thanks Steve, for everything

That sounds way too sensationalistic, and it probably is. But the drama of that statement is certainly rooted in truth.

Allow me to explain.

Several years ago, I got enamored with the concept of ‘innovation’.

So much so, in fact, that it became a personal buzzword, advocacy, unifying battle-cry.

I read all the books and delved into all of the websites. Innovation and Entrepreneurship. The Innovator’s Dilemma. Innovation : The Five Disciplines. Closing the Innovation Gap. Innovation to the Core. Open Innovation. Innovation Nation. Innovation X. If the book had the word ‘innovation’ in its title (even the sub-title), it had a 90% chance of ending up on my bookshelf. I would get indoctrinated in the religion of IDEO (the Shopping Cart video and the innovation bibles, The Art of Innovation and The Ten Faces of Innovation).

For a time, some really cool friends and I put up Kolektib – an Innovation Hub in the creative hustle-and-bustle of Cubao X. We did Innovation Workshops internally and externally. It was an exquisitely fun time.

Even social entrepreneurship, for me, was a form of innovation – albeit social innovation. Hapinoy and Rags2Riches are expressions of melding social development with business models, a rather revolutionary approach which would certainly qualify as innovating.

I eventually synthesized my knowledge. I wound up conceptualizing, creating, and teaching a class in Ateneo on Innovation. It would tackle the why’s, the what’s, the how’s of the topic. I wanted to transmit the spirit to a next generation of innovators which would try to conquer and/or change the world.

The one line i always wanted my students to remember : Innovate or Die.

But beginning last year, my innovation lens would slowly shift. Not on a different tangent, but rather on a different depth.

I’m significantly more experienced and quite wiser. For all intents and purposes, I’ve changed. But more importantly, the world has changed at a mind-spinning rate – far outstripping my own evolution.

The first decade of the 21st Century was characterized by dizzying change, hyper-competition, unbridled growth – all of the factors that led to an innovation explosion. Globalization was at full-swing, the Internet began to fulfill its promise of changing everything.

And everything seemed possible. Growth was so palpable and reachable, and so businesses began pouncing on the massiveness of the opportunity. Driven by sheer momentum, they just plowed full steam ahead.

An innovation avalanche would ensue.

Innovation and Design consultancies would have a field day. So many new products, services, processes, and business models would emerge. I should know – it’s what I taught :

How Zara had reinvented the supply chain, allowing them to launch new fashion lines at lightning speed.

How the Wii would tackle the Blue Ocean of game consoles, beating the higher-performing Xbox 360 and Playstations by going on a different tangent and tackling non-gamers.

How Procter & Gamble used Open Innovation and launched connect + develop, unleashing a torrent of growth for their brands under AG Lafley’s watch.

More consumers were opening their wallets, and companies were feasting.

But towards the end of the decade, the world would undergo yet another step-change, perhaps an even larger one than the last.

Crises of global proportions would enter the lexicon.

A financial crisis would infect the world over, leading to national economies teetering on the brink. It was a full-blown meltdown and it washed over countries like a worldwide tsunami.

And speaking of tsunamis, the world became a real-life disaster movie. Environmentalists have been banging the alarm bells on the planet for so long, but it’s certainly only in the past few years that climate change has become real to the person on the street. When Typhoon Ondoy hit the Philippines, it was a shock to the system – it dumped one month’s worth of rain in half a day, causing floods in areas we never imagined were possible.

This climate change crisis is of course linked to to the energy crisis – our over-dependence on carbon-based fuels. Generations ago it wasn’t tangible, but now we see just how finite non-renewable energy is. It’s like we’ve got lung cancer and yet ironically still need two packs of smokes a day just to keep on moving.

And while all this was happening, the gap between the rich and the poor continued to widen. The proportion of the world’s population that survives under $2 a day still goes between a third to one-half of the total human race! (depending on which statistics you look at). Without a doubt, the population and poverty crisis continues to rear its ugly head.

And so in the span of a decade, we went from an age of seemingly unbridled growth … and plummeted into an age of uncertainty. An Age of Massively Complex Problems.

And that’s why a nagging feeling in my gut gradually snowballed, until my lens shifted.

I remember some of the projects that were conceptualized in my Innovation Class. A better kind of toothpaste. Refillable packaging for laundry detergents. Heck, even an innovative cigarette that would light without matches. Of course there were some that were more interesting – especially those who were in the social innovation track.

