Category: Internet

  • Google, Yahoo & Other Tech Companies to Operate Freely in Cuba

    A recent decision by the United States Treasury Department to open up closed societies to American technology companies was met, at least for the first few hours, with radio silence in Cuba.

    Treasury's intention is to “make sure the information flows,” under the assumption that “it will have political implications in a range of ways.” But the minimal reaction online is indicative of one of the biggest obstacles to this effort: social media works best with internet access.

    According to the International Telecommunications Union, only 13 percent of Cubans have access to the web, while the other two countries subject to the ruling, Iran and Sudan, have 31 and 10 percent of their populations on the web, respectively.

    Sentiments trickling out of the Cuban blogosphere — including blogs both from the island and from its diaspora–underscore this point. This will be for the personal use of the dictators, because you aren't allowed to have internet in Cuba,” comments El Colmo at Diario de Cuba.

    Juan Rodriguez, also at Diario de Cuba, adds:

    La dictadura militar cubana nunca dejara que el pueblo cubano tenga servicios de internet en sus casas:Desde que se implanto la dictadura ‘revolucionaria' de Fidel Castro, al pueblo cubano le han bloqueado los accesos a las fuentes internacionales de informacion…ellos saben que mantener desinformado al pueblo cubano garantiza la sobrevivencia de la propia dictadura.

    The Cuban military dictatorship will  never let Cuban people have internet service at home: Since the introduction of Fidel Castro's ‘revolutionary' dictatorship, access to international sources of information has been blocked for Cubans…they know that keeping the Cuban people uninformed ensures the survival of the dictatorship itself.

    Lack of access isn't the only factor that may be muting Cuban reaction to the easing of restrictions. As Havana Times writes:

    If these countries actually desire to use U.S. internet companies is another subject.

    And, taking the prospect of anti-American sentiment a step further, Cuba Journal writes in a post titled “The Arrogance of it All”: 

    I say that the new rules will make it possible for the imperialists to communicate better with the mercenaries that they hire inside those three countries.

    Stateside, US-Cuba policy blogger Phil Peters praises the decision, saying: 

    This is progress; the regulations are catching up to the Secretary of State’s speech on Internet freedom. 

    And Bloggings by Boz tweets:

    The US lifted all restrictions on internet providers doing business with Cuba. They don't have that excuse anymore.

    While it may be difficult to argue against a set of clear and transparent rules for what companies like Google and Yahoo can and cannot do within other nations, this step forward seems to have merely highlighted the lack of larger scale changes that many Cubans and Cuban-Americans may be hoping for.

    The thumbnail image used in this post is by manfrys, used under a Creative Commons license. Visit manfrys' flickr photostream.


  • Battery Ventures Closes $750M Fund

    Wade Roush wrote:

    Battery Ventures, which has offices in Waltham, MA, Menlo Park, CA, and Herzeliya, Israel, said today that it has closed its latest fund at the targeted level of $750 million. The firm says it plans to invest the fund—its ninth—in Internet, digital media, financial and information services, cleantech, software, enterprise IT, semiconductors, and industrial technologies. Managing partner Tom Crotty said in a statement that Battery could not have closed the ninth fund at the $750 million target (the same size as its eighth fund) without the “strong support” of existing limited partners, who make up 85 percent of the fund’s investors. Battery’s Boston-area portfolio companies include ITA Software, Pursway, and Viridity; the firm was also an investor in Akamai (NASDAQ: AKAM), which went public in 1999.







  • Really Smart (and Social) Energy: GroundedPower’s System Pinpoints User Motivations to Lower Home Energy Consumption

    GroundedPower
    Erin Kutz wrote:

    These days, it seems there’s nothing that can’t be accomplished by the use of online social communities. Even lowering energy consumption.

    That’s the approach taken by GroundedPower, a Gloucester, MA-based startup that produces a system that monitors consumers’ real-time energy consumption and spurs them with goal-setting and online community engagement to lower that consumption over time.

    The company formed in mid 2008 from the union of a psychologist and educational software developer (CEO Paul Cole), a utility company veteran (president Carl Gustin), and a software engineer who previously helped found an online behavior change program to help smokers quit (VP of engineering Michael Bukhin).

    Monitoring consumer energy usage for information purposes isn’t new. Existing smart grid technology includes intelligent monitoring systems that track the electricity coming from homes. But the point of GroundedPower’s Interactive Customer Engagement System (iCES) isn’t just to tell consumers where and how much energy they’re consuming, but to help them change their behavior in practical ways. The company uses the psychology background its founder Cole to incite consumers to lower energy consumption based on what really makes people tick

    “It became clear that information by itself without helping people to think on what to do about it wasn’t going to help,” Cole says he, and the other founders, discovered when they initially started developing their product. “That brought us to an integrated system where there’s a self-audit capability and social feedback.”

    iCES starts with a monitor on home energy meters, which sends information to a wireless gateway device in the home. The gateway then transmits that information (via Ethernet) to GroundedPower’s online dashboard, which users can access by logging onto the company’s Web portal. Once logged into the system, users can view their energy consumption, set goals, and create profiles to compare their households to others in the iCES user community.

