leaders of one non-profit operating a Ben & Jerry's Partnershop decided that their commitment to employ disadvantaged youth with serious social and emotional challenges outweighed the gains in customer service that could be had from hiring more "polished" employees. The non-profit also determined that it was necessary to employ a social worker as full-time support staff for the youth in the ice-cream shop. Unsurprisingly, the Partnershop operated at a net loss.
For-profit hybrids often ultimately prioritize profit over mission and thus compromise their social and environmental impact. The social entrepreneurs who founded Blue Avocado, makers of a line of hip reusable shopping bags, found early on that they had to make difficult choices about the level of environmental sustainability they could achieve for a competitive price. Their original hope was to create a locally sourced, fully organic cotton bag, but with a resulting unsustainable price they realized that some sacrifices on sustainability would be required to keep their social business viable.
Finally, Risk No. 4 is that as hybrids face pressures to maintain financial sustainability it will come at the price of a long-term erosion of moral legitimacy. One research study presented at UCLA investigated social service non-profits that employ their clients through jobs-training programs at social enterprises such as coffee shops and janitorial services companies. In these organizations, moral legitimacy was often questioned as clients were increasingly treated like regular employees and were "commoditized" by the business. A second study looked at the particular case of NPower, a non-profit technology provider that received substantial cash and in-kind support from Microsoft. As NPower was perceived to become more "business-like" in its operations, peer organizations questioned their non-profit integrity and social focus.
The net result is that hybrid organizations are not exactly the panacea they appear to be. Mixing mission and money is tricky business, requiring strong leadership to articulate and maintain clear priorities and accountability. The attraction to this type of organization is rooted in our hopes of find more financially sustainable ways of creating social and environmental impact. But as social entrepreneurs explore this intriguing territory, we must also beware of serious and substantial risks.
Or at least, we’ll tell you whatever they’re about to tell us, and it appears more than likely that it’ll have something to do with phones, contact lists, and a mysterious connection to Firefox, iPhone, Google Chrome OS, and two of the most rock and roll developers in the world: Joe Hewitt and Matthew Papakipos. We’ll be at a special Mobile Event at Facebook HQ on November 3rd and we’ll be able to tell you all about it. Until then, speculation below!
Informed speculation time! That’s almost the best kind, right? Let’s take a quick walk back to mid September, where our pals at TechCrunch were tipped by an anonymous source that Facebook was building a phone. This was the same sort of situation that went down less than a year ago when the world received secret news that Google was building a phone. I think you know how that turned out.
It is sais that Joe Hewitt and Matthew Papakipos, both of them high level employees at Facebook, are said to be secretly working on this project, and that because of their fabulous super powers in mobile OS, they’re going to rock it really hard. Both of them have a whoa-is-who list of accomplishments that’d make them powerhouse additions to any developer team for a phone.
Papakipos was leading the Google Chrome OS project for a while until he quit that project in June 2010. He quit and joined the Facebook team instead. Hewitt, on the other hand, helped create the Firefox browser and worked on “web-based operating system” Parakey before it was acquired by Facebook in 2007. Hewitt is also responsible for designing all of Facebook’s iPhone web apps and native apps, but quit that particular job late 2009.
So boom, baby. How realistic is this? Very. The other thing is that this doesn’t necessarily have to be a phone. It could be a giant addition to Facebook in the form of an app that works everywhere, including your desktop, working as a big fat list of your friends with whom you can now not only message and post on walls for free, you can now call. Face to face, Facebook. That’s my informed guess for the day.
One more addition from the streets is that there’s a man named Li Ka-Shing possibly in on this equation. This man is a very big investor who very recently was said to be putting money in a pot with some other folks going toward a phone project with INQ and Spotify. Li Ka-Shing is also a bigtime investor in Facebook. Is a phone developed between INQ and Facebook in the works? Spot gets the square.
Again let me remind you to be around here on SlashGear all day November 3rd. We’ll be at the Facebook Mobile meeting at Facebook headquarters, and you can bet we’ll be relaying the info they give to us quick as a bunny!
[Via TechCrunch]
benchcraft company scam
benchcraft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
bench craft company scam
bench craft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
benchcraft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
bench craft company scam
Pulse Brings You <b>News</b> and RSS in an Elegant Flow
Android/iOS: Blogs and news sites put all that effort into making their posts graphically appealing, so why not see what they've got? Pulse, a nicely different kind of news reader, pulls your news in through side-scrolling, ...
<b>News</b> Corp. iPad Venture Fishing In Wrong Pond | paidContent
Another day, another hire at News Corp.'s super-duper secret iPad venture dubbed The Daily—and another reason to question whether this is going to be yet another wobbly Rupert Murdoch digital-news enterprise. ...
Scripting <b>News</b>: Design challenge: River of <b>News</b> in HTML
The design challenge is this. GIven the latest HTML techniques, do a mockup of a great River of News. If it's really something new, I'll put the software behind it and make it live. Permanent link to this item in the archive. ...
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