Aqui vai o segundo post sobre o livro Plano B preparado pelo autor. No final de deste post estão os links para os detalhes do livro no site, ou então para os sites de venda das livrarias. Aproveite tudo o que o John tem a dizer, qualquer dúvida, cheque no site dele: www.thackara.com:
EXTRACT: SPEED
From Real Time to Quality Time
The English travel writer Bruce Chatwin told about a group of white explorers who were trying to force the pace of their African porters. The porters, within sight of their destination for the day, sat down and refused to move. As they explained to their
Have we reached a similar juncture, when it comes to speed? For generations, speed and constant acceleration have defined the way we communicate, eat, travel around, and innovate products. Our designed world reinforces the value we place on speed. We produce and consume at an ever-increasing pace, and speed is worshipped uncritically as an engine of investment and innovation. Michael Dell’s proclamation is typical: “Velocity, the compression of time and distance backward into the supply chain, and forward to the customer, is the ultimate source of competitive advantage,” he said in 1999. Or as Hitachi more punchily put it in the 1990s, “Speed is God, Time is the Devil.” (Hitachi’s current slogan is “Inspire the Next.”) Time scarcity has always been a feature of industrial life, but the Internet has ratcheted up the pressure. Clock time is being supplanted by Internet-enabled “real time.” The probable author of this term, at least in a business context, is Don Tapscott. He wrote in 1995 that “the new economy is a real time economy. Commerce becomes electronic as business transactions and communications occur at the speed of light rather than the post office. The new enterprise is a real time enterprise—continuously and immediately adjusting to changing business conditions.” Tapscott began discussing the real-time enterprise in his 1992 book Paradigm Shift and fully developed the idea in The Digital Economy. The growth of networked communications has accelerated the emergence of an always-on, 24/7 society whose premise is that if anything can happen anytime, it should happen now.
But the signs are that speed is a cultural paradigm whose time is up. Economic growth, and a constant acceleration in production, have run up against the limited carrying capacity of the planet. The carrying capacity of business is also under pressure. When continuous acceleration is the default tempo of innovation, it leads to “feature bloat” in products and the phenomenon, which we are seeing now, of consumers who resist the pressure to upgrade devices or software continually. Absolute speed—in computers, as much as in cars—remains powerfully attractive for many of us, but acceleration seems to have lost its allure. Many of us want faster computers, but we also want to live more balanced lives—lives lived at speeds we determine, not at speeds dictated by the logic of systems beyond our control.
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Informações sobre o livro:
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