    “Our whole premise is that information alone will not create a persistent behavior change,” says David Rosi, the company’s senior VP of marketing, sales, and business development.

    The energy monitoring system then allows users to set goals for their household energy consumption based on different sets of motivation, such as money, the environment, competition, learning, and encouragement. For those who recognize their main motivation as the dollar, their iCES interface reports their energy consumption and savings to them in terms of monetary value.

    GroundedPower’s system also allows users to track their energy usage based on carbon output or kilowatt hours, to appeal to the environmentally minded. For the competitive types, users can …Next Page »







  • Google Prettifies RSS With Tablet-Ready Google Reader Play [Google]

    The mad scientists at Google Labs have unleashed their latest concoction: Google Reader Play, a new way to look at your feeds one Google-suggested site at a time. It’s actually pretty neat! And would be perfect for the iPad. More »







  • How Google’s New App Store Impacts Microsoft, Amazon, and Startups

    Google
    Gregory T. Huang wrote:

    Google announced last night that it has officially opened an online store for outside developers to sell their business software applications. The Google Apps Marketplace offers cloud-based software that is integrated with Google Apps—things like Google Calendar, Google Docs, and Gmail for businesses. (That might be a record for the number of Googles in one sentence.) Developers will give Google (NASDAQ: GOOG) a 20 percent cut of each app sale, on top of paying a one-time, upfront fee of $100.

    The move is widely viewed as an effort by Google to compete more strongly with the core business software sold by Microsoft (NASDAQ: MSFT). The announcement happens to come just a few days after Microsoft CEO Steve Ballmer laid out his company’s plans for cloud-based software in a sweeping talk at the University of Washington. It also comes on the heels of Google’s acquisition of DocVerse, a collaborative software startup whose technology could help connect Google Docs with Microsoft Office.

    And what about Amazon’s cloud computing platform? Thousands of startup developers use Amazon Web Services (AWS) to store data, and to host and manage their applications. But Google’s new app store doesn’t stop any developer from also using AWS. Rather, developers can still use AWS for back-end IT services and now market their software through Google Apps. Amazon (NASDAQ: AMZN) itself doesn’t have a business-app marketplace, though it is rolling out mobile “active content” for consumers in its Kindle store later this year.

    In fact, Google and Amazon both provide cloud “infrastructure”—software platforms for developers and companies to use as much or as little cloud-computing resources as they want, without the expense and hassle of maintaining their own servers. Microsoft’s cloud platform, Azure, is getting in this game as well, but it’s not entirely clear how much Microsoft intends to tie developers into its cloud products. Microsoft’s core business thinking is rooted in proprietary desktop-based software and distribution partners—which isn’t a bad model, but how well it transfers to the Web developer ecosystem remains to be seen.

    Bottom line: tech startups can now use a hybrid of Amazon and Google cloud services to develop, host, and market their software. This could potentially unseat Microsoft as the king of business software—but it’s still early in the game. (Though surely Oracle, IBM, and SAP are paying close attention too.)

    Meanwhile, there are 50-some apps already available in Google’s app store. Among them are products from at least three Seattle-area companies that we follow regularly:

    Concur, a Redmond, WA-based maker of corporate travel and expense management software, is offering an expense-reporting service for small businesses through the Google …Next Page »







  • 10 biggest dot.com flops – Lessons learned? And my stories

    CNN has an interesting story, “10 biggest dot.com flops“.

    For the 10th anniversary of the Nasdaq’s all-time high, CNNMoney.com took a look at the biggest busts of the dot.com bubble.

    Pets.com (1 of 10)

    The Pets.com sock puppet has become synonymous with the dot.com bust.

    The pet food and supplies company is perhaps the most recognized flop from the dot.com bubble because of its famous marketing campaign. Pets.com ran ads of a dog sock puppet interviewing people on the street. The mascot appeared in a Super Bowl commercial and even got its own balloon in the Macy’s Thanksgiving Day parade in 1999.

    Important lessons for our generation to learn to recognize what Dutch people learned from their over-exaggerated love of tulip.

    ***

    P.S. At the time of the bubble, I bought some put options and made some money. I like to say if I had held the put options till their maturities, I could have used the capital gain to put a nice downpayment on a house or even bought a small house with cash. Of course, if I did, I might have thought that I was “very smart” and might have lost all my money in the years since. 🙂

    Post-postscript – My little story: Before the bubble burst, someone approached me and want to buy the domain name ideasRevolution.com and I knew I could have sold the name for a few thousand dollars. But I had already put in lots of effort and care in creating the brand/Lovemark, so I didn’t sell out. And I am very glad that I still own ideasRevolution.com today and continue to build it as a brand/Lovemark.

    P.P.P.S. I think the company that wasn’t able to buy my domain name eventually operated under ideas.com for a few years before it went out of business.

    Filed under: Business, insightful, Internet, Lovemarks, united states, World

  • Cisco’s “big” announcement with router CSR-3

    Very insightful piece from Mercury News, “MAGID ON TECH: Cisco’s big announcement with router” (emphasis added),

    Linksys, a Cisco subsidiary, offers really good Internet and networking routers starting at under $50 for home or office use.

