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  • The Liberator Is The First Fully 3D Printed Gun

    Defense Distributed, Cody Wilson’s controversial startup that aims to create the first fully 3D printed gun, has finally achieved its goal. In a video released over the weekend, Wilson shows off a test firing of the Liberator.

    The Liberator doesn’t look all that impressive or intimidating, but it’s not meant to. It’s meant to fire bullets, and the above video demonstrates that it does just that. According to Forbes, the Liberator is made entirely out of ABS plastic except for a nail used as the firing pin. The gun also contains a small stip of steel so as not to run afoul of the Undetectable Firearms Act.

    What may have some people concerned, however, is that not every Liberator will include this strip of steel. Wilson has already published the blueprints for the Liberator at Defcad so anybody with a 3D printer can now print a handgun. The Liberator’s blueprints also include multiple barrels so the gun can fire different calibers of ammunition.

    With that in mind, the Liberator is going to make some people rather uncomfortable. Senators are probably going to draft legislation that’s intended to stop the creation of 3D printed weapons, and may even target 3D printers themselves. Even if that did happen, it really wouldn’t do anything as the blueprint is now on the Internet. It will be incredibly hard, if not impossible, to keep the Liberator out of 3D printer/gunsmith enthusiasts’ hands.

    It should be noted that the Liberator in its current form isn’t going to start arming every man, woman and child with their own handgun. For starters, the gun is still incredibly fragile. A separate Forbes report that covered the initial firing test says that the gun exploded upon an attempt to fire a rifle cartridge. Even when firing compatible bullets, the gun can only fire one round at a time.

    Still, this is a big step forward for Defense Distributed and 3D printing. Something that many, myself included, thought was years away is now here, albeit in a limited form. It will be interesting to see where Wilson and Defense Distributed do next.

  • LinkedIn Is Ten Years Old

    LinkedIn turned ten years old on Sunday. It’s hard to believe it’s been a decade, but believe it or not, the professional social network launched all the way back in 2003. It has come a long way in the meantime.

    The company has put together an interesting visual timeline that you can peruse here. It begins in 2002 when Hoffman recruited a team of old colleagues from SocialNet and PayPal to work on the idea that would eventually become LinkedIn. In the early days, they were sometimes getting as few as 20 signups a day.

    In 2009, Jeff Weiner joined as President, and would then become CEO, a title he currently holds. Two years later came the IPO.

    Reid Hoffman writes on the LinkedIn blog:

    Ten years ago, I co-founded LinkedIn in my living room with the mission of connecting the world’s professionals to make them more productive and successful. Inspired by the invaluable role relationships played in our own careers, we launched LinkedIn with the tagline “Relationships matter.”

    At the end of our first month, we had 4,500 members in the network. 10 years later, we’re honored and humbled that so many of you have made LinkedIn a part of your daily professional lives.

    Today, hundreds of millions of professionals around the world are turning to LinkedIn to connect with each other, manage their identities, get insights they need to be great at what they do, and find their dream jobs. I’m continually inspired by our members’ career aspirations and achievements.

    LinkedIn currently boasts 225 million members, and says it is growing by a rate of two members every second.

    The company’s stock is up 0.23% in pre-market trading.

  • Iron Range Entrepreneur Speaks up for Broadband Deployment and Tax Incentives

    Last November the Minnesota Broadband Task Force met in Duluth – a meeting that coincided with the Minnesota Broadband Conference. The Task Force heard from one young entrepreneur about his business developing apps and the difficulty he had getting his job done with limited broadband on the Iron Range. Yesterday the same entrepreneur (Jake Dahl) had a Letter to the Editor in the Duluth News Tribune

    I’m a 2012 graduate of Eveleth-Gilbert High School and currently attend Mesabi Range Community and Technical College. For the past couple years, I’ve been developing a series of handy smart phone apps that users can download on their iOS devices. In the short time I’ve been doing this, the app consumer community here has grown significantly as more and more people are using wireless devices (mostly the iPhone) for a wide variety of needs. Entrepreneurs like me are tapping into those needs and developing useful applications that mobile users want.

    It’s a thriving industry, but we need a strong wireless broadband system to support our efforts.

    He pleads the case for improving broadband infrastructure by allowing tax incentives to defray costs of broadband deployment…

    That’s why we’re even more concerned about recent developments in the state Legislature that would increase taxes on broadband network providers. Instead of doing everything it can to encourage network providers to expand broadband services, the Minnesota Senate recently passed a bill that would repeal some of the tax breaks the state offers on purchases of telecommunications equipment.

    Many Internet-related entrepreneurs like me worry that such a move would slow mobile broadband development and deployment on the Iron Range and around the state. The state needs to do everything it can to encourage private investment in broadband. The high-tech community here and elsewhere in the state depends on it.

    I thought I’d include the video of Jake’s remarks from last November too…

  • Cloudera Launches SQL-on-Hadoop Solution

    Cloudera announced the general availability of Cloudera Impala, an open source, interactive SQL query engine for analyzing data stored in Hadoop clusters in real time. Cloudera worked closely with customers and open source users to develop the platform, designed from the ground-up for enterprise workloads.

    “With Impala, Cloudera has decisively planted the stake in bringing the worlds of Hadoop and enterprise SQL together,”  said Tony Baer, principal analyst, Software and Enterprise Solutions at Ovum. “And it has done so in a way that addresses the expectations for performance that are taken for granted in the enterprise SQL world. For Hadoop to cross over to the enterprise, it must become a first class citizen with IT, the business and the data center. A large part of making Hadoop a first-class citizen in the enterprise is making it accessible to the large base of SQL developers and applications that already exist.”

    Cloudera says that adoption of its platform has been strong, with over 40 enterprise customers and open source users are using Impala today, including 37signals, Expedia, Six3 Systems, Stripe, and Trion Worlds. With its 1.0 release, Impala extends Cloudera’s unified Platform for Big Data, which is designed specifically to bring different computation frameworks and applications to a single pool of data, using a common set of system resources.

