The MARC format: the Library Equivalent to Reliance on Oil?

Thomas Friedman, author of Longitudes and Attitudes and The World Is Flat, has a column in Friday’s New York Times called The New ‘Sputnik’ Challenges: They All Run on Oil. In it he talks about an energy crisis brought on by four factors: the high price of oil, emerging markets in China and India, the need for “green” energy, and the effect on western democracies of all of the above. He then goes on:

On the Need for a General Purpose Digital Object Repository

Digital objects — we’ve all got ’em. Billions and billions of them. And we put them in individual content silos, stratified along such unhelpful lines as media type, owning entity, and other equally meaningless categories. At least meaningless to the end user. So, let’s ask ourselves: what is the job the user is trying to get done? And how can we structure our digital object repositories to help them out?

What is a Digital Object?

Aggregation of Risk in Pursuit of Disruptive Technologies

An open letter to Clayton Christensen as well as colleagues and practitioners of the theories of disruptive innovation:

State agencies in Ohio responsible for primary, secondary and higher education are coming together to share the risk of exploring disruptive technologies and to shepherd the adoption of successful technologies into the mainstream. We call this group “Collective Action”, and the model of disruptive innovations is a guiding element. On behalf of the Collective Action group, I am seeking wisdom and thoughts of potential pitfalls of this approach of aggregating risk capital in a loosely-coupled organization.

A: “Communication and Honesty”

This paragraph was at the very end of an interview with Antonio Perez, CEO of Eastman Kodak on page 46 of the January 16th issue of Newsweek.

What lessons can you share about running a company whose core business goes into irreversible decline?
Communications and honesty. I get a lot of people coming into my office to say goodbye because they are losing their job with Kodak. And they say, “I think what you are doing is the right thing.” It’s very hard in a lot of ways. But if you do it with honesty and a lot of communication, if you are generous — and we have been — that’s all you can do. There’s an enormous capability to understanding by any human being if you talk to and listen to the person. But so far I feel very happy with the reaction of every single employee of Kodak. These are not easy times.