    But companies that are in the business of distributing data within the Internet infrastructure and between Internet service providers across long distances need to spend a tad bit more for their routers.

    How much more? How does $90,000 grab you?

    That’s the starting price of the CRS-3, the router that Cisco announced with great fanfare on Tuesday. The device, available later this year, can deliver a whopping 322 terabits of data, which is 3 times the speed of the company’s existing CRS-1 router and 12 times faster than what the competition offers, Cisco CEO John Chambers said. [..]

    Cisco made a big deal out of this announcement, claiming in advance that it would “forever change the Internet.” […]

    In retrospect, I wish I had stayed in bed. […]

    Still, I can’t help feel a little bit used by the company’s public relations people.

    “Forever change the Internet” seems like a bit of hyperbole to me, and, trust me, I’ve heard plenty of hyperbole after three decades covering Silicon Valley companies.

    My biggest problem with the Cisco news conference was trying to stay awake. After two cups of coffee and anticipating that I would learn about something incredible, I was inundated with technical terms that even I don’t understand.

    As talented as Cisco CEO John Chambers may be, he is no match for the other master of overstatement, Apple CEO Steve Jobs.

    Filed under: Internet

  • Hey Online Shoppers, Please Don’t Agree To Withdraw Negative Reviews

    Jessica Palmer at the blog Bioephemera recently had a bad run-in with a bookseller on Amazon, which she talks about at great length in a post. The mistake she made, she says, was that she didn’t exercise due diligence in researching the seller for complaints, and she didn’t read through all the many reviews on Amazon to see if the negative ones demonstrated a pattern. But her bigger issue is that there’s still no way to shame a bad retailer the way local news stations do with local brick and mortar stores, which is why it’s so important to stick by your complaints once you make them.

    She writes that the bookseller, which had ignored her emails during the month she waited for her book to arrive, contacted her immediately once she’d left a negative review on Amazon and asked her to change it in exchange for a refund on shipping fees. Palmer notes that for many customers, it might be appealing to make a little extra money back in exchange for retracting a bad review, but it hurts the whole system:

    What’s so wrong with buying off disgruntled customers? Isn’t it the nice thing to do – to give them a token of apology for their trouble? Sure. But the net effect of this practice is detrimental to the buyer community as a whole, since the bad seller’s feedback rating is no longer an accurate reflection of its performance. The buyers who have been bought off with the token of apology are still unhappy, after all! They’re just less unhappy. Competitor sellers who actually engage in good business practices, accurately describe their merchandise, and have decent customer service still didn’t get that valuable sale. And most importantly, the feedback information used by future buyers to pick the sellers they want to buy from is not accurate, so in future transactions, both good actor competitors and buyers will continue to lose out.

    […]

    Even if you have no ideas for changing the system, I urge you to think about the feedback you do leave as a public service. Truthful feedback really can help other buyers avoid getting ripped off, and direct business to sellers who act in good faith. And while it may feel futile or pointless, it’s one of those benefits that can only accrue if a lot of us chip in for no immediate reward.

    “Shaming in the Marketplace: who polices online sellers scammers?” [Bioephemera]

  • West Wireless Health Institute Names J&J Exec as First CEO

    west-wireless-health-institute-logo
    Bruce V. Bigelow wrote:

    San Diego’s West Wireless Health Institute today named Donald Casey as its first chief executive officer. Casey, a former worldwide chairman of Johnson & Johnson’s Comprehensive Care group, also will serve on the institute’s board of directors, according to a statement issued today.

    Gary West, who sold his Omaha, NE-based West Corp. for $3.3 billion in 2006, founded the institute almost exactly a year ago with a $45 million gift from his family foundation. West, who serves as chairman of the nonprofit institute’s board, told me in October that he founded the institute in San Diego, which already is known as a hub for both the wireless and life sciences industries, to spearhead the development of new technologies that can reduce the costly inefficiencies that plague healthcare.

    As the Institute’s inaugural CEO, Casey will be responsible for organizing and focusing its research efforts in ways that accelerate wireless health innovations. The institute also is intended to serve as a technology incubator and center for wireless healthcare advocacy and education. Casey also will serve a defining role in setting the institute’s global strategy and collaborative efforts in medicine, engineering, technology, and business.

    Don Casey

    Don Casey

    “For me, being the first CEO of West Wireless Health is an absolute honor,” Casey says in a video on the institute’s website. “It means I get to be on the ground floor when we set up our mission, we set up our strategy, and we set up our prioritization, and we begin to set up how we measure ourselves. We want to be an organization that’s focused on outcomes.”

    West told me last year that he viewed filling the CEO position was crucial to the institute’s development, and he personally led the search for what he called “a superstar-quality” person. In a statement, West says, “when we launched our worldwide search for our first CEO last year, I said we would be patient, yet relentless when it came to finding the right person to lead this Institute.” He adds that Casey “knows health care inside and out, and has a stellar track record in identifying and commercializing innovative products.”

