As museums look for ways to attract more visitors, social media has become a key tool in drawing people along and engaging them. Some museums are trying to be more creative with social media, but step one is to make use of the main tools. Brooklyn Museum is certainly doing that. It has a main web site, a blog, a Facebook Page, a Twitter presence, a Flickr account, a Tumblr, a Foursquare, and more.

Unfortunately, a closer inspection reveals that many of those social media accounts are infrequently updated. Perhaps Brooklyn Museum would be better off focusing on one or two of the tools and using those selected tools creatively. There may be lessons here for other organizations attempting to cover all social media bases.

It is not enough to have social media accounts and badges on your website. You must actively engage the networks for your social media strategy to be effective.

Darwinism, is about natural selection – survival of the fittest.  However, the assumption that the selection will always be the fittest is incorrect. While nature doesn’t make those kinds of mistakes, businesses often do.  

Before product-market fit, find passion-market fit.

Building a product is a process, not a discrete action. And the Internet is efficiently arbitraged. Every single simple thing that can be done is being done, or has been done. The lesson of history is that product-market fit is very precise—one wrong tweak or slightly bad timing and you can miss the whole thing.

So the only way you’re likely to find product-market fit is if you’re almost irrationally obsessed with the market and if you’ve been working on it for a long time. Where the journey is the reward. Then, you’re likely to have unique insights (in the details) and consistent execution, through thick and thin, to find fit.

Often, the best companies are ones where the product is an extension of the founder’s personality, which shouldn’t be a big surprise, since everyone is passionate about themselves.

Adobe has bought EchoSign, an electronic signature start-up, for an undisclosed price. The San Francisco-based company said it will integrate EchoSign — which has three million users — into its document exchange services platform, as part of a push toward a paperless workflow.

Having squandered most of the competitive advantages it once enjoyed, Research In Motion is now caught in a downward spiral that is painful to watch. Strategic missteps and a profound failure to understand the consumer market have whittled RIM’s market cap to less than $15 billion from $83 billion in just a few years. Yet the company’s comedy-of-errors management insists RIM is poised to regain its leadership position.

Which is a familiar scenario to tech industry historians. As Needham analyst Charlie Wolf observes, there are precedents for Research In Motion’s quick and brutal deterioration: Digital Equipment and Wang.

“Over the past 30 years, seemingly impregnable technology companies misread or ignored a disruptive event to eventually disappear,” Wolf writes today in a note to clients. “Think Digital Equipment. The company’s management dismissed the personal computer as a fad only to be buried by it. Compaq acquired the company for pennies on the dollar in 1998. Wang was guilty of the same mistake. The personal computer quickly made the company’s word processors obsolete. … Could the same thing happen to RIM?”