A new coalition called Move To Amend is working to abolish corporate personhood in the US; they're working at the local and state level to pass laws to undo the work of Citizens United, the Supreme Court ruling that equated money with speech.
Boulder is not alone in this fight, nor is it the first community to consider such a resolution. In April, voters in Madison and Dane County, WI overwhelmingly approved measures calling for an end to corporate personhood and the legal status of money as speech by 84% and 78% respectively. Similar resolutions have been passed in nearly thirty other cities and counties. Resolutions have also been introduced in the state legislatures of both Vermont and Washington..
The golden era is gone, but this is not because the law itself is becoming less relevant. Rather, the sea change reflects an urgent need for better and cheaper legal services that can keep pace with the demands of a rapidly globalizing world. The Great Recession—a catalyst for change—provided an opportunity to re-examine some long-standing assumptions about lawyers and the clients they serve.
At its core, network learning is a way to deal with an ever-increasing amount of digital information. It requires an open attitude toward learning and finding new things. Each worker needs to develop individualized processes of filing, classifying and annotating information for later retrieval.
“In the period ahead of us, more important than advances in computer design will be the advances we can make in our understanding of human information processing – of thinking, problem solving, and decision making…” ~ Herbert Simon, Economics Nobel-prize winner (1968)
The World Wide Web is changing how many of us do our work as we become more connected to information and each other. In California, Ray Prock, Jr. (2010) uses a Web-based note system to store messages, manage his financial risk and stay on top of the multiple factors necessary to run a successful dairy farm. He is constantly learning as he works and has found a method to keep up, thanks to the Internet.
Hub Culture is a global collaboration network with over 25,000+ members distributed across 110 countries. Their stated mission to expand collective consciousness is driven by the blend of online workspaces for knowledge sharing with offline Pavilions for meeting and connecting – all powered by their digital currency, Ven. Below is an interview with Hub Culture’s Founding Director, Stan Stalnaker.
What compelled you to create Ven?
For us it was a matter of practicality – with a global, diverse community, we found that no single currency could offer a single pricing structure for global inventory in Hub Culture. Our members needed a global wallet – as simple to use in Rio as Shanghai. As a social network, we thought linking this system to the social profile of our users would help them share and create value. We needed a simple, transparent way for our members to exchange value and favors, and the answer was Ven. It has been a learning experience for us. The currency has evolved and grown since its debut in the summer of 2007, and we have discovered ways to make it more useful for our members and the planet at large.
You’ve said Ven can be thought of as ‘green money’? Why?
Today Ven is the only digital currency to be priced from a basket of currencies, commodities and carbon futures. These components give the Ven advantages of other currencies: the basket encourages price stability on a forward basis, and the link to commodities grounds value in hard assets. The introduction of carbon to the basket is helping us think about how money can serve better social purposes – in this case to support and stimulate demand for carbon credits and social impact development, driving offsets for every transaction used with Ven. This is how the idea of ‘green money’ developed with Ven – because its carbon linkages are able to play a role in this area. I really like the idea that Ven is green, social and efficient, with a mission to improve the lives of its users and the communities that use it.
Ron Shaich, the founder and chairman of Panera Bread, has sculpted his company into one of the most successful small restaurant chains in the country. He's also done something no other chain has done before.
By creating a unique, pay-what-you-can model at three “Panera Cares” cafes around the country — and more are coming soon — he has proven an idea that seems revolutionary for a large corporation, but is actually very simple: trust people; they'll often surprise you.
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“It worked,” Ron said. “20 percent would leave more than the suggested donation, 60 percent would leave the suggested amount, and 20 percent would leave less.”
Businesses are being sold incredibly expensive advertising campaigns that are disguised as “no risk” ways to acquire new customers. In reality, there’s a lot of risk. With a newspaper ad, the maximum you can lose is the amount you paid for the ad. With Groupon, your potential losses can increase with every Groupon customer who walks through the door and put the existence of your business at risk.
Groupon is not an Internet marketing business so much as it is the equivalent of a loan sharking business. The $21,000 that the business in this example gets for running a Groupon is essentially a very, very expensive loan. They get the cash up front, but pay for it with deep discounts over time. (This post applies to Groupon operations in the United States and Canada; it’s different in other parts of the world.)
In many cases, running a Groupon can be a terrible financial decision for merchants. Groupon’s financials also raise questions about its ongoing viability. Buying Groupon stock could be as bad a deal for investors as running a Groupon offer is for merchants.
Years after American auditors said they had lost track of vast sums of reconstruction cash for Iraq in the wake of the ousting of Saddam Hussein they are now admitting for the first time that much of it was almost certainly stolen.
In a revelation that is stirring anger both on Capitol Hill and among Iraqi officials in Baghdad, the office that was created by the Bush administration to monitor efforts to get Iraq on its feet after the 2003 invasion is saying that $6.6bn (£4bn), all delivered in cash, cannot be accounted for.
Just how much of the missing money was pocketed either by US contractors or Iraqis is not clear, nor is it likely that a full picture of what happened will ever be painted. Even so, Stuart Bowen, who runs the monitoring office, says that the errant billions may represent the “largest theft of funds in national history”.
Phi Beta Iota: This is old news and it was much more. By one account, Paul Bremer was unable to account for over $10 billion in shipped cash (12 airplanes, $2 billion each, rough estimate $24 billion. That is completely apart from the fact that we paid tens of millions to US contractors when local engineers who built the originals were asking for hundreds of thousands.
Move to Amend: coalition to abolish corporate personhood
Why Groupon Is Poised For Collapse