    Casey, who began his career with Johnson & Johnson in 1985, oversaw the healthcare conglomerate’s global franchises in cardiovascular, diagnostic, diabetes and vision care. He holds an MBA and bachelor’s degree in business administration from the University of Notre Dame.







  • Building a Gigabit Fiber Network Is Real Hard, Even for Google [Google]

    The WSJ delves into the trials and tribulations of trying to build a gigabit fiber network out to even the 50,000 homes at the low ends of Google’s goals for their trial network. It could cost up to $1 billion, and Google’s already mentioning to people it’s asking for help, like Case Western Reserve University’s Lev Gonick, whose building gigabit fiber to 104 homes, that “we have a lot to learn.” Oh boy, sign me up. (Actually, do sign me up.) [WSJ]






  • Tomorrow We’ll Find Out How Cisco Intends To “Forever Change The Internet" [Internet]

    Tomorrow morning at 8:00 AM PST Cisco Systems will be making an announcement which will “forever change the Internet.” This means we’ve got a nearly all night to speculate, make bets, and daydream of life changing technologies. [ZDNet]






  • BuddyTV’s Andy Liu on the One That Got Away, and What He’d Ask the God of Business

    BuddyTV
    Gregory T. Huang wrote:

    Andy Liu knew something most people didn’t. When I asked him to name his favorite Seattle-area company that he’s not involved with, he said “Picnik” without hesitation. “That’s the one I’d want to be in,” he said. “I’m a big fan.”

    That was on February 26, three days before Picnik, the photo-editing site, announced it had been acquired by Google in the biggest story of the year in the local Web startup community. But then again, Liu would know about these things ahead of time. He is a noted entrepreneur and angel investor, and the CEO of Seattle-based BuddyTV, all at the baby-faced age of 33.

    BuddyTV has been a darling of the local Internet scene as well. Founded in 2005, the startup was backed by Charles River Ventures, Gemstar-TV Guide, Madrona Venture Group, and others. Its TV fan site draws about 6 million visitors a month, and has been ranked in the top three fastest-growing websites in the U.S. for the past few months, by comScore. BuddyTV offers TV-related news, articles, games, videos, and fan gossip.

    “Our grand vision is to build the most compelling fan experience for any TV show,” Liu says. That means if you’ve just watched an episode of “24” or “American Idol,” say, you’ll go to BuddyTV.com to hang out and chat with other fans and read posts about the shows.

    Yet this is clearly a challenging time—and a crossroads of sorts—for the startup. To date, its business has been 100 percent dependent on advertising revenues. In the current recession, the company has been forced to look at other revenue streams—things like virtual currency, virtual gifts, micropayments, subscriptions, and lead generation. In short, getting users to pay for something they’re used to getting for free. (Sounds familiar to the struggles facing journalists on the Web.)

    “We’re at a place where we don’t need financing,” Liu maintains. “We can choose our own destiny.”

    To understand what that destiny is, though, it helps to know Liu’s background. A Seattle native, he worked at AT&T and Boeing (and a few other places) before he founded and ran a startup called NetConversions for five years, through the Internet boom and bust. He turned the company profitable and sold it to aQuantive in 2004. The price was several million dollars, and he made enough to embark on a new career as an angel investor. But before doing that, while still in his late 20s, Liu took a break to travel the world. While he was in Peru—he doesn’t know “if it was the mountains, the altitude, or the beer”—the idea came to him for BuddyTV.

    Liu and his co-founders had a thesis: people were watching TV in a different way from ever before, and the social Web was starting to take off. “Let’s do something super different. Let’s be in a space with slow-moving competitors,” he says. Thirty days after leaving aQuantive, in 2005, he started BuddyTV.

    The first year was rough. Liu says the group’s thesis was probably correct, but the …Next Page »







  • Q&A: OK Go’s Lead Singer Tells Us Secrets of the Band’s Geeky Videos [Interviews]

    With over six million views in six days, OK Go‘s video for “This Too Shall Pass” is the latest in their unprecedented string of runaway YouTube hits. Lead singer Damian Kulash shared OK Go’s video philosophy—and history—with Gizmodo.

    Q: At this point, OK Go may have the best track record of anyone at creating these incredible viral music videos. Why are yours able to stand out?

    A: I think it has become increasingly clear to us, as we have chased our most exciting ideas, that there’s been a dissolution of the distribution system for music. That seems really depressing when you see that records aren’t selling, there’s no way to make any money, the system’s falling apart. But if the system itself is falling apart, then so are the rules wrought by it. Videos evolved in this very restrictive environment of MTV. There were only maybe 100 that would play at any time, and labels weren’t willing to invest in them. So now that the system is falling apart, there’s also no reason to stick within the confines of the definitions that were built up during that system. This sounds heady and pretentious, but it means for us the ability to chase our most compelling ideas. We don’t have to think so much into the box of “Will this song work on this radio format?” There’s an infinite world of possible audiences out there for whatever you’re making now.