    With Impala, users can query data stored in HDFS and HBase directly. The framework supports all standard file and data formats available, so users can choose the format that best suits their use case. The Impala framework is optimized for use with CDH, Cloudera’s 100-percent open source distribution of Hadoop and related applications.

    “Impala represents a major advance for Cloudera and the Hadoop ecosystem as a whole,”  said Mike Olson, CEO at Cloudera. “Cloudera was first to recognize that Apache Hadoop would be a catalyst for business transformation in the 21st century. We have worked tirelessly to support the rapid development of the platform to form a viable and open enterprise solution, with a rich and vibrant ecosystem to support it. We will continue to be a primary driver behind the evolution of a 100-percent open source Hadoop platform by setting a high bar that pushes the boundaries of what’s possible to exceed the high expectations of our enterprise customers.”

  • Justin Bieber Attacked During Dubai Show

    Justin Bieber may be more popular than ever, but the singer’s fame is beginning to have some unfortunate consequences for the 19-year-old pop star.

    In March, Bieber was accused of “diva-like behavior” after arriving late to a concert in London and being spotted wandering around the city shirtless. The singer addressed reports on his behavior via a rant on Twitter, calling the stories “fake” and emphasizing that he is a “good person.”

    Now, Bieber’s time in Dubai is getting weird too. According to a report from The National, Bieber was attacked on-stage by a crazed fan during his second show in Dubai.

    The pop star was reportedly playing piano near the end of his set when the fan stormed the stage and grabbed Bieber. The star was not hurt and the heavy security at the event was able to subdue the attacker within seconds. The piano, however, was knocked over.

    Despite the damaged instrument, Bieber was able to continue the show. The star referenced the incident in a tweet sent out early on Monday:

  • Saturday Night Live Makes Fun Of Google Glass

    You know you have a pop culture phenomenon on your hands when you make an appearance on Saturday Night Live’s Weekend Update, as Google’s Glass did over the weekend.

    Tech blogger Randall Meeks (played by Fred Armisen) stops by to show off the device. The skit really seems to be poking more fun at Google’s voice recognition technology than anything. He has a quite bit of trouble getting Google to recognize the Wi-Fi password and the word “Italitan.”

    At one point, the device starts playing porn sounds, which Meeks has some trouble muting.

    This is certainly not the first time the device has been parodied, but now that it’s in people’s hands, the jokes have made quite the comeback.

  • Male Bosses Need to Speak Up for Gender Balance

    Does anyone else find it strange that the debate heating up in the US around gender imbalances in the workplace is overwhelmingly a conversation among … women? This constant frame of gender as a “women’s issue” is one of the big obstacles to progress — in both countries and companies.

    Is there any doubt that women are where they are today in part thanks to the male partners — at home and at work — that accompanied them throughout the last half century’s revolutions? I have rarely met a successful woman who was not developed and promoted by at least one enlightened man.

    The challenge is that progressive men are not always highly effective leaders on gender issues, in part because they have not been particularly involved in the conversation. It is high time they were. And high time more women invited them in.

    In my experience working with companies, there are three main reasons that progressive men hesitate to speak up for gender balance:

    1. It’s a no-brainer. The first group consider the case for gender balance so obvious that it doesn’t require elaboration or argument.

    The challenge is that these leaders don’t think they need to convince anyone of the benefits of balance. They don’t think anyone needs to hear any kind of business case anymore — that is yesterday’s battle. They assume their teams are all aligned behind them, and all they need to do is communicate a target. They usually launch enthusiastically into the fray, overcommunicating their goal and underestimating the incomprehension that usually meets their efforts. They end up frustrated a few years on at the lack of progress. These leaders often waste precious years and goodwill on ineffective approaches (usually targeted at women, rather than at the entire organization). Essentially, they charge out of the closet — and into the frying pan.

    As a result, these leaders often take overly aggressive approaches with unrealistic timelines that then create a backlash. They usually revisit the topic with more appropriate resourcing after a few years of unsatisfactory progress, or their successor quietly shelves their efforts.

    2. It’s not worth fighting for (or being identified with). A second group are quiet supporters but don’t want to make it a big deal. It’s kind of like religion; something to be practiced quietly at home or in their own teams, but not preached about in public.

    This is probably the attitude of most progressive men I’ve met. That majority status makes these men absolutely crucial to changing the cultures of the companies and countries where they work. Moreover, they are currently developing, promoting and financing tomorrow’s talent. This requires the skills and engagement to be proactively leading on gender. Yet in many of the sessions I run, it is the nay-sayers that are loud, assertive and argumentative. The progressive men hold back, occasionally suggesting a caveat to a reactionary’s voluble bluster. It takes a lot of courage for men to stand up to other men on the topic of gender balancing.

    And yet too many progressive men are taken aback by some of the reactions and often decide that gender is not priority enough to be worth fighting for. They let the louder voices dominate the debate.

    3. It will happen naturally. A final group of leaders are the ones who already have gender balanced their teams. They argue that it is a simple case of meritocracy: recognizing and promoting the best people. They assume that since the pipeline of colleges, graduate programs, and entry- to mid-level jobs are full of high-performing women, that merit will win out and eventually women will start to make it in real numbers to the senior levels.

    In doing so, they underestimate their own skills and “gender bilingualism.” They don’t recognize that their own abilities to recognize talent equally well among both men and women is an unusual skill that not all managers possess. They are usually reluctant to spend much time and effort in equipping others with the skills and awareness that they themselves take for granted. This blind spot has much the same effect as the others — ineffective leadership on the issue.

