]> http://www.malaysia.net/blog/1 en http://www.malaysia.net/hindrafrally <br /> 2007-11-28T01:20:12Z http://www.malaysia.net/contactus <p>Subject:</p> <p> Name:</p> <p> Email:</p> <p> Your Email address here</p> <p> Message:</p> <p> edit Message to malaysia.net admin</p> 2006-03-05T07:45:33Z http://www.malaysia.net/Bootstrapping2 <p>DaveNet essay, "Bootstrapping", released on 11/30/2000; 11:28:05 AM<br /> Pacific.<br /> -----------------------------------------------------------------------------------<br /> ***Bootstrapping<br /> When engineers build a suspension bridge, first they draw a thin cable<br /> across a body of water. Then they use that cable to hoist a larger one.<br /> Then they use both cables to pull a third, and eventually create a thick<br /> cable of intertwined wires that you can drive a truck across (actually<br /> hundreds of trucks).<br /> That's a bootstrap. First you take a step you know is on the path, learn<br /> from it, and use it to lift up the next level. And unlike the designer</p> 2006-02-04T12:17:32Z http://www.malaysia.net/bootstrap <p>http://www.bootstrapit.com/why.htm<br /> Bootstrapping: The Secret to Entrepreneurial Success<br /> Funding your own software venture results in a sales-focused and highly rewarding experience.<br /> Greg Gianforte, CEO, RightNow Technologies<br /> Mar 14, 05<br /> How do you launch a successful high-tech business? If you ask the typical MBA, they’ll give the same answer. Write a comprehensive in-depth business plan, take it to investors to secure a healthy initial round of funding, recruit the heaviest heavyweights you can, and start the PR machine cranking.<br /> But, of course, they’d be completely wrong.</p> 2005-12-22T08:48:22Z http://www.malaysia.net/search <p><a href="http://swicki.eurekster.com/swickis/malaysianet.htm">check out the malaysia.net swicki at eurekster.com</a></p> 2005-11-22T04:32:51Z http://www.malaysia.net/mindcos <p>Malaysian Mind Colonies is breaking through. Check this page:<br /> <a href="http://www.mindcolonies.com/?n=Main.Malaysia" >Malaysian Mind Colonies</a><br /> Ants have no (or little) problems with food and shelter. Ditto with birds and nearly every other species. Humans are bogged down by anxieties over food and shelter. With minds shouldn't humans be thousands of times ahead, not trailing fractions behind ants?<br /> "Inventions themselves are not revolutions; neither are they the cause of revolutions. Their powers for change lie in the hands of those who have the imagination and insight to see that the new invention has offered them new liberties of action, that old constraints have been removed, that their political will, or their sheer greed, are no longer frustrated, and that they can act in new ways. New social behaviour patterns and new social institutions are created which in turn become the commonplace experience of future generations."</p> 2005-12-05T09:05:56Z http://www.malaysia.net/mindcolonies <p>蚂蚁群落<br /> 蚂蚁很少会存在缺少食物和居住场所的问题，同样的，鸟类和几乎其他的所有物种都是这样。而人类却会为了食物和居所问题而陷入困境和焦虑。人类是有智慧的生物，不是应该比其他物种先进吗，怎么会连蚂蚁都不如？<br /> "发明本身并不是革命，也不是革命的起因。发明改变生活的原因在于那些有想象力的和富有远见的人，他们发现了新发明带来的更自由的生活方式，旧的约束没有了，他们的政治意愿、他们的贪欲不再被压抑，而可以用新的方式来采取行动。新的社会行为模式和新的社会制度不停被创造又不停地落后变成旧的模式。"</p> 2005-11-20T06:56:27Z http://www.malaysia.net/turningproblems <p>如何把难题转变成钱？<br /> What is the criteria?<br /> Given that the harder a problem, the greater the reward, the lesser the competition, the more uncertain resourcing for it is AND<br /> The easier a problem, the lesser the reward, the greater the competition and the more certain resourcing is<br /> Low hanging fruits would lie in the sweetspot between "too hard a problem" and "too easy a problem". Not too hard such that the resourcing is so uncertain. Not too easy such that the rewards make it so unworthwhile.<br /> By resourcing I mean human resourcing. Why? Because astute humans organise all other resources, money included.</p> 2005-11-20T11:20:11Z http://www.malaysia.net/knowledge <p>What Is Knowledge?<br /> > In one sentence, how do you define "knowledge"?<br /> In view of "it is not the smartest or the strongest species that prevails, but that which is most adaptive", I have a one word definition for knowledge -- acumen.<br /> And if you wanted "acumen" expanded it is : sharpening one’s intuition (aka sense-making apparatus) [1] so that it energises [2] one to take the most effective actions [3] of a rainbow [4] of possible actions, in a diverse environment [5]<br /> Notes:-<br /> [1] (a) Why do I highlight sense-making apparatus -- that which we use to connect the dots? I have gone through life from being one who was unwittingly overwhelmed by inferiority complex, as is the case with nearly every non-first world born (and many first-world borns as well), to being through the lessons of repeated excruciating pain and post-pain "why me" and reflection. Reflection on my how my intuition, my sense-making framework works, researching histories of the Asian and other minds. Synthesising mental evolution from cave man days up to now. Including paleopsychology with my genius friend, author of "Global Brain", Howard Bloom. l went to numerous motivational and behavioural change events (eg Anthony Robbins' The Firewalk Experience). I worked and lived in many Eastern and Western countries. I hung out with rich folks, beggars and hitch-hikers. (Hitch-hiked through 34 of the 50 US States right after university). I engaged with tens of thousands of Asians thanks to the online world and my persistence in doing so. I wanted to uncover the root cause of turmoil especially prevalent indecisiveness, neurosis and denial and being puzzled at how impossible it was to make sense of the world.</p> 2005-11-17T10:43:17Z http://www.malaysia.net/11deadlysins <p>Bala Pillai<br /> to erumbugal, sangkancil, skletter<br /> More options 22 Oct (3 days ago)<br /> http://kmblogs.com/public/item/105406<br /> October 21, 2005<br /> The Eleven Deadly Sins of KM<br /> Time to Revisit<br /> 1. Not developing a working definition of knowledge<br /> 2. Emphasizing knowledge stock to the detriment of knowledge flow<br /> 3. Viewing knowledge as existing predominantly outside the heads of individuals<br /> 4. Not understanding that a fundamental intermediate purpose of managing knowledge is to create shared context<br /> 5. Paying little heed to the role and importance of tacit knowledge</p> 2005-10-25T09:23:40Z