    It’s not like we sat down one day and the brain trust came up with idea for “This Too Shall Pass.” Tim [Nordwind, the bass player] and I have known each other since we were 12, and it’s always been the animating passion of our lives to make fun projects together. Everything from making home videos to recording songs. So the fact that the band got signed and gets to make records is all well and good, but that’s all just a part of our creative relationship. Now that we have an outlet for these other things, all the better. The video for “A Million Ways” [below] was originally just a practice run for a live show. When that catches fire… We’re now in a position where we don’t see restrictions on what we can do at all.

    Q: So “A Million Ways” wasn’t even supposed to be a video at first? How’d you stumble onto that dance?

    A: Before we were even signed, we were all living in Chicago and there was this incredible public access show called Chic-a-GoGo. It’s like a lo-fi Soul Train. You bring a five year old in and an art student with a gorilla neck and everybody has a dance party. We only had one song at that point. We got a chance to perform there, which was great, but it was so low budget that they couldn’t record our audio. We decided if we’re going to lip sync let’s swing for the fences, and we came up with this totally ludicrous dance routine to the only song we’d at that point recorded [“C-C-C-Cinnamon Lips”].

    Tim worked at NPR at the time, and Ira Glass was a fan. He took us on tour as his opening act for “This American Life,” and we kept the dance routine.

    Rock shows are such a known quantity. The band does this, the audience does that, and there’s a particular range of emotions people go through. But when you bring something people don’t expect, it really shakes it up and is very different and weird and fun.

    As for the dance for “A Million Ways,” we’d come out with our second record and we didn’t want to do the same dance that we’d done for our first. My sister choreographed a new one for us, and we worked on it in our backyard. The video was a practice tape, but there was something so funny and awkward and weird about it that we just sent it around to friends. Then it suddenly had 500,000 hits, which was more records than we’d ever sold.

    I truly and honestly did not believe that numbers close to that video’s were achievable again. A lot of it was dependent on YouTube being brand new at the time, and people discovering the service when the video came out.

    Q: Do you feel pressure now for every video to go viral? Especially one that took as much time and effort as “This Too Shall Pass”?

    If “This Too Shall Pass” could have a broader footprint than “A Million Ways” or “Here It Goes Again” did, that’s great. But that’s definitely not our intention. From our perspective, the upshot of these things being successful is the ability to do a lot more of them in the future. We’ve done a lot of videos in the last few years. I’m definitely happy with the video of “WTF?” and this latest one, but when these videos do well it makes it so much easier to get the other ideas we’ve conceived done. Saying “I’d love to do this thing [in a video] with six cars” is tough, but now it’s more likely that someone will actually give us six cars. It’s less that they’re designed for viralness and more that the operating principle of our creative life is chasing down those ideas.

    Q: Where did “This Too Shall Pass” come from? Do you consider it a continuation of your previous efforts or a jump forward?

    A: “This Too Shall Pass” is a combination of a bunch of things. Making the treadmill video [“Here It Goes Again”] and the wallpaper one [“Do What You Want”] after that, I just got really obsessed with these contingent systems. Looking at choreography not as dance or movement but as a performance or a system that requires lots of disparate elements to work in perfect synchrony, or sometimes imperfect semi-synchrony. I was thinking a lot about loosely choreographed pieces. What sort of systems can you do that aren’t specifically dance, but you get the effect that the whole is greater than the sum of its parts, because everything works just where it should. Rube Goldberg machines are also, I think, universally magical.

    Our label, bless their moronic hearts, was given our record nine months ago. It kept getting pushed back. We basically wound up with several months of our lives to just get in trouble. If we’d had to go into promo land and get on tour we wouldn’t have time to do this kind of stuff. Basically I got home when the record was done and wrote down my dream list of videos. This whole project started with a two-paragraph description that I put down online as a job post, essentially. I asked for two creative engineers, because I figured that’s about what it would take. Two engineers, and a couple of months. It ended up being more like 60 engineers, and five months of work.

    Q: The set looks like a walking death trap. Did anyone get hurt, or were there any close calls?

    The camera man was actually hit by the giant blue barrel that falls from the ceiling. You see the camera takes jolt at the end, right around the time the airplanes take off. That’s the big blue barrel running into him. Otherwise, there were a few bumps and scrapes and bruises. Brett got hit by the bowling ball when it didn’t stay on the ramp once. But none of the super dangerous things every hurt anyone, that I know of.

    In terms of putting ourselves in harm’s way, what makes these things exciting is the experience quality of it. The essential element of this would be lost if we made a film that depicted all these components but didn’t actually have them. I can think of other music videos that show Rube Goldberg machines, but they’re all carefully edited things. It loses the idea of being there for the people doing it or the people watching it. I pushed the design team to make the ways the machine treats us stranger, rougher. I was hoping the part where I get rocketed across the room would be a catapult. The professional circus riggers who set that up said we couldn’t do that. I was pretty insistent, but they were very clear that no, making you airborne is going to hurt you. And I was like, don’t people do this all the time? And they said sure, there are stunt men who train for years and/or do this with a lot of CG. I wanted to do it, but apparently this is as dangerous as it gets.