    If you’re reading this and recognize any of your own impulses here, there are specific actions you can take to have more influence on this issue. First, learn how to lead on gender or learn how you already do. Ask for feedback from your team, about how your management style may differ from others they have experienced. Know the data relevant to your sector and company. Second, recognize that your colleagues may not buy the idea of equality. So sell it. Third, recognize that even if your your colleagues like the idea of gender balance, they may not know how to get there. Teach them what you know. Finally, if you’ve decided to make this a major initiative at your firm — bravo! — just don’t appoint a woman to lead the charge. Male majorities buy the business case for gender balance better from a man.

  • Exclusive: Atlassian dresses up Stash to take on Github Enterprise

    It’s clear that there are two major types of dev projects. One is for webscale and consumer-oriented apps. Then there is behind-the-firewall development for enterprise applications. As popular as Github has become, many companies still won’t trust their workloads to that code repository and version management system. That’s the audience Atlassian wants to woo with Stash, its Git repository management system, which has just been updated with support for more flexible workloads to encourage team development.

    Stash Pulls“The idea here is to make Git approachable for every enterprise team and the beauty is workflows and that comes from two main workflow types–branching and forking,” said Giancarlo Lionetti, group product manager for Atlassian’s developer products.

    Forking allows an authorized contractor to access the code and get a copy to work on it, but won’t allow changes to flow back into the main project until they pass muster with admins, said Lionetti. Branching allows team members to take code off, work on it and then flow it back into the main repository.

    Stash 4.2 also allows developers to build personal code repositories and, as needed, assign permissions to colleagues.

    Stash competes with  Collabnet as well as Github Enterprise, a formidable task, given  the traction that Github has gotten among open-source oriented web developers. Stash claims some impressive customers including NASA, Nike, Intuit, eBay and Orbitz.

    London-based Server Density, is a  Github shop, but CEO David Mytton  said via email that Atlassian is strong in the enterprise market, especially with its  JIRA bug tracking tool. That could give Atlassian a leg up vis-a-vis Github overall with enterprises. Mytton characterized Github’s issue tracking tool as “fairly basic.”

    And for those web developers outside the firewall, Atlassian competes with Bitbucket.

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  • EU warns Motorola over standards-essential patent ‘abuse’

    Europe’s antitrust authorities have warned Motorola, which is owned by Google, over its use of standards-essential patents as legal weapons. In doing so, the European Commission has partially backed the view of Apple, Microsoft and Cisco, all of which have argued that no-one should try to win injunctions based on these patents.

    Standards-essential patents (SEPs) cover, as the name suggests, technology that is essential to certain standards. SEPs are supposed to be licensed by the patent-holder on so-called fair, reasonable and non-discriminatory (FRAND) terms — essentially, because this technology is so important, the patent holder is not supposed to try blocking rivals from using it as long as they are willing to pay a FRAND rate.

    In the case of Motorola, the SEPs in question cover part of the GPRS standard, which is in turn part of the rather important GSM cellular standard. Motorola and Google tried to get Apple to pay a rate of 2.25 percent of the entire device’s sale price in order to use the technology. Apple said this wasn’t a reasonable rate and Motorola sued in Germany, eventually winning its case and threatening the sales of iOS devices in that country. The Commission opened an investigation into this in April 2012.

    Crucial to the Commission’s “statement of objections” today, Apple had agreed to let the German court set a reasonable licensing rate, but Motorola had pushed on with enforcing the injunction anyway. This showed Apple had been willing to pay something to Motorola – without that willingness, the Commission suggested, it might not have stepped in.

    As the Commission summarized its preliminary conclusion:

    “The seeking and enforcing of an injunction for SEPs can constitute an abuse of a dominant position in the exceptional circumstances of this case – where the holder of a SEP has given a commitment to license these patents on FRAND terms and where the company against which an injunction is sought has shown to be willing to enter into a FRAND licence.”

    That said, Motorola maintained in its own statement today that “Apple had to make six offers before the court recognized them as a willing licensee.”

    A statement of objections is effectively a warning and an invitation to the target to defend itself – after that defence has been heard, the Commission will come up with a final judgement.

    In a statement on Monday, EU Competition Commissioner Joaquín Almunia said SEPs should not act as blockers to competition:

    “The protection of intellectual property is a cornerstone of innovation and growth. But so is competition. I think that companies should spend their time innovating and competing on the merits of the products they offer — not misusing their intellectual property rights to hold up competitors to the detriment of innovation and consumer choice.”

    In its statement, the Commission highlighted the difference between its preliminary ruling and the U.S. Federal Trade Commission’s (FTC) proposed Consent Order that would force Motorola to play by the FRAND rules — that order would only apply to Motorola’s future dealings, while the European Commission is preparing to rule on what Motorola has already done.

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  • WALL-E, meet EVA: ‘Robo-doc’ navigates on its own, frees doctors to focus on the critically ill

    Ronald Reagan UCLA Medical Center, the world’s first hospital to introduce a remote-presence robot into its neurological intensive-care unit in 2005, now welcomes the RP-VITA, the first robot able to navigate the hospital on its own.
     
    UCLA staff affectionately dubbed the 5’5″, 176-pound robot “EVA,” for executive virtual attending physician. Unlike earlier models that physicians steered via a computer-linked joystick, this version drives on auto-pilot, freeing doctors to devote more time to patient care.
     
    “During a stroke, the loss of a few minutes can mean the difference between preserving or losing brain function,” said Dr. Paul Vespa, director of neurocritical care at Ronald Reagan UCLA Medical Center and a professor of neurosurgery and neurology at the David Geffen School of Medicine at UCLA. “This new advance enables me to concentrate on caring for my patients without being distracted by the need to set up and manage its technological features.”
     
    With a simple push of an iPad button, Vespa can send the robot gliding down the hall to a patient’s room. Equipped with 30 sensors that enable the it to “see” when its route is blocked by a gurney or curious bystander, EVA possesses the intelligence to self-correct and plot a detour to its destination.
     
