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What's the difference between a CTO and a vice-president of engineering (VPoE)? According to Jason Hoffman and Bryan Cantrill of Joyent, the lines are blurry. At the Monki Gras conference in London on February 1st, Hoffman (CTO) and Cantrill (VPoE), shared the stage and talked about the differences in their roles. In keeping with the generally boisterous nature of Monki Gras, the conversation with Hoffman and Cantrill was a bit more bare-knuckle than your average conference presentation. Perhaps it's a result of their joint suffering under the "Somali warlord style of management" (as Hoffman put it) of Sun Microsystems.

The entire Indiana University community mourns the passing today of Distinguished Professor Elinor Ostrom, who received the 2009 Nobel Prize in Economic Sciences for her groundbreaking research on the ways that people organize themselves to manage resources. Ostrom, 78, died of cancer at 6:40 a.m. today at IU Health Bloomington Hospital surrounded by friends.

Business bloggers at Harvard Business Review discuss a variety of business topics including managing people, innovation, leadership, and more.

The MacSerial Community meltdown has some big lessons, particularly in the context of these days of "Web 2.0″ and "user-generated content". It also speaks loudly to the questions raised, debated and debated again in the wake of the events leading to Kathy Sierra's decision to stop blogging. It involves cyberbullying and power plays, and in the best human tradition, reads like a soap opera. But this meltdown is distinctive - it was over two years in the making and involved trusted volunteers. The genesis of the conflict appears to begin two years ago, when two moderators came into conflict with each other. One was ready to strip the other of their mod powers when they withdrew to their own server, voluntarily resigning mod powers. However, the underlying conflict was not resolved and was driven farther underground. The lessons learned for community creators include: Visibly manage volunteers; Stay active and visible in the community; Don't let resentments fester; and, Define community boundaries, communicate them, and enforce the rules.

"Pathbreaking research by a group of scholars including Eric A. von Hippel, a professor of technological innovation at M.I.T.'s Sloan School of Management, suggests that the traditional division of labor between innovators and customers is breaking down. Financed by the British government, Mr. von Hippel and his colleagues last year completed the first representative large-scale survey of consumer innovation ever conducted. What the team discovered, described in a paper that is under review for publication, was that the amount of money individual consumers spent making and improving products was more than twice as large as the amount spent by all British firms combined on product research and development over a three-year period. "We've been missing the dark matter of innovation," Mr. von Hippel said from his office in Cambridge, Mass. "This is a new pattern for how innovations come about." "

von Hippel and Baldwin also produced a related, intriguing paper in 2009 that can be found here http://hbswk.hbs.edu/item/6325.html entitled "Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation." The conclusion of the paper reads: "We conclude by observing again that we belive we are in the midst of a major paradigm shift: technological trends are causing a change in the way innovation gets done in advanced market economies. As design and communication costs exogenously decline, single user and open collaborative innovation models will be viable for a steadily wider range of design. They will present an increasing challenge to the traditional paradigm of producer-based design - but, when open, they are good for social welfare and should be encouraged."

Information Technology (IT) consultants experience less stress when they carry out assignments in a working environment that motivates them. It also helps IT consultants experience less stress if they are able to manage their own work and if the demands placed on them in their work are reasonable. This is revealed in a psychology thesis from Gothenburg University, Sweden.

The arrival of Generation C will have an impact comparable to that of the Industrial Revolution, but it will take place much more quickly. For managers, it is no longer sufficient to plan for the next few quarters, or even the next few years. Companies that aren't willing to determine their strategies for the longer term - 10 to 15 years out - are putting their business models and value chains at risk. Executives must begin now to develop an agenda that includes an analysis of the capabilities and workforces they will need in the next decade and beyond. A critical step will be to make sure that the organization as a whole understands the coming changes, and that there are already people within the organization who are living these changes now, who don't perceive them as a threat, and who can help integrate them into the organization's business plan.

Instead of starting out a project saying "What a great opportunity to try this new technique!", we can ask instead, "Looking at the problem I'm trying to address, have I learned anything in the past that can help me develop the most appropriate solution?"

As social media manager for the University of Wisconsin-Madison (@UWMadison), I frequently try out new platforms to see if our students are using them and if they might become useful tools for my campus. For the past 18 months, I've channeled my inner mayor on Foursquare, a location-based social network.

We chose to highlight six drivers-big, disruptive shifts that are likely to reshape the landscape for organizations and workers. Although each driver is in itself important when thinking about the future, it is the confluence of several drivers working together that produces true disruptions. We then identified ten skills that we believe will be vital for success in the workforce: Sense-making: ability to determine the deeper meaning or significance of what is being expressed Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Novel and adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross -cultural competency: ability to operate in different cultural settings Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning New media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines Design mindset: ability to represent and develop tasks and work processes for desired outcomes Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team

Social media provides companies with new opportunities for customer service, research and marketing (within reason of course), but most respondents to a survey of C-level executive conducted by Harris Interactive for Capgemini aren't yet sure how to harness social media. The results are part of Capgemini's Executive Outsourcing Survey, and follows the firm's launch of its social media management service. Harris surveyed 302 senior executives at Fortune 1000 companies. More than half say that social media is a part of their company's customer care operations, but 64% of those said that the marketing department is solely responsible for social media marketing. Most (74%) executives in the study were simply unsure how many employees are dedicated to customer care via the social Web.

Much has been written about employee motivation and retention. It's written by folks who actively use words like motivation and retention and generally don't have a clue about the daily necessity of keeping your team professionally content because they've either never done the work or have forgotten how it's done. These are the people who show up when your single best engineer casually and unexpectedly announces, "I'm quitting. I'm joining my good friend to found a start-up. This is my two weeks' notice." You call on the motivation and retention police because you believe they can perform the legendary "diving save". Whether it's HR or a well-intentioned manager with a distinguished title, these people scurry impressively. Meetings that go long into the evening are instantly scheduled with the disenfranchised employee. It's an impressive show of force, and it sometimes works, but even if they stay, the damage has been done. They've quit, and when someone quits they are effectively saying, "I no longer believe in this company". What's worse is that what they were originally thinking was, "I'm bored". Boredom is easier to fix than an absence of belief.

Bloomberg's new social media policy encourages reporters to use Twitter - but with stipulations. It might seem like an obvious move for a news organization these days, but some traditional outlets, including Bloomberg, have managed to hold off until now. Dan Fletcher, the new social media director for Bloomberg, told employees about the new policy in an internal memo, which we received from an anonymous source close to the matter. "While the policy is meant to extend broadly across all social networks, we're encouraging reporters and editors to get started with Twitter," he said. "Twitter is easy to use and has become a valuable news source for millions of users. It's the best way to help readers discover the work you're doing and monitoring conversations within your beat."

There were many successes, but far too many more failures in this endeavor. Why? Companies absorbed the process of Design Thinking all to well, turning it into a linear, gated, by-the-book methodology that delivered, at best, incremental change and innovation. Call it N+1 innovation. Above all, CQ is about abilities. I can call them literacies or fluencies. If you walk into one of Katie Salen's Quest to Learn classes or a business strategy class at the Rotman School of Management, you can see people being taught behaviors that raise their CQ. You can see it in the military, corporations, and sports teams. It is about more than thinking, it is about learning by doing and learning how to do the new in an uncertain, ambiguous, complex space--our lives today.