    Q: Wait… you had circus riggers on-set? What other professionals came together to help build this thing?

    A: It was such an incredible group of people. The doors that fall at the end were designed by a rigger/builder guy who everyone called “The Pirate.” His mains source of income is working on longships, so he’s actually literally a seaman. The person who painted them is the guy who designed the most recent Coke bottle. It was a crazy group of people. The reason we got that spread is we didn’t walk into USC and ask for their brightest engineers. We posted this stuff on the MindShare Labs list. I think they’re called Syyn Labs now. They’re basically a community of nerdy, creative folks in Los Angeles. Anybody who was wont to go to a lecture series as a drinking venue had access to this. Basically anybody who sees the smart/fun/creative side of engineering.

    Q: Why such emphasis on “old-school physics” and practical effects instead of CG?

    A: On the basic level, this whole project is only exciting because it is real. It’s not a labor of love for anyone to go make a commercial. This is an art project for all these people. If it ain’t the real thing, it’s not worth it. They’re not there to make a video that promotes a band. They’re there to make this awesome project. Any time someone suggested a way to do something easier, I gently pushed them away from it. What makes Rube Goldberg machines so universal is very hard to describe and very easy to lose. If you make it failproof, the thing completely loses its magic.

    Q: Would you say that’s how you’ve historically approached your videos?

    A: Across our videos in general, it’s not really a requirement but it’s something that attracts me. I once wrote out a list of 20 things that make a good video. One of them is that it’s something that anyone watching could, with enough time, have done themselves. Treadmills and choreography and all the things in “This Too Shall Pass,” none of those are specialized access. A broken piano costs like 70 bucks. It’s not like you have to be an engineer to get that.

    Look, we were working with engineers from NASA. Three people who worked on the Mars Rover worked on this machine. And it was wonderful getting people to stop using the specialized part of their skill and get them to use the inspired part. A lot of times I had to explain what “magic” was and what they weren’t allowed to do. You want to use optical gates? Okay, but it has to be followable for the audience. What about lasers? You can’t use something from your lab you worked in, but you can use a laser pointer from a gas station. What if you dissected a Blu-ray player? Fine, but only as long as people can tell it’s from a Blu-ray player. You’d be surprised how much communication it takes.

    Q: Any parts in particular stand out where you could’ve been spared a lot of trouble given a CG or manual assist?

    A: Almost every point in there could have been cheated. There’s no way to cheat the table I’m sitting on in the beginning. I suppose you could maybe put together that machine and then animate the balls but that would’ve been incredibly difficult. Almost everything else would have been a lot easier with a manual cheat or CG cheat. The timing on everything was critical.

    Take for instance the sunrise contraption, the umbrella that comes up as the sun. The timing delay between the sun coming, the flowers coming up, and the birds coming down—we could have just triggered all that stuff electronically or manually. The way it was actually done is changing the fulcrum of the 2x4s that those things were spinning on, so the weights on the end would spin around more slowly. A hammer gets hit on the fulcrum on the back, and by changing where that hammer was, you change the delay until the release of the flowers. That kind of stuff, there’s no reason we couldn’t have cheated all this, but the 60 people who built this thing wouldn’t have had the challenge and the satisfaction of the finished product.

    Q: So what’s next? Do you feel pressure to keep topping yourselves?

    Mostly I’m just excited because I think this makes it more likely that we’ll be able to do more in the future. Finding people who will help us pay for some of these things should be a lot easier right now. And finding collaborators. As wonderful as the team was, there’s no way that those people—no matter how compelling an internet posting I’d put up—there’s no way they would’ve signed up to do this if we hadn’t already done the treadmills. The success of any particular project is that rather than lifting the bar and creating pressure to come up with new ideas, it opens you up to more and more of them. Now it’s more likely that when we call to find an anti-gravity chamber in NASA, it’ll happen.

    Q: Ha. Is that something we can expect to see at some point?

    A: Oh, man. Weightlessness would be the final frontier, I think.






  • Time Warner’s Plan to Make AT&T Suck Less (In NY, Anyway) [IPhone]

    I never thought I’d forgive Time Warner for abominable service before I switched to FiOS—but I just might, if their plan to lease their pipes to AT&T and Verizon makes using an iPhone in NY actually tolerable. UPDATED.

    AT&T’s iPhone problems are two-fold. There’s the wireless aspect, which is having enough towers with enough spectrum for everybody—that’s probably what you’re familiar with. (The problem in really crowded areas is that there’s only so much wireless coverage you can provide before you run into issues like cross talk. We’ll see how it goes down at SXSW this year, since AT&T’s almost certainly loaded Austin after last year’s implosion. In the meantime, the FCC is pushing to get more spectrum into carriers’ hands to ease congestion.)

    The other side is backhaul—the actual pipes carrying data. I’ve never been able to get AT&T to tell me how much of their backhaul is copper vs. fiber, which would tell us a lot about their backhaul capacity. (Fiber can carry a lot more data to and from towers than copper, obvs.) Supposedly, they’re increasing fiber deployments alongside with their U-Verse rollouts, but I’m not sure how (or if) that’s been affected by the slowdowns in U-Verse deployment. (Presumably not much, if at all.) Either way, their needs for backhaul have been exploding.

