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1) Joel on Software - Good Software Takes Ten Years. Get Used To It.: "Now the trouble comes when you can't think of any new features, so you put in the paperclip, and then you take out the paperclip, and you try to charge people both times, and they aren't falling for it."

I have to read it carefully before I agree or partially agree or ...

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2) On Trial : Are Tech Companies Destroying Morale? : On "trial": Adobe, Cisco Systems, Hewlett-Packard, Intel, Lucent Technologies, and Sun Microsystems. The charges: Ruining internal morale with pay cuts, early retirement schemes, forced vacations and corporate doublespeak; reducing strategic flexibility by hanging on to too many workers or firing the best. The prosecution: Ladies and gentlemen of the jury, this is a case about pain. Scared of the financial, emotional, and legal pain of firing workers now and having to hire and train more of them when the economy picks up again, technology firms are doing whatever it takes to keep people on the payroll. For more on this case, check out the article...

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3) Is the Internet Second Nature?: Business leaders everywhere are asking, What is the future of the Internet economy? Good question. But here's a better one: Are you tapping the real power of the Net to transform your company here and now? For leaders at Cisco, Intel, and Microsoft, the answer is a resounding "yes."

"The long haul is going to be about the complete reinvention of companies. It's not a matter of throwing technology at a problem. It's a matter of changing every aspect of how the company works internally." -- Peter Solvik, CIO of Cisco Systems

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4) 25 Fast Ideas for Slower Times: Fast Company's RealTime Philadelphia generated a remarkable collection of ideas, tools, and inspirational advice. Here are 25 of the smartest insights that we took away from the event. Feel free to put them to use and share them with your colleagues.

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5) Intermittent Aberrations: Can Mature Companies Innovate?: A whole literature has grown up around the apparently intractable hostility between innovation and bureaucracy, between those who create and those who control. Smart and speedy start-ups blindside mature companies with their inventiveness then grow up into mature companies and are outsmarted in their turn. The only way for innovation to survive in mature companies is to isolate the creators from the managers in protected enclaves. If this is true, it means that it is virtually impossible for sustained innovation to be built into the everyday operation of mature companies; it can only ever be an intermittent aberration.

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6) what effective General Managers Really do: By randomly talking about disjointed topics with lots of people who don't report to them

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