But with all due respect to my former students, it was the teacher who was at fault. We were thinking too small. We were throwing our energies at the wrong things. (just look at my slides)

Power is useless, if misdirected. Same goes for Innovation.

Innovation is good at tackling any problem, but it can be so much greater if it tackled the right ones.

And so I’m drawing a line on the sand, demarcating where my old thinking ends and my new perspective begins :

The only problems worth solving, worth investing your life in, are meaningful ones.

In an Age of Massively Complex Problems, do we really need to design a better toothbrush?

Do we still want to use innovation to drive unbridled growth and overconsumption, for things that people don’t really need but we’d just want them to buy?

Do we want to continue ransacking the planet with novel products that don’t really add anything extraordinary to people’s lives?

I say, that may have its place in the world, but certainly not in mine.

I will invest my time, my resources, my life, in innovation that, frankly, matters.

Meaningful innovation that adds real value to people’s lives, that tackles real problems plaguing individuals, society, and the world.

A lot of Big Problems. A lot of Big Opportunities. A lot of Big Innovations needed.

I call this new evolution of my definition, Innovation(+). Innovation plus, Innovation positive, Innovation with meaning.

The time has come for us to put collective energies into innovations that can create positive differences in people’s lives, for society, and the world at large.

We need platforms for participation; Heck let’s take it a step further as Platforms for Activation – where people are actively engaged in helping things move not just onwards, but upwards.

And so it’s in these specific challenges that I will be investing my energies on :

1. Social Innovations at the Base-of-the-Pyramid
- How can we co-create business models, products, and services that serve essential needs for those that live under $2/day?
- How can we make the poor active participants and co-creators in the common drive to get them out of poverty?

2. Development of Technologies, Products, and Services that Positively Advance the Human Condition
- How can we create new innovations in education, healthcare, energy, and communications that sustainably serve the needs of this generation and the next?
- How do we use innovation and design thinking to tackle everyday problems of society – traffic gridlock, transportation, crime as some examples? (in fact, IDEO has evolved Design Thinking into tackling Big Problems – just look at Open IDEO).
- How can the Big Brands, Big Products, and Big Services reinvent themselves into positively advancing the human condition?

3. Harnessing the Web for Massive Connection, Collaboration, and Change
- As I mentioned earlier – how do we create Platforms for Activation? I can think of no better example than how Iceland recently engaged its citizens to write the constitution.
- How can we use web to either rebuild or create new institutions? Financial institutions, Educational Institutions, Healthcare Institutions, even Governments?

4. A New Kind of Society
- How do we transition a paradigm shift from the traditional economics of GDP into one that measures happiness and prosperity?
- How do we go from unbridled production-consumption-growth into true, sustainable living?
- How do we balance the currents of globalization, localization, and community?

5. Innovating for The Planet
- There’s just no way getting around tackling the Climate Crisis head-on, it’s quite simply the biggest problem that we as a collective species have to contend with.
- In fact, I love what Al Gore writes in his new book/app ‘Our Choice’. In addressing the Climate Crisis, he wants ‘to make the rescue of civilization the central organizing principle of our politics, economics, and action.’

So there. A new personal roadmap, a clearer direction, a manifesto on where I wish Innovation+ will go. Where it will take us, or where we can drive it towards.

One of my all-time favorite quotes is by technologist Alan Kay – “The best way to predict the future is to invent it.” Such wise words in an Age of Massively Complex Problems, an age which needs more and more of us to do Innovation(+).

Now, this whole EduPunk phenomenon is an entirely different conversation in itself. But what I really want to focus on is my experience of fulfilling instant gratification by buying the ebook.

My transition from physical books to eBooks has been brewing for the past couple of years.

Of course, I started by improvising with my Mac  – reading vertical PDF’s awkwardly on a horizontally-oriented screen. Then came the iPhone – and it kickstarted the reading experience on a handheld. After getting a sense of the numerous ebook readers that came out last year, I eventually bet on Barnes & Noble’s Nook and got one last November when it came out. And more recently, I got an iPad – which – intriguingly enough – has the Amazon Kindle App, iBooks, and (just awaiting release) Barnes & Noble’s eBook Reader App.

But here’s the rub. I’m beginning to feel The Rise of the Splinternet.

This new vocabulary was introduced by Groundswell author Josh Bernoff in this article.

Simply put – with the onslaught of these multiple devices, platforms, and software standards – competing companies such as Apple, Amazon, and Barnes and Noble – have created walled gardens, as opposed to the open playground the internet was supposed to be.