    After the robot reaches a patient’s bedside, Vespa can examine the patient in real time. A two-way video monitor in EVA’s “face” enables the patient and doctor to see and hear each other. A 120x zoom capacity allows Vespa to magnify a single word on the patient’s chart or zero in on the patient’s eyes to check for dilated pupils.
     
    “The robot is the next best thing to having a doctor come and talk to you,” said Kevin Sittner, a former neuro-ICU patient at Ronald Reagan UCLA Medical Center. “You see each other’s faces, and it feels like you’re actually talking to the doctor. It was added comfort to me as a patient knowing I could get care whenever I needed it.”
     
    Jointly developed by InTouch Health and iRobotCorp, EVA’s software creates a map of the neuro-ICU floor that is integrated with hospital records, informing the robot where to go when a physician selects a patient on an iPad. Saved in EVA’s memory bank, the map constantly refreshes as patients are admitted and discharged.
     
    In the neuro-ICU, where “time is brain,” EVA enables neurosurgeons and neurologists to connect with patients and their family members at a moment’s notice, regardless of where they are. The robot also allows specialists to offer lifesaving consultations on complex cases worldwide at hospitals without neurocritical-care expertise. Encrypted patient data and medical images are easily downloaded from a cloud-based network.
     
    “Consumers nationwide are facing long delays in medical delivery, largely because the health care system can’t provide enough physicians in enough locations,” Vespa said. “We need new technologies that revolutionize physicians’ capacity to see more patients and greatly expand patients’ access to specialized care.”
     
    The UCLA Department of Neurosurgery is committed to providing the most comprehensive patient care through innovative clinical programs in minimally invasive brain and spinal surgery; neuroendoscopy; neuro-oncology for adult and pediatric brain tumors; cerebrovascular surgery; stereotactic radiosurgery for brain and spinal disorders; surgery for movement disorders such as Parkinson’s disease; and epilepsy surgery. For 21 consecutive years, the department has been ranked among the top neurosurgery programs in the nation by U.S. News & World Report, including No. 1 in Los Angeles and No. 2 on the West Coast.
     
    For more news, visit the UCLA Newsroom and follow us on Twitter.

  • Honey Boo Boo Wedding: Camouflage And BBQ

    Honey Boo Boo (Alanna Thompson) and her sisters celebrated Cinco de Mayo with BBQ, brightly-colored dresses, and wedding cake.

    Mama June, mom to the “Here Comes Honey Boo Boo” star and her three sisters, made her love for longtime beau official on Sunday when they tied the knot in their backyard. June stayed true to her redneck ways by offering up some good old fashioned Southern barbecue rather than standard wedding fare, and walked down the aisle (well, lawn) in a custom-made camouflage wedding gown with hunter’s orange accents.

    “My sister baked the cake, and we spent most of the money on barbecue,” says June. “We stayed true to our roots and made the focus on the family and my commitment to Sugar Bear. You can definitely plan an event on a budget!”

    But June planned ahead to make sure her big day wasn’t spoiled by technology; just because it was being filmed for their reality show didn’t mean she wanted any drama. The invitations asked guests to refrain from videotaping the event, including on cell phones.

    Mama June and her new hubs, Sugar Bear, have lived together for several years; he is Alanna’s biological father and is stepdad to June’s other three daughters.

    “The day was very special mostly because my girls were able to take part in it,” June said. “I felt like it was important for them to see this moment and celebrate my love for Sugar Bear.”

  • Disruption in the data warehouse

    After more than a decade of inertia and rising costs, the spotlight is again on the data warehousing market. Enterprises have invested millions in legacy data warehouses and are searching for new ways to supplement these systems in a way that can handle increasing volumes of data and faster reporting times, without costing a fortune. The many choices, which are not just limited to next-generation on-premise systems, range from open-source solutions to cloud-only services. But making the right choice to support your business requirements is not an easy decision.

    Our panel of experts will discuss these topics and more:

    • What are the major market drivers disrupting the data warehousing market?
    • What are the new economics of data warehousing?
    • How are enterprises implementing new data warehouse technologies and services?
    • What are the buyer criteria?

    Speakers include:

    Register here to join GigaOM Research and our sponsor HP Vertica for “Disruption in the data warehouse,” a free webinar on Tuesday, May 21, 2013, at 10 a.m. PT.

        

  • New York Times launches web-only documentaries with Retro Report

    The New York Times is launching a series of short, web-only documentaries with Retro Report, a nonprofit news organization that aims to investigate “the most perplexing news stories of our past with the goal of encouraging the public to think more critically about current events and the media.”

    The videos will air each Monday at the NYT’s baby boomer blog, “Booming,” and on Retro Report’s website. Each will be 10 to 15 minutes long and accompanied by a story by NYT reporter Michael Winerip. The first one, “The Voyage of the Mobro 4000,” looks at the garbage barge of 1987.

    The NYT lifted the paywall from all of its video content a couple of weeks ago.

    Winerip notes some of the upcoming topics that the documentaries will cover:

    “In a coming Retro Report on crack babies — infants born to addicted mothers — we learn that warnings in the 1980s about these children being damaged for life were not supported by the research of the time or by more recent studies. We meet a former crack baby who is now a successful college graduate, with a family of her own. Another video examines the story of Tawana Brawley and her chief supporter, Al Sharpton, who put forth a story of racial violence that turned out to be false and hurt many innocent people. There are video reports on the Tailhook military sexual abuse scandal and the Y2K panic.”

    Retro Report was founded earlier this year by Christopher Buck, a former TV editor and heir to the Subway sandwich chain. Kyra Darnton, a former 60 Minutes producer, is managing editor.

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  • Ram Truck Commercial Blunder – Swept Out to Sea

    Filming a new commercial for a full-size truck should be fairly straightforward except when a comedy of errors sweeps the truck into the sea. Umm… whoops!

