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	<title>fredmcclimans.com &#187; fred mcclimans</title>
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		<title>Klout, Big Data and the Meaning of &#8220;Opt Out&#8221;</title>
		<link>http://fredmcclimans.com/2012/05/01/klout-big-data-and-the-meaning-of-opt-out/</link>
		<comments>http://fredmcclimans.com/2012/05/01/klout-big-data-and-the-meaning-of-opt-out/#comments</comments>
		<pubDate>Tue, 01 May 2012 23:43:34 +0000</pubDate>
		<dc:creator><![CDATA[Fred McClimans]]></dc:creator>
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		<category><![CDATA[fred mcclimans]]></category>
		<category><![CDATA[InflenceChat]]></category>
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		<category><![CDATA[sam fiorella]]></category>
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		<category><![CDATA[Transparenty]]></category>
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		<category><![CDATA[Wired Magazine]]></category>
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		<guid isPermaLink="false">http://fredmcclimans.com/?p=939</guid>
		<description><![CDATA[Is it possible to have a Klout Score of Zero (K = 0)? Why, you might ask, would anybody want to have such a score in the gamified realm of influence measurement, where higher scores indicate a higher level of perceived online influence? The answer may lie in the way that Klout profiles you, branding [&#8230;]]]></description>
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		<slash:comments>23</slash:comments>
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		<title>Disruption and (non) Innovation, Part II</title>
		<link>http://fredmcclimans.com/2012/04/17/disruption-and-non-innovation-part-ii/</link>
		<comments>http://fredmcclimans.com/2012/04/17/disruption-and-non-innovation-part-ii/#comments</comments>
		<pubDate>Tue, 17 Apr 2012 15:41:01 +0000</pubDate>
		<dc:creator><![CDATA[Fred McClimans]]></dc:creator>
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		<category><![CDATA[fred mcclimans]]></category>
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		<category><![CDATA[Legislation]]></category>
		<category><![CDATA[marketing]]></category>
		<category><![CDATA[Regulation]]></category>
		<category><![CDATA[Ron Popeil]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Supply]]></category>
		<category><![CDATA[Wickard]]></category>

		<guid isPermaLink="false">http://fredmcclimans.com/?p=926</guid>
		<description><![CDATA[The words “Disruption” and “Innovation” have become lexicons of our current business vocabulary. But while they are closely linked, they are (as mentioned in my post Disruption and Innovation, Part I) two very different beasts. Not surprisingly, I increasingly hear people speak of their organizations as being disruptive in a market, of having a disruptive [&#8230;]]]></description>
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		<slash:comments>5</slash:comments>
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		<title>Mentoring, Networking and Innovation – Revisited</title>
		<link>http://fredmcclimans.com/2011/10/24/mentoring-networking-innovation/</link>
		<comments>http://fredmcclimans.com/2011/10/24/mentoring-networking-innovation/#comments</comments>
		<pubDate>Mon, 24 Oct 2011 17:19:14 +0000</pubDate>
		<dc:creator><![CDATA[Fred McClimans]]></dc:creator>
				<category><![CDATA[Articles]]></category>
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		<category><![CDATA[Social]]></category>
		<category><![CDATA[Alan Berkson]]></category>
		<category><![CDATA[apprenticeships]]></category>
		<category><![CDATA[coaching]]></category>
		<category><![CDATA[competitive advantage]]></category>
		<category><![CDATA[explicit knowledge]]></category>
		<category><![CDATA[fred mcclimans]]></category>
		<category><![CDATA[generation y]]></category>
		<category><![CDATA[geny]]></category>
		<category><![CDATA[hyper-connected]]></category>
		<category><![CDATA[influence]]></category>
		<category><![CDATA[innovation]]></category>
		<category><![CDATA[intern]]></category>
		<category><![CDATA[internships]]></category>
		<category><![CDATA[knowledge acquisition ecosystem]]></category>
		<category><![CDATA[mentor]]></category>
		<category><![CDATA[mentoring]]></category>
		<category><![CDATA[Networking]]></category>
		<category><![CDATA[pervasive communications]]></category>
		<category><![CDATA[tacit knowledge]]></category>

		<guid isPermaLink="false">http://fredmcclimans.com/?p=855</guid>
		<description><![CDATA[History is filled with examples of linkages between networking, mentoring and innovation, but over the centuries the knowledge acquisition ecosystem has changed considerably. There was a time when this process was slow and rooted in tacit knowledge, but as the needs and wants of society progressed and evolved, the process became more refined—moving faster— and rooted in the [&#8230;]]]></description>
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