Josh shares this summary table :

Now, i felt this first-hand when I tried to buy my ebook.

The reason I bought the Nook before international release is because I bet on the fact that it would would eventually have international presence – meaning I could buy online from their storefront all the way from the Philippines – a feature that the Amazon Kindle already has. Unfortunately, this hasn’t happened yet.

Now, I could have bought the Kindle, but at that time it didn’t provide PDF support. More importantly, Amazon created their own proprietary ebook format, and shunned the cross-hardware-platform ePub – which the Nook embraced with open arms.

So it really is kind of a tangled mess. Because the Nook could read the ePub format, i was able to buy ebooks from different sources outside of B&N and load it in, while waiting their international presence. But along came the iPad, which made my decision-making process ever more complicated.

My ideal situation is that I could buy an ePub book which I can then read on my Nook, on my Mac, on my iPhone, and on my iPad. I really don’t have that option right now.

B&N doesn’t have international sales yet; The iPad has iBooks which can read ePub, but it’s not yet available in the Philippines. Amazon Kindle is on the iPad/iPhone, but it’s not in ePub format and hence I can’t load it on my Nook.

I eventually bought the Amazon Kindle ebook, because it was the only avenue I could buy this book from, as it wasn’t available in the ePub online bookstores yet.

Whatever happened to Openness? Can’t we all just get along?

Before anything else, let go of your easily-prickable Pinoy pride for 15 minutes and read (or re-read) Nick Joaquin’s A Heritage of Smallness.

In this influential essay, the one-time National Artist for Literature holds up a mirror to the Filipino Soul and eschews our love affair with all things small :

“Society for the Filipino is a small rowboat: the barangay. Geography for the Filipino is a small locality: the barrio. History for the Filipino is a small vague saying: matanda pa kay mahoma, noong peacetime. Enterprise for the Filipino is a small stall: the sari-sari. Industry and production for the Filipino are the small immediate searchings of each day: isang kahig, isang tuka. And commerce for the Filipino is the smallest degree of retail: the tingi.”

He further builds his case, noting the Philippine aversion of going for big, bold risks.

Whereas other countries have the grandeur of millenia-old pyramids, colloseums, or castles, our landscape reveals … invisible traces of the nipa hut, obliterated in months and years, not centuries.

This seeming absence of ambition in our DNA is a reinforcement of Joaquin’s three theories :

“First: that the Filipino works best on small scale–tiny figurines, small pots, filigree work in gold or silver, decorative arabesques. The deduction here is that we feel adequate to the challenge of the small, but are cowed by the challenge of the big.

Second: that the Filipino chooses to work in soft easy materials–clay, molten metal, tree searching has failed to turn up anything really monumental in hardstone. Even carabao horn, an obvious material for native craftsmen, has not been used to any extent remotely comparable to the use of ivory in the ivory countries. The deduction here is that we feel equal to the materials that yield but evade the challenge of materials that resist.

Third: that having mastered a material, craft or product, we tend to rut in it and don’t move on to a next phase, a larger development, based on what we have learned. In fact, we instantly lay down even what mastery we already posses when confronted by a challenge from outside of something more masterly, instead of being provoked to develop by the threat of competition.”

While there’s most certainly truth in this – denial would only be delusional and unproductive – it’s time to reframe Joaquin’s thoughts and put them in a new historical perspective; Most especially since this so-called heritage of smallness is a jiu-jitsu move whose time, I believe, has finally come.

The transformation spurred by the Industrial Revolution saw unprecedented growth and scale driven by cookie-cutter replication;  This great leap forward was facilitated by large-scale organizations and systems : huge industrial factories and their assembly lines, massive one-size-fits-all educational systems, sprawling country-wide infrastructure – all supported by financial institutions that both oiled and churned the giant wheels of commerce.

Just consider the following examples :

The tri-media attack of Television, Radio, and Print became national – even global – platforms, easily influencing and swaying popular opinion at a massive scale.

Big Business got bigger, while the small guys got smaller. The latter would eventually became roadkill for the ever-burgeoning class of multinational corporations : Wal-Mart dries up the Neighborhood Mom & Pops, Starbucks engulfs the local coffee shops, Barnes and Noble kills the community-based bookstores.

The so-called First World Countries’ GDP’s would balloon and dwarf those in the Third World at mind-boggling ratios. These countries even formed an Industrialized Nations’ Club called the G8 – with their collective financial institutions pretty-much dictating the pace of the World Economy.