    Update: Some comments from AT&T about backhaul:

    • We added more than 100,000 new circuits for backhaul last year — four times our 2008 total; we’ve doubled the number of fiber-served cell sites we have.
    • We anticipate that the majority of our mobile data traffic will be carried over the expanded fiber-based backhaul by the end of this year that we’re putting in place to go with the HSPA software that’s at all of our 3G cellsites already and will also be the foundation for LTE.
    • We’ll continue to be aggressive with fiber-to-the-cell-site deployments — 3X what we did in 2009.

    What Time Warner Cable’s offering is more backhaul. That is, according to BusinessWeek, they’re pitching Verizon and AT&T on leasing their pipes in New York City, which is one of AT&T’s two admitted problem areas, besides SF. A short-term solution, it’s cheaper for carriers than installing more backhaul themselves, but would give them additional bandwidth for data-hungry iPhones.

    Which, incidentally, makes me real curious about Time Warner’s broadband cap trials (which haven’t hit NYC, yet, because of how competitive the market is, thanks to FiOS) and how they sell capacity to customers. They’d be selling unused capacity to the carriers, so their incentive would be to sell you as much bandwidth as possible for the highest price, while getting you to use as little of it as possible. Unlike Comcast, Time Warner hasn’t publicly announced they’ll throttle your whole connection during periods of congestion (a net neutral way to manage traffic), but if they’re making a side business out of selling whatever’s not eaten by assholes like you watching tons of internet video, it’s easy to see where the squeeze could come.

    You will pay for your data. That’s the future. But hey, at least your iPhone might work now! [BusinessWeek]






  • Pandora, the Survivor [Internet Radio]

    We’ve chronicled how Pandora was nearly wiped out by the dickish NAB SoundExchange, but actually, it’s been a decade-long struggle to survive. Did you know founder Tim Westergren considered a blackjack tour in Vegas to raise money? [NYT]






  • Qualcomm CEO Outlines Vision for Wireless Internet, Experts Explain Memjet’s Pluses and Minuses, Tech Coast Angels Slow Investment Activity, & More San Diego BizTech News

    Bruce V. Bigelow wrote:

    Qualcomm’s chairman and CEO says the San Diego wireless company is in the driver’s seat when it comes to setting the agenda for the wireless industry. We’re here to tell you what that means, so you don’t miss the on-ramp.

    —When Paul Jacobs was named to head San Diego’s Qualcomm five years ago, the No. 3 son of Qualcomm founder Irwin Jacobs came across as a bit wonky. But Paul Jacobs is getting better at public speaking, as he demonstrated last week in a nearly hour-long presentation at the annual shareholders meeting, where he outlined Qualcomm’s vision for ubiquitous access to the wireless Internet. “We are the ones driving this,” he told the audience.

    —I offered some insights into Memjet, a closely held startup developing new inkjet printing technologies, that I collected from some printer industry experts who preferred to remain anonymous. Len Lauer, who resigned as Qualcomm’s chief operating officer about three months ago, now heads Memjet in San Diego.

    Investments by Southern California’s Tech Coast Angels and affiliated venture firms totaled $61.7 million in 2009, down about 18 percent from the $75 million that was invested in 2008. The network of individual investors put money into seven new deals and 17 follow-on deals last year. In 2008, the angels invested in 15 new deals and 16 follow-on rounds.

    Awarepoint, which has developed a ZigBee-based sensor system to keep track of medical equipment in sprawling medical centers, said it has raised $10 million in a secondary venture round headed by JAFCO Ventures of Palo Alto, CA. Awarepoint’s system provides real-time monitoring of RFID (radio frequency identification) tags that are embedded in patient wristbands or attached to medical instruments.

    The West Wireless Health Institute named former Cardinal Health strategist Amir Jafri as its new chief operating officer. The institute was created last year with a $45 million gift from the Gary and Mary West Foundation to accelerate the use of wireless technologies in health care and medicine.

    —Last year’s inaugural La Jolla Research & Innovation Summit was a two-day extravaganza, but this year the event was held in just one day last week. One highlight: UC San Diego’s Joseph Ford described a new type of solar panel that offers the promise of much greater efficiency in converting sunlight directly into electricity.

    The Founder Institute is recruiting entrepreneurs from San Diego and Orange counties for a second four-month class/startup boot camp, which is scheduled to begin April 6.







  • Net a “Fundamental Right,” 4 Out of 5 Say

    Do you feel that Internet access is a fundamental right? Four in five adults in more than 26 different countries agree with you, according to a new poll sponsored by the BBC World Service. The poll asked more than 27,000 adults about their attitudes towards the Internet, and found that 87 percent of those who regularly use the Internet believe that access should be “the fundamental right of all people.” More than 71 percent of non-Internet users also felt that they should have the right to access the global network. In both South Korea and Mexico, more than 90 percent of those surveyed agreed that access was a fundamental right.