    Ram Truck Commercial Blunder

    This is what happens when you screw up a truck commercial. You’re truck is swept out to sea.

    Ram Truck Commercial Blunder - Swept Out to Sea Far Away

    This photo pretty much sums it up.

    As the story goes from Lost Coast Outpost, a production crew filming a new Ram commercial paid to have exclusive access to a pristine part of the Moonstone Beach, Cambria, California. As environmentalists showed concern about the situation and raised a fuss being how the beach had been closed to 4-wheelers and trucks for quite a while, they noticed the truck was stuck in the sand and rocks.

    With concerned residents looking on and altering the local sheriffs office, the tide came in and swept the Ram truck out to sea. Now the helpless film crew could only look on with dismay.

    Whether or not you agree with the environmental fuss over the situation, the good part is that these concerned residents were able to take some amazing photos of the truck in the ocean.

    Ram Truck Commercial Blunder - Swept Out to Sea Shore Line

    The full-size truck looks pretty small compared to Mother Nature.

    Fortunately, for everyone, this story has a happy ending as a tow truck arrived and was able to rescue the truck. It is unknown if any fluids or oils from the truck leaked into the ocean.

    Someone had the foresight to film the recovery. Enjoy it below.

    Click here to view the embedded video.

    One thing is for sure though. The ocean one, Ram “tough truck” zero.

    Related Posts:

    The post Ram Truck Commercial Blunder – Swept Out to Sea appeared first on Tundra Headquarters Blog.

  • Coal and Gas Fight Over Electric Generation Market

    The tide may be turning somewhat for coal and natural gas generation with coal regaining some of the market that it lost in 2012 due to low natural gas prices. Natural gas prices delivered to the electric power sector averaged …

  • Three Ways CIOs Can Connect with the C-Suite

    There is a marked dissonance between CIOs and the C-suite — a fact that we uncovered in new research conducted with HBR, The Economist, CEB, and TNS Global. We have identified the problem, which is that CEOs believe that the CIO does not understand or help with the CEO’s issues and the needs of the business. We have explored the dramatic business changes that have contributed to this dissonance, and described how the enterprise is adapting in order to keep up with the changes. Now, I’d like to address the solution to the problem by providing three simple steps CIOs can take to begin repairing the dissonance between business and IT, and guiding their organizations into the 21st century.

    1. Find Your Voice in the C-Suite
    To put it simply, CIOs are not engaged in the strategic decision-making that goes on at the executive level. Only 46 percent of CEOs think their CIOs understand the business. To be fair to the CIO, CEOs have created this problem by emphasizing efficiency and cost-cutting over value creation. However, time and time again, statistics show that CIO and C-suite alignment drives financial success. Economic performance for organizations whose CIOs were part of the overall development of strategy outpaced that of other organizations by a scale of two to one as discovered in our Economist and HBR studies. It is clear that CIOs must lead their organization in discovering and then providing balance between efficiency and efficacy.

    Increasingly, the CIO and IT must be seen less as merely developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it. In the end, the CIO must be responsible if technology enables, facilitates or accelerates competition that the C-suite didn’t see coming, or allows the enterprise to miss opportunities because the C-suite did not understand the possibilities technology offered.

    CIOs must be an integral and vocal part of conversations on new ventures and resource allocation. The role and effect of technology should be a part of conversations on business decisions, and the CIO should have a pertinent and relevant point of view. To that end, the role of the CIO must be strategic instead of tactical.

    2. Define Your Strategy
    CIOs need to develop an affirmative IT strategy that begins by identifying old behaviors to give up, new behaviors to adopt, and remaining behaviors to do differently. This means a lot of change for enterprise IT organizations. CIOs will need to free up time and resources currently dedicated to traditional IT responsibilities — delivering transactions, infrastructure, technology and code — to focus more on facilitating and accelerating collaboration, choreography, orchestration, and the provisioning, management, monitoring and securing of services. These are the things that will create more value for the customer and enable the enterprise’s agility.

    If you are a CIO, the starting point is to begin to standardize what you do. Decide what you should be doing — those things that create value for your customers, give you a differentiating capability, or that you can do better than anyone else — and begin to modernize them in preparation for the evolving capabilities of IT. As for everything else, either quit doing it or find someone else to do it for you.

    Begin doing things differently, simplifying to make sure there is one place to get things done. Whether it is virtual or physical, there should only be one version of truth. Begin preparing for the inevitable adoption of cloud technology — virtualize everything you can, and for those things you cannot, figure out why and start making the changes to eliminate those obstacles. Extend the concepts of virtual and cloud to business processes and business models in anticipation of the future digital business ecosystems and the socially enabled enterprise.

    Then, decide which tasks need to be done manually vs. automatically. Future value comes from the collaboration and creativity of people in solving problems or realizing opportunities. If the work to be done requires neither of these, then automate it.

    Finally, resources and customers should not be constrained by dependence on others to be able to do their work. Organizations operate 7x24x52, work is done across organizational boundaries, and value creation is more a function of the right people, resources and ideas coming together at the right time and in the right place. Consequently, self-service and on-demand should always be a first-order design principle for any IT offering in the future. Get IT out of the way of the immediate, serendipitous opportunities that arise to create value, solve a problem or service a customer.

    3. Change the Conversation in the C-Suite
    As new business models take shape via technology advances, older ones will wither, and companies’ ability to survive will rest on their capacity to adapt or think outside the box. CIOs must lead the charge in getting other executives to understand that the game has changed, and explore strategies and tactics to win it and keep pace with global market changes.

    Every time the C-suite decides to start a new venture — whether it’s business- or IT-related — a CIO needs to ask three major questions:

    • Does it create value for the customer?
    • Are we required to do it for legal or regulatory reasons?
    • Are we the best in the world at it?