But something peculiar happened at the turn of the century.

The large institutions started teetering, and are now on their way into becoming dinosaur-obsolete – their 20th century innards simply being torn apart by 21st Century Realities.

The seemingly impenetrable consolidation of media became oh-so-vulnerable. Professionally produced shows on Television compete with amateurish two-minute antics on YouTube; Internet radio is replacing the radio station as we know it; And every week we extol eulogies on yet another magazine and/or newspaper’s death, as they become replaced by blogs, websites, and online forums.

Even Big Businesses are in quite a disarray. Wal-Mart survives through its ongoing reinvention; Starbucks is now buckling under its own weight – in fact, its new experiments are going community-based as unbranded local shops; Amazon.com and a myriad of niche online booksellers continues to threaten the very economics of brick-and-mortar stores. And don’t get me started on the really easy pickings, The Banks That Were Too Big To Fail, But Did.

On that note, the Global Financial Crisis of ’08-’09 swept across the industrialized nations – their financial institutions becoming a worldwide domino of economic disaster. Tackling this dangerous web was no longer something that the G8 could address in isolation, and so to deal with it they had to involve an expanded group, the G20.

The most-developed, largest countries which just a decade ago seemed invulnerable flirted with disaster and economic depression.

This breakdown in large 20th century institutions certainly has me thinking : maybe Being Big isn’t that – pun intended – big a deal anymore.

From 2010 onwards, maybe it’s time to revisit the other side of the spatial spectrum and get reaquainted with the virtues of smallness.

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It’s no secret that The Rise of Smallness is being fueled by the Internet’s overarching disruptive shadow. Call it what you will – Wikinomics, The Groundswell, The Long Tail, an Army of Davids – the fact is that no other time in history has power been so democratized and redistributed – from multinational companies into a mosaic of startups; from large institutions into the hands of collective individuals.

Indulge me now by sharing with you Exhibits A & B  (both hailing from the same source : uber-brain-food magazine, Wired’s Issue 17.06 – a major, major influence on my thinking with regards to this matter).

Exhibit A is the article, The New New Economy : More Startups, Fewer Giants, Infinite Opportunity -  which showcases the decline in number of the Megacorporations and the viral proliferation of an Ecosystem of Startups.

Exhibit B is more a mindbend, if you will.  Kevin Kelly talks about The New Socialism : Global Collectivist Society is Coming Online – and this is where it makes the leap from mildly interesting to extremely interesting.

Because the secret sauce isn’t really in The Small per se; it’s the aggregation of what I can only call as ‘The Many-Small’ into an almost sentient-network, mimicking swarm intelligence.  And so it’s not just the empowered individual which is the focus of the matter, but rather the groups of individuals bound together, moving from Web 2.0 Guru Clay Shirky‘s hierarchy of sharing, cooperation, collaboration, and collective action.

What does this all have to do with the Philippines?

Because for better or for worse, Nick Joaquin is absolutely right. We are indeed a nation of smallness, divided across a myriad of 7,107 islands.

From sari-sari stores to barangays, from nipa huts to sachets, from farming small plots of land to microfinancing – it is the small that dominates the Filipino landscape.

But if we mirror the Internet model, then we can arrive at the logical conclusion that we’re sitting on a goldmine. And it’s not in The Small. It’s in harnessing The Many-Small.

Our work in Hapinoy is an extremely relevant example to the thinking here. The smallest, minutest unit of retail – the humble sari-sari store – by far dominates the number of retail outlets in the country. While there may be a few thousand supermarkets and groceries nationwide, there are almost 700,000 sari-sari stores sprawling every nook and cranny of the archipelago. 700,000! Numerically, that’s more than 90% of all retail.

So individually, the sari-sari store is too micro to make a dent in the universe. But as a Hapinoy network, the aggregation and alignment of hundreds of thousands of sari-sari stores represents a massively untapped economic opportunity. It’s most definitely not Wal-Mart, but it is a powerful force in its own right.

What makes this model more resilient is that its not solely reliant on a centralized nervous system. Close one Big Box Hypermarket and your business goes under; Close a couple of hundred sari-sari stores and you’ve got an equal number of stores that can willingly take its place. It’s self-healing on the fringes, with a high tolerance for fallouts.

Now extend this Hapinoy model into other Filipino Many-Small realities.

Micro-Businesses.

Barangays.

Public Schools.

Agricultural Plots of Land.

