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The author of this book wants readers to pay what they feel the book was worth to them. http://www.reinventingorganizations.com/pay-what-feels-right...

So you if you end up downloading and reading the direct PDF link (the security through obscurity method is clearly failing here) I recommend paying what feels right to the author:

You can watch a pretty good summary of the book here: https://www.youtube.com/watch?v=gcS04BI2sbk

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The PDF link isn't to the book.

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This is a provocative title from VOX. Original data is from: http://www.citylab.com/housing/2015/05/mapping-the-hourly-wa...

EDIT: A lot of the commenters point out it's based on AVERAGE apartment rent. (As opposed to median), which makes it a lot less interesting.

Why so much focus on wage, when we could instead focus on building more housing? It seems like on some level if you increase wages, landlords will just increase rent. If you increase supply, landlords will reduce rents so their buildings don't remain empty.

Doing some quick math, if someone works 40 hours a day for 52 weeks a year at a minimum wage job, they will make: 7.25 * 40 * 52 = $15080 a year.

The VOX article says you should spend at most 30% of income on rent. Which works out to: 4524 a year or $377 a month.

At current mortgage rates (assuming 0 down), someone could break even in 30 years spending ~$77K to build a 1 bedroom apartment using $377 a month to make the loan payments.

It follows that if you could construct 1 bedroom apartments for less than $77K per unit in today's market you could solve the housing problem, and make money simply by providing 1 bedroom apartments to low income minimum wage workers.

An anecdote. When Facebook was based in the Palo Alto area it offered stipends to employees who lives near the office. Landlords learned about this and increased rents accordingly.

I'd expect landlords to do the same if wages go up and supply remains constant.

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This article is "OK", but their example is a 4 person co-op, which makes you think that all co-ops like the food co-ops you see in college towns.

There are actually multiple forms of co-ops. Typically capital does come from the members (whether they be companies or individuals), but it could also come in as debt i.e. from a bank.

For example:

Sunkist is producer co-op owned by citrus growers to vertically integrate. http://www.sunkist.com/about/cooperative.aspx

REI is consumer co-op owned by the shoppers of the store (though arguably managed much like a normal corporation): (And did over $2.2 billion in sales for 2014) http://www.triplepundit.com/2015/04/reis-co-op-business-mode... http://www.seattleweekly.com/2003-06-18/news/who-owns-rei/ http://www.rei.com/about-rei/financial-information.html

Ace Hardware is a retailer-owned cooperative. Where the franchise board is owned by the member franchises. https://www.myace.com/invest/about-ace

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Mondragon Corporation has 75,000 workers and yearly revenues of $13b a year.

http://en.wikipedia.org/wiki/Mondragon_Corporation

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>Ace Hardware is a retailer-owned cooperative. Where the franchise board is owned by the member franchises.

The Ace Hardware franchise requires ~$1 million[1] in startup costs to open a store and be part of the "co-op". Most employees don't have that kind of money and they don't have the collateral to secure a $1 million loan from the bank. When the ticket for admission into the "co-op" costs $1 million, that's not the type of co-op people are discussing. The REI stores co-op is also not a good example of what workers are thinking about. REI is not employee-owned.

I think we need to level-set. When threads pop up about cooperatives, the driving sentiment is from typical workers/employees who don't like the corporate ownership structure (founder has equity worth millions/billions, and/or CEO is drawing $500,000+ salary, etc).

Therefore, the co-op structure where all employees are also the owners and share the profits looks very attractive. The problem is it will end up being a modest business. E.g. a cooperative of IT consultants. The IT Consultants Co-Op don't need members to contribute $1 million each to capitalize the business; they just start billing clients right away. They can pool their modest funds from their hourly billings to buy the shared office a laser printer and a coffee machine.

It would be great if a cutting edge big company (like Google, Amazon, or SpaceX) with ambitious and very expensive goals (driverless cars, drone delivery, Mars colony) could be "employee-owned" but it can't. Employees don't have the money.

[1] http://www.franchisechatter.com/2013/08/31/franchise-costs-2...

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See my comment and article about Publix. It can happen but requires management to have that vision to begin with. Thing is, most have never heard of this stuff working and wouldn't even consider it. Past that, there's the whole angle of "let's get rich owning our own company and selling out our workers later." But, get word out about the successes, then we might get more of them. And maybe I'll be lucky enough to work for one. :)

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There is an interesting metaphor here of how B2B integrations are similar to a farmer's dilemma. Two B2B companies talk about doing an integration. Both will benefit if it is done, but one generally does more of the work.

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Jerry Yang and Steve Ballmer once played a variant of this game.

Both lost.

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Olark is Hiring Remote Backend Python Engineers, and part-time customer service in US timezones

Our collective mission is to:

- To help people make Happy Customers through personality, authenticity, and mutual understanding.

- To exemplify a positive organization by creating a safe space to speak, listen, empathize, and build each other up.

- To be active in the communities around us by learning from and sharing lessons with everyone we meet.

Learn more about our values here: http://www.olark.com/values and positions here: http://www.olark.com/jobs

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Olark | http:/www.olark.com Customer Support Champions | Part-time | Remote | Anywhere, USA

== About Us ==

Olark was founded with the goal of helping small businesses create deeper (and more human!) connections with their customers. Since our initial funding from Y Combinator in 2009, we have bootstrapped a profitable company centered around a simple, powerful, and beautiful chat product that 9000+ businesses use every day to talk to customers. With two major offices and remote teammates across the world, our small 30-person organization is tight-knit and collaborative despite the distance between us. We believe our positive, participatory, and peer-driven team culture plays a big part in driving our growing success. Come chat with us about it!

https://www.olark.com/about

== Positions ==

Are you fanatical about providing great customer support and have meticulous attention to detail?

We are looking for a new member to join our crack support team, doing front line chat, email and occasional phone support!

Please apply online: https://www.olark.com/jobs

(NOTE: We'll have a bunch of additional positions opening soon)

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Hats off to these guys, I personally felt this is one of the few interviews I've done where the resulting story captures a lot of the flavor of the early days of Olark.

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When we started this Olark, we were big readers of TeamTreehouse (http://blog.teamtreehouse.com/working-in-a-flat-company), and Valve (http://www.valvesoftware.com/company/Valve_Handbook_LowRes.p...).

I can't help but think there are some elements their organizations that they leave out when projecting them outward.

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This is pretty awesome, thanks dave!

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I think Tawk does a pretty good job of handling the basics. Most of our customers operating at any scale end up integrating Olark with a CRM such as Salesforce or a Helpdesk solution. We also have excellent cobrowsing, and a there's also a lot you can do with our api, http://www.olark.com/api.

It's also important to remember they will need to monetize eventually.

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they are already monetizing, just not for the software. Olark is great, but I am sorry to say their app kills Olark..and their new dashboard is feature packed

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