    Only if at least one of these questions is answered “yes”, should it even be considered for action. If no answer is yes, then find a partner in your ecosystem to do it for you. Or maybe it doesn’t really need to be done.

    Then, much as the IT strategy was developed, ask the members of the C-suite to identify old behaviors to give up, new behaviors to adopt, and behaviors to do differently. This will also mean dramatic change for the enterprise, but old strategies and processes that were time-consuming and didn’t create value need to be automated, outsourced or eliminated to make room for new strategies and processes that encourage collaboration, innovation, and value for the customer. Gary Hamel maintains that the key to future success is management innovation. It has to come before technology innovation, product innovation, operational innovation, and all the other areas where we eventually must innovate. It is the CIO, who knows both the business and the technology, who should best understand what, where and how technology can enable, facilitate and accelerate management innovation and therefore lead the enterprise in its pursuit.

    In a time of increasing business and economic change, the role of the CIO and IT is changing in exciting ways. As Seth Godin has said, “Change almost never fails because it’s too early. It almost always fails because it’s too late.” The time to get ready for that change is now.

    ***

    Many organizations are approaching the tipping point being described in this series of blogs. Stepping into the role of strategic visionary and business driver requires CIOs to have a completely new conversation with their C-suite colleagues. To begin the conversation, Dell, HBR and CIO magazine are sponsoring a Harvard Business Review panel discussion, “Change the Conversation, Change the Game,” through a webinar, broadcasting live from The CIO Leadership event in Boca Raton, Florida May 5-7, 2013.

  • Academic social network ResearchGate raises $20M, filing shows

    The academic collaboration startup ResearchGate has picked up $20 million in equity-based funding, an SEC filing from last week shows. The news was first reported by the German startup blog Gruenderszene.

    ResearchGate, based out of Berlin and Cambridge, Mass., is one of a handful of large academic social networks that is trying to help researchers around the world connect and collaborate. Another example is Mendeley, which got got bought by Elsevier (see disclosure) a month ago, to the consternation of many users.

    ResearchGate has previously had A and B funding rounds, where we knew who was involved (Benchmark Capital and Accel Partners typically feature) but didn’t know the amount. This time, we know the amount but not who bought the equity.

    While Mendeley is now part of Elsevier’s evil empire — we’re talking popular perception here — ResearchGate has more of a rebellious tinge to it. The company has a rather inspired approach to overcoming the copyright restrictions that so irk academics: having realised that researchers are allowed to publish their papers on their personal websites without breaking the copyright terms of the big academic publishers, ResearchGate tweaked its terms a while back so that users’ profiles count as their personal websites.

    In other words, not only is ResearchGate a forum for connecting academics, but it is also increasingly serving as an open access repository for the sort of research that should, given the public funding that generally makes it possible in the first place, be freely accessible. Users can also share experiment-derived raw data with one another.

    ResearchGate recently started trying to make money, offering the eyeballs of its 2.7 million users to recruiters and conference promoters. It’s a safe bet that the money raised in the last week or two will at least partly go towards boosting the company’s sales force.

    Disclosure: Reed Elsevier, the parent company of science publisher Elsevier, is an investor in GigaOmniMedia, the company that publishes GigaOM.

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  • Intel’s McAfee buys Finnish firewall specialist Stonesoft for $389M

    McAfee has bought Finnish network security outfit Stonesoft for $389 million in cash. It’s the biggest purchase the U.S. giant has made since it was itself bought by Intel for $7.68 billion back in 2010.

    Although it’s always been very important, network security seems to be attracting an increasing amount of intention these days, largely due to high-profile hacks. The Stonesoft acquisition, should it go through the usual regulatory hoops, will give Intel a boost in the areas of firewalls, evasion prevention systems and secure VPN services.

    Here’s how McAfee president Michael DeCesare put it in a statement on Monday morning:

    “With the pending addition of Stonesoft’s products and services, McAfee is making a significant investment in next-generation firewall technology. These solutions anticipate emerging customer needs in a continually evolving threat landscape.”

    McAfee will blend Stonesoft’s services with its own existing portfolio, in particular its IPS Network Security Platform and its Firewall Enterprise product, and it looks like Stonesoft’s “next-generation” firewall will continue to be a product in its own right. It’s not yet clear what will happen to the parts of Stonesoft’s portfolio that weren’t mentioned in the statement, such as its intrusion prevention system and management center software.

    In the statement, Stonesoft CEO Ilkka Hiidenheimo noted that “the combination of the two companies allows Stonesoft to benefit from McAfee’s global presence and sales organization of over 2,200 employees, best-in-class threat research and technology synergies.”

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  • So what’s next for Microsoft’s Bing? [Q&A]

    I’ve been using Bing as my primary search engine for nearly two months now, and I like it. While I personally think it still lags behind Google in some areas, it’s definitely improving. It delivers decent results, offers some great features and does an excellent job of integrating social sources like Facebook and Twitter.

    I chatted with Bill Hankes, a director at Bing, to find out more about the service and the division’s future plans, and also asked him about that divisive Scroogled campaign…

    BN: How does Microsoft see Bing as different from Google? What do you think you do better?

    BH: Bing was designed to help people go from searching and finding to searching and doing. This focus on “getting things done” means that we’re investing heavily in three key areas: relevance of traditional search results, e.g., ten blue links; adding information beyond ten blue links to help people understand the world around them; and then bringing search results to life across different interaction modalities appropriate for different devices and platforms, like phones and tablets.