Seven. Thousand. One Hundred. Seven. Islands.

And then add layers of technology to mesh them together – wireless networks, mobile communications, the web as a platform – and the possibilities just effortlessly, exponentially grow.

Let me make it clear that this I am not proposing mere consolidation; The model is hinged on networking and connection. Every point in the mesh retains its individuality – every Hapinoy Store retains its freedom and ownership – it can link and de-link with the chain. But whenever it is plugged-in, then it benefits from the power of the unified group.

—

To end, the challenge of Nick Joaquin wasn’t only in the Filipino’s limited capacity of churning out small things; It was also very much a commentary on the smallness of our thinking – of our lack of ambition, of grandness, of boldness.

But just because we’ve got small things doesn’t mean we have to think small.

The fact of the matter is that we probably won’t be building grand pyramids anytime soon;

But the good news is that we might not even have to.

We can embrace our heritage of smallness;

We can embrace the small things this heritage has given us.

Because at this point in history, we can make enormously gigantically big things out of them.

The SkyEye team listed above. Not in picture are : JB , Chemical Engineer from La Salle; Serge Gonzales, 2nd Year Management Student (Chief UAV pilot), and Philip Cheang 4th year BS Information Design.

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Using Unmanned Aerial Vehicles (UAV’s) that can do aerial video/photography, SkyEye envisions itself as providing Aerial Imaging and Mapping, Interactive Mapping, and enabling Traffic Support Systems, as part of its portfolio of commercial services.

Now, an amazing factoid is that this team – Matt, Roy, Martin, Vinni, Kylo, and Happy – are still undergraduate students of the Ateneo – tinkering with technology and figuring out a commercial business model out of it.

So, never being one to miss an opportunity to try something novel – as this certainly falls into my ‘One New Thing A Week’ category – I met up with the group in the Ateneo SEC Field to check out this intriguing project :

Serge Gonzales and Matthew Cua of SkyEye, with their UAV.

The Unmanned Aerial Vehicle with a Lumix LX3 attached

You can view the UAV’s camera through goggle displays while the pilot mans it with a radio controller

Picture of me face-to-face with SkyEye; Pilot Serge Gonzales manning the controls.

Picture taken from SkyEye. Also in the picture are Dr. Greg Tangonan and Paul Cabacungan of the Ateneo Innovation Center (more on that later).

Here’s a video of SkyEye in action :

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All-in-all, it was a really cool experience to have actually tried out SkyEye. It was like playing a Flight Simulator using Terminator vision goggles.

But beyond the nerdgasmic angle, my entrepreneurial mindset eventually kicked in and my mind was racing through real-world applications of this technology. And Aerial Photography is just the tip of the iceberg.

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Now, I’d like to take a step back and look at the SkyEye Project in a larger context.

Because the SkyEye Project is the kind of student-centric innovation being cultivated at the Ateneo Innovation Center, a nexus point wherein Ateneo School of Science and Engineering undergrads can collaborate with other colleges – as well as other schools – in order to explore, tinker with, and apply new technologies to the real world.

But while it’s fraught with practical experimentation and applications – as evidenced by the SkyEye project – it also has an eye of incubating student projects, interfacing them with the industry, and bringing them to market.

In fact, I have two hats in dealing with AIC — #1 as a resource (Greg Tangonan, the Director, has invited me on board as a resource), but also #2, as a customer. And this is because Hapinoy and Rags2Riches are collaborating with AIC on a few key projects.

Ultimately, the AIC gives me hope that a new generation of tinkerers with business sense are about to set loose to the world-at-large. And maybe somehow, this will catalyze a new wave of technology-based entrepreneurs.

Now, while i won’t hypocritically claim that I don’t get a lot of “free” stuff from – ahem – alternative sources, the flip-side is that I’m pretty much willing to fork over hard-earned dough for highly-selective content (more on that later), especially when the content meets my price-i’m-willing-to-pay-for requirements.

This, after all, has become the current fodder of discussion and debate — in the age of the internet, how do you get people to pay for content that they could otherwise just download for free?

I don’t know the absolute answer to that.

But what I do know is this – of all the new music loaded on my iPod last year, two albums came from CD’s that I actually bought from the record store –  U2′ ‘No Line on the Horizon’ as well as Sugarfree’s ‘Mornings and Airports’.

Traditional marketing will say people will pay for value. That’s inarguably true. But then again, i’ve got a lot of other valuable content that I didn’t pay a single peso for. So the answer must be something that pushes the boundary on “value”.

