July, 2009

Navigating Niches, London, England

Flowing through space, navigating dark and light, skateboarders and BMX riders in the South Bank skatepark along the River Thames, London, England…

Flow, South Bank, London, England
Flow, South Bank, London, England, July 2009

I love that there are Yelp reviews and directories of skate parks around the world; I wonder if there is a mobile site, an iPhone app, a dedicated social network, a Twitter feed, a Facebook page et. al.? How does a niche culture flow onto the web, and in what contexts does the culture adapt to the web?

To extend the thought, how does a culture learn to reach its niche, to aggregate its members, to serve itself, to distribute content and context within itself? Yet another example that the future of companies that aggregate content and distribute context are in the niches.

Silence, South Bank, London, England
Silence, South Bank, London, England

Entrance, South Bank, London, England
Entrance, South Bank, London, England

Pause, South Bank, London, England
Pause, South Bank, London, England

Exit, South Bank, London, England
Exit, South Bank, London, England

Three Views, London, England

Three views along the River Thames in London, and three points on careers in large companies.

One / In, London, England
One / In, London, England, July 2009

Two / Down, London, England
Two / Down, London, England, July 2009

Three / Out, London, England
Three / Out, London, England, Jul 2009

Related
James Gardner, Advice for newbies starting their careers in large companies. All 20 are brilliant, but three of note:

4. Your career will now be a race to get as specialised as possible in order to prove you are good enough to be management. Then you will spend the rest of your career becoming generalised enough to run big teams of specialists. The first part is a race to be better than everyone else. The second part is a race to make sure you know more people than everyone else.

5. Oh, you don’t want to be management? I’m sorry to hear that. Your career options have a finite upper ceiling through which there is no possibility of breaking. Don’t believe management when they tell you otherwise.

20. Evaluate every day and see if what you are doing is still fun and interesting. Do not continue with what you’re doing if you can’t see a pathway in the short term to fun and interesting. I have seen so many unhappy people in workplaces who don’t take positive action to change their circumstances. They are unpleasant people to be around, and I think it is probably habit forming.

 

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