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21 " Eu sou um capitalista bem-sucedido, mas estou cansado de ouvir que pessoas como eu criam empregos. Há apenas uma coisa que cria empregos, e são os clientes. E temos estado a tramar os trabalhadores há tanto tempo que eles não se podem dar ao luxo de ser nossos clientes. - Nick Hanauer "
― Tim O'Reilly , WTF?: What's the Future and Why It's Up to Us
22 " Sonhar o futuro não está reservado aos tecnólogos. O governo do povo, pelo povo e para o povo exige também uma reinvenção massiva para o século XXI. "
23 " Não sou um economista, político ou financeiro que disponha de respostas rápidas sobre as razões pelas quais as coisas podem ou não podem mudar. Sou um tecnólogo e um empreendedor habituado a reparar nas discrepâncias entre a forma como as coisas são e a forma como poderiam ser, e a fazer perguntas cujas respostas possam apontar o caminho para futuros melhores. "
24 " A prosperidade ocorreu quando os frutos da produtividade foram amplamente partilhados; a inimizade, a turbulência política e mesmo a guerra declarada foram o resultado de uma desigualdade crescente. É óbvio que a generosidade é a estratégia robusta. "
25 " Pursue something so important that even if you fail, the world is better off with you having tried. "
― Tim O'Reilly
26 " Obscurity is a far greater threat to authors and creative artists than piracy. "
27 " anyone can download and use the code, and new projects migrate from the edges to the center as a "
― Tim O'Reilly , What is Web 2.0
28 " personal conversation last year, “SQL is the new HTML.” Database management is a core competency of Web 2.0 companies, so much so that we have sometimes referred to these applications as "infoware" rather than merely software. This fact leads to a key question: Who owns the data? In the internet era, one can already see a number of cases where control over the database has led to market control and outsized financial returns. The "
29 " Intel Inside logo: Cars with navigation systems bear the imprint, “NavTeq Onboard.” Data is indeed the Intel Inside of these applications, a sole source component in systems whose software "
30 " didn’t keep all the files in one place like existing online music sites. Instead they stored them on the hard drives of millions of users across the Internet. Andy Oram, one of the editors at my publishing company, made the point to me that the architectural implications of these programs were more important than their business implications. (This is a history that has repeated itself fifteen years later with bitcoin and the blockchain.) "
31 " Amazon sells the same products as competitors such as Barnesandnoble.com, and they receive the same product descriptions, cover images, and editorial content from their vendors. But Amazon has made a science of user engagement. They have an order of magnitude more user reviews, invitations to participate in varied ways "
32 " In our initial brainstorming, we formulated our sense of Web 2.0 by example: Web 1.0 Web 2.0 DoubleClick --> Google AdSense Ofoto --> Flickr "
33 " be released under an open source license.) The open source dictum, “release early and release often” in fact has morphed into an even more radical position, “the perpetual beta,” in which the "
34 " breakthrough in search, which quickly made it the undisputed search market leader, was PageRank, a method of using the link structure of the web rather than just the characteristics of "
35 " services, are about syndicating data outwards, not controlling what happens when it gets to the other end of the connection. This idea is fundamental to the internet itself, a reflection of what is known as the end-to-end principle. Design for “hackability” and remixability. Systems like the original web, RSS, and AJAX all have this in common: the barriers to re-use are extremely low. Much of the useful software is actually open source, but even when it isn’t, there is little in "
36 " product is the collective activity of all its users; like the web itself, eBay grows organically in response to user "
37 " what we believe to be the core competencies of Web 2.0 companies: Services, not packaged software, with cost-effective scalability Control over unique, hard-to-recreate data "
38 " example of such an application, although it hasn’t yet gained wide traction. Nor will the Web 2.0 revolution be limited to PC applications. Salesforce.com demonstrates "
39 " revolution be limited to PC applications. Salesforce.com demonstrates how the web can be used to deliver software as a service, in enterprise scale applications such "
40 " results, continuously and dynamically respond to hundreds of millions of asynchronous user queries, simultaneously matching them with context-appropriate advertisements. It’s no accident that Google’s system administration, networking, and load balancing techniques are perhaps even more closely guarded secrets than their search "