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Amazon is announcing general availability in the U.S. for in-skill purchasing, which allows the creator of a skill to sell content to an Alexa user–both one-off purchases and monthly or yearly subscriptions, with the entire transaction handled inside the skill via voice on a device such as an Echo or a third-party Alexa-compatible gadget. (As with mobile app stores, developers get 70% of the price paid by users, and Amazon collects 30% as its reward for facilitating the transaction.) In addition, the company is opening up the ability for sellers of real-world goods and services to receive payment via Alexa using the Amazon Pay service; early adopters include 1-800-Flowers, TGI Friday’s, and Atom Tickets.

With Alexa’s new monetization features just reaching broad availability, it’s too early to gauge their long-term impact on the platform. But for the moment, at least, they give developers an incentive to devote even more resources to Amazon’s voice service rather than divert attention to its most formidable rival, Google Assistant. Google just launched a fund to invest in Google Assistant-centric startups–reminiscent of the Alexa Fund that Amazon established back in 2015–but it hasn’t yet given Assistant commerce features like the ones Alexa is adding.

“We’re at this inflection point with Alexa,” Rabuchin says. “We’ve laid the foundation for the voice economy, and now, by opening up all these monetization capabilities, we think it’s going to really take off in the next year.” The idea that an epoch-shifting phenomenon like Alexa hasn’t yet taken off is a bit of a mind-bender–but whatever happens next, it’s clearly entering a new phase.

The big divide in America is not between the coasts and the interior. It’s between strong communities and weak communities. You can find weak ones along the coast and thriving ones in Appalachia, and vice versa. It’s community, stupid — not geography.The communities that are making it share a key attribute: They’ve created diverse adaptive coalitions, where local businesses get deeply involved in the school system, translating in real time the skills being demanded by the global economy.

Show me a community that understands today’s world and is working together to thrive within it, and I’ll show you a community on the rise — coastal or interior, urban or rural.

What is wrong with America is that too many communities, rural and urban, have broken down. What is right with America is the many communities and regions that are coming together to help their citizens acquire the skills and opportunities to own their own futures. We need to share and scale these success stories.

“It’s clear that Germany has very distinct differences in its business structure and cultural makeup,” says Tony Danker, CEO of Be the Business, which campaigns to spread best practice on productivity to British companies. “There is real interest in continuous improvement and building business networks and institutions that focus on this. This spirit and activity feels eminently replicable even if the institutions are not.”

Indeed, a key difference between the U.K. and Germany lies in the training that workers receive. Although German managers are less likely to have higher educational qualifications, they have often received vocational training that builds workplace expertise. And despite the U.K. having more tertiary-educated managers than Germany, the Organization for Economic Cooperation and Development data show their actual skills, in literacy and data management, are lower.

In News from Nowhere, Morris imagined a world in which human happiness and economic activity coincided. He reminds us that there needs to be a point to labour beyond making ends meet – and there is. Unalienated labour creates happiness for all – consumer and creator; whereas modern capitalism, in contrast, has created a treadmill in which this aspect of work has been lost. Capitalism, he explains, locks the capitalist into a horrible life, which leads nowhere but the grave.

No matter where they are based, people today can use the internet to cooperate and globally share the products of their cooperation as a commons. Commons-based peer production (usually abbreviated as CBPP) is fundamentally different from the dominant modes of production under industrial capitalism. In the latter, owners of means of production hire workers, direct the work process, and sell products for profit-maximisation. Think how typical multinational corporations are working. Such production is organised by allocating resources through the market (pricing) and through hierarchical command. In contrast, CBPP is in principle open to anyone with the relevant skills to contribute to a common project: the knowledge of every participant is pooled.

These participants might be paid, but not necessarily. Since commons-based projects are open systems, anyone with the right knowledge and skills can contribute, either paid by companies, clients or not at all.

humans have a special capacity for perceiving and even anticipating natural phenomena and its patterns.

This innate sense has been largely forgotten, according to Gooley, because modern lifestyles demand we engage in mostly logical, deductive thinking, rather than using our intuition. Our ability to extract meaning from interrelated phenomena such as bird behavior, wind direction, plant growth, and sunlight has atrophied. By searching out these relationships and patterns in nature, Gooley writes, he has rediscovered a manner of experiencing the outdoors through intuition. With some practice, he assures us that we can, too.

Gooley describes the nature instinct as an awareness of the outdoors that allows him to observe and understand before conscious thought. He can sense direction from a tree or predict the behavior of animals, and only afterwards analyzes how he knew these things to be true. While he uses gut feeling or the sixth sense (a common but debunked theory of navigational aptitude in the 19th century and early 20th century), he settles instead on the term “fast thinking.”