The truth of the matter is – and this is quite corny – what ties together content that I am willing to pay for is something quite intangible — it’s the unexplainable emotional loyalty I have to the content/artists/magazine/movies/etc.

It’s almost as if I’m telling FastCompany, as an example — “Take my money! I want to contribute in my own way to your continuing existence.” Or with Sugarfree — “I respect your music too much to just buy the P35 pirated CD.”

It’s absolutely irrational, I know.

But those who crack this irrationality – this human quirk – will, I earnestly believe, win in this new age of content.

I formerly blogged about the new Business Model FREE, as popularized by Wired Editor-in-Chief Chris Anderson – who eventually wrote an entire book built on the concept. Read the book here.

Now along comes the greatest rock band in the world, U2, and they play this card to the hilt — to the point of broadcasting their entire 360 Concert for FREE on a special YouTube Channel, www.youtube.com/u2.

How this will play out in terms of album sales and concert attendance is still anybody’s guess. But kudos to U2 for experimenting once again, and giving me goosebumps for remembering when I caught them live during the Vertigo Tour.

I’m a great fan of Shift Happens, a presentation made by educator Karl Fisch that spread like wildfire around the world – seamlessly blending statistics, infographics, and social media and making it digestible for the 21st Century.

Of course, it was also largely due to the face that xplane, an information design consultancy, took on his original powerpoint, and jazzed it up with an MTV-meets-the-web vibe coupled with a hollywood-ized cinematic soundtrack.

Recently, xplane has released Did You Know? v 4.0 — this time with a special focus on the sweeping, shifting social media landscape and technology convergence. It’s a concise-enough video, considering all the info they were able to cram inside of it; Definitely ripe with statistics that will either leave you dumbfounded at the rate of change, or give you a tease of the huge waves of opportunities that are emerging in front of our very eyes …

Here are some pictures from the Y4IT event.

I was in the process of organizing and rationalizing my bookshelf last night.

As is the usual case, my geek-self couldn’t help but start cataloging into a database the latest iteration of my library.

And so I started typing away in a Google Docs spreadsheet so that the list would be cloud-accessible.

But then memory struck, and I recalled that I had signed up for a web-based service called Shelfari, a library manager of sorts. So I drew up the web page, and lo and behold my account was still blessedly active.

What is Shelfari? To copy-and-paste their website’s about us section :

Based in Seattle, Shelfari introduces readers to our global community of book lovers and encourages them to share their literary inclinations and passions with peers, friends, and total strangers (for now). Shelfari is a gathering place for authors, aspiring authors, publishers, and readers, and has many tools and features to help these groups connect with each other in a fun and engaging way. Our mission is to enhance the experience of reading by connecting readers in meaningful conversations about the published word.

Shelfari’s members:

• Build virtual bookshelves to express themselves to their friends and to the world
• Discover books that are popular in their trusted circles of friends
• Influence peers by rating and discussing books online
• Discover and learn from people with similar reading tastes
• Participate in online book groups to further explore literature and share ideas
• Interact with and learn from authors

I initially hesitated — how can this be this website be universally applicable to my library management needs?

And so I started using it.

And as I started effortlessly adding up book after book after book, intuitively adding metadata – i’ve read it, i plan to read it; 1 to 5 star-based ratings; i have it/i plan to buy; user-generated reviews; tagging – i realized just how user-friendly this service was.

But the transition from user-friendly to downright useful becomes apparent with the site’s social networking features.

Diving into friends’ and groups’ respective library shelves is a fun, time-wasting breeze. It’s a foray into a veritable treasure trove of books and titles just waiting to be discovered, as aligned to your unique and particular interests. Think of it as social bookmarking, but this time literally “book”-marking. And this process of discovery then leads to new books for future purchase and consumption. No wonder Amazon.com bought Shelfari last August 2008.

But of course, back to the initial intention that got me to rediscover Shelfari – Library Database Management.

Other people might say that this is just an obsessive-compulsive impulse being satiated, and they may be right. But the truth is I really don’t care. Shelfari is manna from heaven in maintaining an online database of my books, presented in a visual manner that is just intuitive and appealing (although I wish that I could organize the books into sections/categories).

Under the span of an hour, I was able to find my books and fill up my Shelfari library shelf and – voila! – my physical library had become represented, virtually.

Now if only they can link my shelf into Stanza and/or Zinio Reader, that would most certainly close the loop

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Let’s connect on Shelfari here.