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	<description>We Evolve together</description>
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		<title>Open Source Organization</title>
		<description><![CDATA[Source: http://www.communityorganizer20.com/2009/11/05/where-is-the-open-source-organization/ Where is The Open Source Organization? Posted: Thu, 05 Nov 2009 14:29:59 +0000 Image courtesy of ExtraFunky Almost a year ago, I wrote a blog post entitled “The Non-Profit Quarterly Report.” In this post, I argued that nonprofit organizations should offer online quarterly reports, and mimic the transparency exemplified by Jonathan Schwartz’ online [...]]]></description>
		<link>http://www.weevo.org/?p=145</link>
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		<title>And by the way, let&#8217;s not just share the cost; let&#8217;s make it together so we get it just right and know what we&#8217;re getting.</title>
		<description><![CDATA[CEO Guide to Open Source Software December 1, 2008, 12:01AM EST text size: TT Open Source: The Model Is Broken The open-source business model that relies solely on support and service revenue streams is failing to meet the expectations of investors By Stuart Cohen For anyone who hasn&#8217;t been paying attention to the software industry [...]]]></description>
		<link>http://www.weevo.org/?p=143</link>
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		<title>A new principle business has to learn is that people work a lot harder on stuff they like</title>
		<description><![CDATA[&#8220;I think the most important of the new principles business has to learn is that people work a lot harder on stuff they like. Well, that&#8217;s news to no one. So how can I claim business has to learn it? When I say business doesn&#8217;t know this, I mean the structure of business doesn&#8217;t reflect [...]]]></description>
		<link>http://www.weevo.org/?p=141</link>
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		<title>It&#8217;s time for servant leadership</title>
		<description><![CDATA[&#8220;THE American public has had it with arrogant leadership. It&#8217;s not difficult to understand why. Consider the leaders of Detroit&#8217;s Big Three automakers as they sat before a Senate committee recently, attempting to explain themselves and the poor performances of their respective companies. Something about these men &#8211; Rick Waggoner of General Motors, Alan Mulally [...]]]></description>
		<link>http://www.weevo.org/?p=90</link>
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		<title>The Concept of &#8220;Employment&#8221; or Can we do any better?</title>
		<description><![CDATA[&#8220;Hackers tend to think business is for MBAs. But business administration is not what you&#8217;re doing in a startup. What you&#8217;re doing is business creation. And the first phase of that is mostly product creation&#8211; that is, hacking. That&#8217;s the hard part. It&#8217;s a lot harder to create something people love than to take something [...]]]></description>
		<link>http://www.weevo.org/?p=67</link>
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		<title>&#8216;Capitalism Has Degenerated into a Casino&#8217;</title>
		<description><![CDATA[&#8220;There need to be many more companies whose primary aim is not that of earning the highest profits possible, but that of providing the greatest benefit possible for human kind.&#8221; SPIEGEL ONLINE &#38;amp;amp;lt;img src=&#8221;http://spiegel.ivwbox.de/cgi-bin/ivw/CP/1182;/international/business/c-676/r-4708/k-7312/p-druckversion/a-583366/be-PB64-aW50ZXJuYXRpb25hbC9hcnRpa2Vs/szwprofil-1182?d=61290153&#8243; width=&#8221;1&#8243; height=&#8221;1&#8243; border=&#8221;0&#8243; align=&#8221;right&#8221; alt=&#8221;" /&#38;amp;amp;gt; &#38;amp;amp;lt;img src=&#8221;http://pistat.spiegel.de/pistats/cgi-bin/s-1/c-676/atyp-1/?d=-1789043012&#8243; width=&#8221;1&#8243; height=&#8221;1&#8243; alt=&#8221;" align=&#8221;right&#8221; /&#38;amp;amp;gt; 10/10/2008 01:17 PM INTERVIEW WITH NOBEL LAUREATE MUHAMMAD [...]]]></description>
		<link>http://www.weevo.org/?p=65</link>
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		<title>WeEvo values sighted in the UK</title>
		<description><![CDATA[Trust through Openness: the Open Revolution We believe that the full public value of the Internet will be realized by building on its ability to expose everything to public scrutiny. Trust through Transparency Traditional approaches to building consumer trust, such as the careful cultivation of brand loyalty, are easily subverted by imitation and forgery, and [...]]]></description>
		<link>http://www.weevo.org/?p=72</link>
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