VC Confidential posts them:

1. Face reality as it is, not as it was or as you wish it to be.
2. Be candid with everyone.
3. Don't manage, lead.
4. Change before you have to.
5. If you don't have a competitive advantage, don't compete.
6. Control your own destiny, or someone else will.

Confused Of Calcutta writes:

Anant’s written a post about Orkut Crush which makes fascinating reading. Maybe it’s been happening across many social networking sites, and I just haven’t seen it; possibly because I haven’t used the “looking for someone” facilities.

Orkut Crush allows person A to register a “crush” on person B, and vice versa; the registered information is only provided to the matched pair when both sides signal.

So at a level of abstraction it allows a signalling of intention, done in secret, with the intention only revealed to the other party when matching conditions are met.

Intel has put together SuiteTwo, "a rich set of interconnected services that combine to improve productivity and enable high-engagement marketing. SuiteTwo includes the most trusted platforms for blogs, wikis, RSS feed reading, and RSS feed management, all under a single management interface."

It includes:
- Blogging powered by Movable Type
- Wikis powered by Socialtext
- RSS feed reading powered by NewsGator
- RSS feed publishing powered by SimpleFeed
- Integrated Services provided by SpikeSource

Steve Rubel writes that widgets will transform blogs into start pages:

Widgets are getting really sophisticated. As I have mentioned before, you can easily transform your default home page into a one-stop-shop that covers most of your basic needs. So why can't a blogger provide the same service to people who share a common passion on a topic?

Well, for starters, we are missing key parts of the required infrastructure. Bloggers don't have an easy way to easily manage hundreds or thousands users and their registration and personalization data. This is why we'll see white label services emerge that allow publishers to to snap together widgets like building blocks into sophisticated start pages for their readers. Third parties will handle all of the back-end processing in exchange for a piece of the generated advertising revenue.I would not be surprised to see Google get into this game. It's a great next step for Adsense.

WSJ has a story quoting the Nokia CEO Olli-Pekka Kallasvuo:

He said a large and expanding proportion of China's total mobile-phone sales are going to existing users who are buying new -- and usually more expensive -- phones to replace their old ones. Nokia estimates the replacement-phone share of the total market will be about 55% this year and will rise to 80% by 2010.
...
"In China, the mobile phone is very much a substitute for a PC, meaning that people get their first Internet experience via mobile phones instead of PCs," he said. "I think we can take value from the PC market in this domain -- maybe easier than in the markets that are dominated by traditional PCs."

In a post on Zdnet, Dion Hinchcliffe summarized the eight core patterns of Web 2.0:

Harnessing Collective Intelligence: Sometimes described as the core pattern of Web 2.0, this describes architectures of participation that embraces the effective use of network effects and feedback loops to create systems that get better the more that people use them.

Data is the Next "Intel Inside": A phrase that captures the fact that information has become as important, or more important, than software, which has become relentlessly commoditized.

Innovation in Assembly: The Web has become a massive source of small pieces of data and services, loosely joined, increasing the recombinant possibilities and unintended uses of systems and information.

Rich User Experiences: The Web page has evolved to become far more than HTML markup and now embodies full software experiences that enable interaction and immersion in innovative new ways.

Software Above the Level of a Single Device: Software like the horizontally federated blogosphere (hundreds of blog platforms and aggregators) or the vertically integrated iTunes (server farm + online store + iTunes client + iPods) are changing our software landscape.

Perpetual Beta: Software releases are disappearing and continuous change is becoming the norm.

Leveraging the Long Tail: The mass servicing of micromarkets cost effectively via the Web is one of the primary "killer business models" made possible by the Internet in its present form.

Lightweight Software/Business Models and Cost Effective Scalability: Everything from Amazon's S3, to RSS, to Ruby on Rails are changing the economics of online software development fundamentally, providing new players powerful new weapons against established players and even entire industries.

The two topics that seemed to come up the most often these last three days was 1) how existing major players on the Web can continue on in their leadership roles without significant changes in their business strategies and 2) the need for Web sites and platforms to be as open as possible in order to draw the broadast range of audience and adoption. In a profiled afternoon conversation on day two, AOL's Jonathan Miller seemed to clearly understand these issues -- which are actively facing his company today -- as it heads into the world of user generated contact and social networks, two forces that are growing large new Web startups, and hence competition, very rapidly. These new fast growth site models , such as the ones used with YouTube and MySpace, are not however providing clear paths for way for public company to please their investors (net revenue.) Miller also observed that many large companies are not in a position to acquire hot properties like Google did with YouTube.

It was openness that was clearly the most prevalent topic, with discussions on how companies should free their content and services to be used a wider range of situations, particularly from 3rd party entities, even forming the foundation of other products and services offered by entirely different companies. Openness can also take many forms, from syndicating content to providing well-defined and monetized Web service APIs, and if you don't provide a technical and legal basis for doing so, challenges will only increase as the limited numbers of ways that content and services will reduce the number of overall business opportunities available. And it puts companies that don't do this at a competitive disadvantage to companies that do open up. Finally, openness creates the potential for unintended uses, particular as small, more focused content is opened up (smaller chunks are more reusable and general purpose). It was clear in many discussions, such as with Jonathan Miller, that it's well understood that walled gardens just aren't a viable online business model any longer.