We absolutely are in web2.0 now. But who of you guys remembers the good old times back in 1996? Just to reflect some of the problems back in th late 90. I remember fighting with image preloaders to optimize my pages for user experience by prefetching every thing for mouse over effects..
Look at this infographic from onlineuniversity.net
It’s not to hard for an AI-Class student to calculate her or his final score and the corresponding grade but having the machine do it for you is far more geeky.
I built a small calculator in Google docs, so feel free to use it for your grade estimation.
Facebook, Zynga, Groupon, Twitter and LinkedIn built the heart of social Web being estimated to be worth more than $71 billion. Remarkable that all of them grew in the last decade, more exactly within the last 5 years.
Venture capitalists, founders, engineers and angel investors bring thos kind of start-ups from nothing to an IPO (groupon and facebook are expected to be the next in the row).
If you look closer to the ways money takes and who is connected to whom, same as you do with friends, colleagues or offers in social Web, you can come up with this kind of money network the New York Times did.
For example, the Russian billionaire Yuri Milner — who was virtually unknown in Silicon Valley before his first Facebook investment in May 2009 — is a critical connector in this ecosystem. Mr. Milner, the founder of the investment firm DST Global, has plowed more than $1 billion into Facebook, Zynga and Groupon in the last two years. He has also drawn the Wall Street elite into this world, joining with Goldman Sachs for a $1.5 billion investment in Facebook.
Jeff Clavier, silicon valley investor once said:
“Silicon Valley is not only building and investing in social networks, it is an efficient network of relationships where each individual can be activated or brought into a deal with just a few e-mails or phone calls,”
Who of you did not dream of a watch that can call special agent X to support you. I you are still dreaming of this childhood fantasies, the i’m watch is the right gadget
The watch features a 1.54-inch curved capacitive TFT LCD with 240 x 240 pixel resolution, a first of its kind according to the company. It’s powered by a Freescale IMX233 application processor with 64MB of RAM and 4GB of flash storage for your media. It also packs in Bluetooth 2.1 + EDR for smartphone tethering and a 450mAh Li-Po battery that lasts about three hours on speakerphone use or up to two days in standby. Naturally, it also includes a mic, speaker, and headphone jack. Note, the I’m Watch, like Sony Ericsson’s LiveView, does not include a cellular radio (or SIM slot). The company claims compatibility with iPhone 3GS (with iOS 4.3 or superior), iPhone 4 / 4S, “Android phones” (all of them?), and then Blackberry and Windows Phone 7 sometime in 2012.
Most important: people won’t point at you playing with your cell phone to check g+, twitter or facebook anymore.. Just pretend that you’re checking your time.
Recently I found this post (source below) which tells you what you should be like if you want to get talented staff. I totally agree with the author so I wanted to share the key facts of his findings
Most of the bigger traditional companies nowadays match the blacklist in almost every detail. You don’t have to be google, facebook or apple to attract talented staff if you just follow the overhauled paradigms.
Digital talent won’t want to work at your company if:
Every element of their work will be pored over by multiple layers of bureaucracy. Even if that’s how the rest of the company operates, it can’t spill into the digital department. In a technology environment, new products and businesses spring up daily and a new endeavor can go from conception to launch in a matter of
months. Reining in the momentum will be read as inaction and a clear signal the company isn’t willing to grasp the new way of the world.
Mediocre is good enough. While clocking out at 5 p.m. is attractive to some, it will discourage digital talent. They want to be expected to do something great. They want to be pushed. They care about their work. Their leadership, and those they rely on to get things done, must match their appetite for success.
Trial and error is condemned. The freedom to try out new ideas allows employees to take initiative, make decisions, and learn from their mistakes. It also demonstrates an attractive and inspiring entrepreneurial spirit.
Your company is structured so it takes a lifetime to get to the top, and as such there are no digital experts in company-wide leadership positions.Digital talent–often in their 20s and 30s–need to see a clear path for uninhibited career development that’s based on merit, not years spent, and that’s beyond the confines of the digital department. If they don’t, they won’t see a reason to stay with the company in the long term.
Your offices are cold, impersonal and downright stodgy. It may sound like it conflicts with the “you don’t need to be in Silicon Valley point,” but appreciate the nuance. A traditional office layout is designed to communicate power among certain individuals and barriers between departments. This does not support the collaborative ethos which is intrinsic to the web. Companies should do everything possible to provide the digital team friendlier, open office space. A location in a hip, young neighborhood (which surely exists in every mid- to large-sized city) is also a big plus.
What do you think? Did you make the same or the opposite experience?
Look at this small robot solving a highe maze in less than 4 sec after exploring it before.
I am most impressed by the plattform this guy is using to map the maze,
run an optimizer and kind of shooting through the maze with its solution afterwards.
Where can I find details on the implementations and hardware used?