    • More relevant and organized web results: The bedrock of modern search remains core algorithmic relevance, and beautiful, relevant “algo” results should be the first thing people see. We’ve tuned Bing to make the entire page easier to scan, removing unnecessary distractions, and making the overall experience more predictable and useful. This refreshed design helps people do more with search. We’ve also made significant strides in relevance; in fact, our research shows Bing results are as good or better than the competition.
    • Understand the world around you: Bing helps you understand the people, places and things around you, all of which have unique attributes and relationships to each other. In Bing’s center “snapshot” column, we present a view of these entities so that people gain the understanding they are looking for at a glance, rather than having to jump in and out of blue links to assemble the requisite knowledge.
    • Cross-device. How you execute searches can and should vary across different kinds of devices that aren’t traditional PCs. It’s just not practical, or safe in some cases, to type or use a keyboard when you’re sitting in the living room, or driving or walking down the street. That’s why Bing has been working to advance the state of the art in understanding voice, gestures, touch and images — essentially the inputs that represent intent to help with query understanding. Things we traditionally might otherwise try and type into a search box. One of the best demonstrations of this new interface thinking is the voice technology used with Xbox and Kinect. Voice commands are used as the equivalent of search box queries to access data: information about music, movies and more. Today, using Bing’s technology, Xbox users can ask for a list of action movies, or Woody Allen movies, or music by artist or genre. This same voice technology, by the way, is available on Windows Phones to help people not only access search information, but also access information on their phones like contact information or applications, e.g., “start Netflix”. Just as important is contextual understanding — understanding what people likely want based on location and their friends’ interests. Windows Phone’s “Local Scout” and “For You” features allow people to find food and drink, shopping, and things to do based on where a person is on the map and what their friends like. Similarly, Bing is the underlying service for a set of pre-installed apps on Windows 8 that let users gain access to rich data on travel, weather, news, finance and other common interest areas. In the touch and tablet world, typing isn’t always as easy, so the means by which people ask for information and then interact with it has been built in to provide a graphically rich and touch optimized experience.

    BN: What features are you most proud or excited about?

    BH: The two areas I’m most excited about are Social Search and Mobile Search. We all know how family and friends help us make decisions on everything from restaurant recommendations to camera purchases. Bing has started to infuse that same knowledge from your Facebook friends, and other social networks like Foursquare and Quora, directly into the search results page. This is a relatively new area in search, but given the sheer volume of data being created on social networks today, we feel compelled to help people tap into this information for the benefit of their Bing searches. On the mobile front, or rather the non-PC front, we are entering an era of search that more closely resembles Star Trek than our traditional means of engaging a search box. We can now ask our phones and Xboxes for directions and information. We can use our tablets and phones to scan book titles and barcodes. We can engage in serendipitous search experiences with apps that are focused on rich travel and maps experiences, for example. The pace of innovation in this area of search is amazing.

    BN: Bing does a great job of integrating social sites. What services do you include, and any future plans you can reveal?

    BH: As I’ve said before, Bing is partnering with industry leaders such as Facebook, Twitter, Quora, Klout, Foursquare, and LinkedIn to help personalize results and make search more of a two-way conversation through the sidebar. We really think Social is increasingly important because for every search query there is someone who can be helpful. Naturally, we’ll keep you posted on any future updates.

    BN: Bing recently updated the Windows 8 app, adding lots of welcome improvements. Was the feeds addition in response to Google Reader’s imminent closure (and will we see a Bing Reader?)

    BH: No, the Bing News app RSS feeds were well into development by the time Google made its announcement. The addition of feeds were a natural extension of what we set out to do with the News app, which was to deliver a visually immersive, information rich app that makes it easy for people to stay up-to-date on what’s happening in the world.

    BN: Will Bing introduce a similar feature to Google’s Authorship program which recognizes writers for stories in search?

    BH: We already have. Bing’s Author pages offer consumers additional information on news experts and include rich content from their Twitter feed, and news articles from that author in the search results. To find an author, you can go to Bing News and then enter “Author:” in the search bar, followed by the name of the author you’re searching. Additionally, News Experts show up in the Sidebar so when you search for a topic which they are considered an expert about, you can tap in to their knowledge by easily seeing their social activity and with one click go to their Author page on Bing News.

    BN: What’s the biggest obstacle in getting users of other search engines to switch to Bing?

    BH: It takes more than just better search results to compel a change in consumers’ habits; it requires a truly different approach. From the outset, our goal with Bing has been to create a product that reflects the needs of today’s searchers. We feel our unique approach will be attractive to consumers because it provides social context to search without compromising the organic results — ultimately helping people do more. We have seen some success already, but we have a lot more work to do.

    BN: Bing generally delivers far fewer results than Google. For example, a search for Game of Thrones on Google brings up about 858,000,000 results. In Bing there’s “just” 23,200,000. Does this impact on your ability to present users with the best results?

    BH: This doesn’t impact our ability to provide the best results. We’ve made significant strides in relevance and have conducted research studies, which show we are every bit as good, if not better, than our competition. Bing views search as more than ten or even a million blue links, which is why we’ve introduced things like snapshot to give people a quick, at a glance view so they can actually take action instead of wading through more results. And frankly, if you don’t find what you’re looking for in the first 23 million results, there is something wrong.

    BN: Why are certain features — like the ability to sort results by time period — only available in the US (and will that particular feature be coming to the UK)?

    BH: We hope to expand our offerings globally and will announce more details when available.

    BN: What do you think of the recent report that Bing searches throw up more malware sites than Google?

    BH: As we made clear in our blog post on the matter, AV-TEST’s study doesn’t represent the true Bing experience. The conclusions many have drawn from the study are wrong because AV-TEST didn’t actually do any searching on bing.com. They used a Bing API to execute a number of queries and downloaded the result to their system for further analysis. By using the API instead of the user interface, AV-TEST bypassed our warning system designed to keep customers from being harmed by malware. Bing does prevent customers from clicking on malware infected sites by disabling the link on the results page and showing a message to stop people from going to the site.

    BN: When will there be Bing Now and meaningful voice search?