    The survey found that most web users are positive about the Internet: close to 80 percent said they felt it had brought them greater freedom, 90 percent said they thought it was a good place to learn, and just over 50 percent said they enjoyed spending their time on social networking sites like Facebook and MySpace. However, some expressed concern as well, with almost half saying they did not agree with the statement that “the Internet is a safe place to express my opinions.” Germany (with 72 percent) and South Korea (70 percent) had the highest proportion who felt the Internet was not a safe place.

    According to the poll, most users believe that the Internet should not be regulated by governments. More than half of the Internet users surveyed said that “the Internet should never be regulated by any level of government anywhere,” including large proportions of the population in South Korea (83 percent), Nigeria (77 percent), and Mexico (72 percent). A large number of those surveyed said that they didn’t think they could cope without the Internet, including 84 percent of those polled in Japan and 81 percent of those in Mexico.

    Those who were surveyed in the United States were more likely than the average to say the Internet has given them freedom (85 percent compared to 78 percent worldwide). They were also among the most likely to say that they feel able to express this freedom in speech, with 55 percent (compared to 48 percent worldwide) agreeing that the Internet is a safe place to express their opinions.

    Thumbnail photo courtesy of Flickr user Stefan

    Related content from GigaOM Pro (sub req’d):

    Is Google’s China Problem a Groundswell of the Closed Internet?

  • Coupon Surfer Challenges Rush Limbaugh to use Internet Coupons

    Last week Rush Limbaugh admitted that he had never clipped a coupon in his entire life.  This week CouponSurfer has challenged him to use their coupon site to clip his first-ever coupon.  Based upon market studies and tons of compiled data, I have come to the conclusion that Rush is going to be disappointed in couponsurfer.com’s performance in this arena; nowhere in the entire internets did I find coupons for ‘blood of 1,000 virgins’ or ‘Oxycotin.’


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    Coupon Surfer Challenges Rush Limbaugh to use Internet Coupons originally appeared on Gear Live on Fri, March 05, 2010 – 12:28:18


  • Seattle 2.0 Goes from Calbucci to Cabala

    Gregory T. Huang wrote:

    Seattle 2.0 founder Marcelo Calbucci said today he has named television reporter Jennifer Cabala the new president and editor-in-chief of the organization, in charge of business and editorial content. Cabala previously was a TV journalist with KING 5 and Q13 (Fox) based in Seattle. Calbucci says he will continue as a blogger and advisor to the site—which focuses on blogs, features, and events around the local startup community—and will assist in the transition to the new management.







  • Remainders – The Things We Didn’t Post: Multi-Edition [Remainders]

    In today’s Remainders: the many. A new multitouch test app shows that multiple fingers confuse the Nexus One; Windows 7 has sold multiple copies (roughly 90 million); Chrome and its numerous extensions are catching up to Firefox, and more

    MultiSlouch
    Nexus One users have been reporting some multitouch wonkery for a while now, and to get to the bottom of things Robert Green put together the Multitouch Visible Test. The application, available now in the Android Market, basically does what its name suggests, visualizing input by placing colored dots on the screen where it registers your fingers. The first test, on the Droid, runs fine—the dots stick close to the fingers the whole time. On the Nexus One, however, the dots flip around and track to the inverse when the fingers get too close. Google engineer Diana Hackborn responded to the video in a post on the Android developers group:

    this is how the touch screen hardware on the Nexus One works (which is essentially the same screen as on the G1 and myTouch). The Droid has a sensor from a different manufacturer, with different behavior. Other phones will likewise have different sensors.

    Sorry, Nexus One users, it looks like you might be stuck with the wonkery. [YouTube via AndroidandMe]

    Windows 90 Million
    According to Peter Klein, Microsoft’s Chief Financial Officer, Microsoft has sold 90 million Windows 7 licenses since it launched last October. That’s a lot! Klein notes that many of Microsoft’s business customers are readying to make the upgrade, so you can plan on that number growing a whole lot more in the upcoming months. [All Things D]

    Are We Human, Or Are We Surfing?
    Everyone can agree on the BBC’s uniformly high level of programming. This new spot for their upcoming “Superpower” series, a look at the internet and its capacity for transforming society, shows us that their advertisements are no less impressive. The spot uses aliens as a metaphor for internet users, showing how a worldwide network of disembodied individuals can summon the compassion and intelligence required to help humankind through its “infancy” period. Yeah, humankind, that’s great. But superpowers? And aliens?! That’s how they’re really gonna hook the geek community. [Buzz Feed]

    Shiny
    In just the few short months that they have been available for Google Chrome, developers have put together over 3000 extensions for the growing browser. Depending on how you count—Mozilla hasn’t released an official number—Chrome has somewhere between one quarter and one half of the extensions as Firefox, which has been racking them up for a considerably longer period. How to account for Chrome’s extension explosion? It could be its approval process, er, lack thereof. Whereas Firefox’s add-ons spend some time in a review period, Chrome’s zoom into availability as soon as they’re submitted. Chrome’s extension windfall will be bolstered by a recent announcement from Jolicloud, makers of
    [TechCrunch