    BH: We have a meaningful voice search experience already. Voice recognition is an important space we’re focusing on, both within the Bing team and across Microsoft, as exemplified by Bing Voice search on Windows Phone and Bing on Xbox. But, voice is just one interesting area. We’re also investing in areas like gesture and touch, but we don’t have any additional new details to share at this time.

    BN: Who came up with Scroogled and how successful is it?

    BH: The Scroogled campaigns are a team effort. The goal of Scroogled is to spark a conversation and raise awareness of Google’s practices with regard to consumer privacy, what they do with the information they get from people, and to ensure consumers know what’s happening to their privacy when using Google’s services. Consumers and advocacy groups have made it clear they have concerns, and millions of people have visited the Scroogled website. We’ve been pleased with the response so far.

    BN: What’s next for Bing?

    BH: The world is changing and people expect search to keep up. People aren’t simply sitting at their desks, typing queries into a search box — they’re on their phones, in applications and on the go. They are constantly looking for data and information to help them get things done. Today we’re at the tip of the iceberg of what will be possible with search, and we believe Microsoft is the company best equipped to deliver a long term solution.

  • Best Buy is doomed

    Best Buy is in trouble you know. It’s in the news all the time. I wrote a big column about it myself last year. Same store sales have suffered, corporate employees are being laid off, the big U.S. electronics retailer is pulling out of Europe. Best Buy management is in turmoil. The founder leaves in a huff, then tries and fails to take the company private, and is now making nice-nice with the same management he previously reviled. There’s a new head of stores (I wish him well), who thinks the answer is price matching, better sales training and paying workers to sell more stuff, which sounds like commissions to me (Best Buy was always anti-commission).

    All this drama is generally lain at the feet of Amazon.com on the Internet and Walmart down the street, both of which have reportedly been cleaning Best Buy’s clock. Only they haven’t. Best Buy has been killing itself with bad Information Technology. It’s been a long, long time since I introduced a new Cringely Law, but here comes one (I’m not sure what number this is), courtesy of Best Buy: compartmentalized IT can kill companies that are understaffed and overstressed.

    IT Spread Too Thin

    Compartmentalized IT is where you have firm A running your Intel servers, firm B running your Unix servers, firm C running your mainframes, firm D managing your users and desktops, firm E running your network, firm F managing your firewalls and security, etc. Companies believe they can get better service and lower prices doing this. The problem with this model is it introduces huge risks.

    The vendors don’t talk or cooperate with each other. When there is a problem, their first inclination is to blame each other.  When a problem is isolated to a single system or platform, the vendor can usually fix it. But when the cause of a problem is not obvious or it spans multiple platforms, then you are in trouble. The teamwork you need to diagnose and fix the problem is weak with that crowd of vendors often refusing to work together at all

    That’s how IT works today at Best Buy. Best Buy needs better inventory management, better customer sales experience (both in stores and on the Internet), a much better web site, better product information and support, better product management, better purchasing, etc. In a modern global retailer most of these functions are IT’s responsibility. If you have a highly fragmented IT organization that is not cooperating internally and not contributing to the development of your business, then management will never know what IT improvements and investments they need.

    Corporate Banality

    It’s noteworthy that in all the press releases from Best Buy about this turnaround program or that, IT is never mentioned. That’s because they don’t even know it’s a problem.

    I have visited Best Buy intergalactic HQ in Minnesota and was totally unimpressed. The IT people I met were incurious. That’s a bad sign. They were complacent. That’s a worse sign. Their website wasn’t very good but you know they didn’t care because making the online experience better might keep customers shopping at home and not coming to the stores. Honest to God, they think that way.

    I am not making this up.

    Companies like Best Buy purchase products in huge volumes then resell them. That is most of what they do. There’s no genius in purchasing at Best Buy. They have no reverse auctions I know of to get wholesale prices down to rock bottom. Even worse is their poor inventory management — an area of expertise where Walmart is king and Best Buy isn’t.

    Visit a Best Buy and you’ll see a lot of product that doesn’t move and collects dust. You don’t want to be in the technology sales business and have inventory that doesn’t move.  Those TVs that sold for $1,000 at Christmas are now priced at $800. The slower Best Buy moves its inventory, the more of it they will have to write off or sell at a loss.

    It is clear what Best Buy needs to do and it starts with IT providing the systems needed to better run the business. With over 1,000 contract and outsourced IT workers and only a handful of direct Best Buy IT employees, that’s not going to happen easily. Most of the stuff needed already exists, but instead of just laying-off corporate IT employees, Best Buy should be hiring better ones — lots of better ones.

    If it takes Best Buy 2-3 years to fix inventory management, that’s a lot of product that may sell at a loss. It’s also a lot of stores that will be closed.

    Easy Fixes (Ignored)

    There are ways Best Buy could use technology to run a smarter business. Why does Best Buy have such large CD & DVD departments?  I am amazed by stagnant inventory and high prices.  Best Buy would be much smarter to stock only the new and fast-moving CDs and DVDs.  Put in a system in each store where you can (legally) burn on demand any CD or DVD in existence.  Put in some really nice kiosks that can quickly and easily find any song, any group, any scene, any movie, any TV show.  Just swipe your credit card and you can walk out the store with anything you want.

    But Best Buy, which still has the clout to do something like that fairly easily, probably couldn’t figure out how. It would require too many different vendors.

    Instead the retailer relies on a new price matching policy, but those don’t work well unless the store does the price matching instead of waiting for customers to request a lower price. But you know Best Buy isn’t up for a data-intensive task like that. Who would manage it? So it won’t happen.

    I’ve asked Best Buy to match competitor prices. The onus is on the customer, and the company looks for every chance it can to deny the match, which means losing the sale.

    So it’s not that Amazon and Walmart are stealing the business from Best Buy. As far as I can see they are earning the business. And unless there’s a complete corporate change of thinking soon, Best Buy is doomed.

    Reprinted with permission

    Photo Credit: argus/Shutterstock