fbpx

Networking can feel like a bit of a minefield, especially online. Thankfully, Hays’ Jane McNeill is here to share her top tips.

Not so long ago, networking used to be fairly straightforward. It simply involved navigating a crowded room, business card in hand, while scoping out the best people to speak to and then attempting to start a meaningful conversation.

Of course, this face-to-face networking is still important, and always will be, but there’s also a new kid in town.

The rise of online networks has created real, focused, commercial opportunities to network – but there are rules to this new world, particularly when it comes to leveraging your online connections.

Maximise your presence on LinkedIn

While networking events remain important, most networks are grown today on LinkedIn. But, before you start to network online, start with the basics: optimise your LinkedIn profile.

Add keywords to your headline, summary and experience sections as they are searchable by others; add your LinkedIn URL to your email signature; review LinkedIn’s suggested connections regularly, and join relevant LinkedIn groups. Be proactive in writing recommendations and endorsing skills where appropriate.

If you’re wondering if it matters how many relevant first-degree connections you have, the answer is yes because second- and third-degree connections mean you can be one connection away from potentially millions of people. The key is to make sure your connections are relevant – quality not quantity is vital when building your network.

Get an introduction

This doesn’t mean you can automatically interact with your second- and third-degree connections. If you’d like to touch base with a second-degree connection on LinkedIn, email your first-degree contact to ask for an introduction.

Do not reach out to the second-degree contact independently; not only is it considered poor form, but people are far more likely to respond when being introduced by a mutual connection.

It’s also good etiquette to say thank you to every person who makes an introduction or helps you in some way. A brief InMail, email or phone call takes one minute.

Timing

So, you’ve just met someone who would be a great addition to your network, but you aren’t sure when to send a connection request.

How soon is too soon? Rest assured, it’s perfectly acceptable to send a request once you are back in the office after meeting the person, or immediately following a telephone or email exchange. Be sure to always personalize your connection requests, too.

Just don’t wait too long – it is standard etiquette to follow up within two days. Similarly, if you make a commitment to someone, such as sending a link or making an introduction, delivered within two days. Remember to also accept invitations in a timely manner, and send a follow-up thank you.

It’s not all one-way

Don’t pitch to new contacts as soon as you connect, though. Offer something of value first, such as a link to a relevant article.

When it comes to networking, the general rule is that you should give more than you take. As my colleague, Yvonne Smyth wrote: “Before you need them, help others get what they want first.”

Be active

Effective networking involves staying in touch, so share relevant and engaging content, like and share updates from your connections, and join and contribute to industry groups. If you have a lot of expertise in certain areas, start your own LinkedIn blog.

Be genuine, insightful and authentic; show interest in others; ask questions, and be respectful of people’s time. But don’t over-post, otherwise, your communications could be too diluted.

Finally, introductions via technology can be a good starting point, but professional relationships are usually cemented in person. Take the time to get to know people by attending industry events and joining an association or professional group.

With these online networking etiquette tips, you’re ready to build and leverage your connections in a thoughtful, effective and professional manner.

Jane McNeill is managing director of both New South Wales and Western Australia at Hays Recruitment.

A version of this article previously appeared on Hays’ Viewpoint blogBy Jane McNeill

Categorized in Internet Technology

Searching video surveillance streaming for relevant information is a time-consuming mission that does not always convey accurate results. A new cloud-based deep-learning search engine augments surveillance systems with natural language search capabilities across recorded video footage.

The Ella search engine, developed by IC Realtime, uses both algorithmic and deep learning tools to give any surveillance or security camera the ability to recognize objects, colors, people, vehicles, animals and more.

It was designed with the technology backbone of Camio, a startup founded by ex-Googlers who realized there could be a way to apply search to streaming video feeds. Ella makes every nanosecond of video searchable instantly, letting users type in queries like “white truck” to find every relevant clip instead of searching through hours of footage. Ella quite simply creates a Google for video.

Traditional systems only allow the user to search for events by date, time, and camera type and to return very broad results that still require sifting, according to businesswire.com. The average surveillance camera sees less than two minutes of interesting video each day despite streaming and recording 24/7.

Ella instead does the work for users to highlight the interesting events and to enable fast searches of their surveillance and security footage. From the moment Ella comes online and is connected, it begins learning and tagging objects the cameras see.

The deep learning engine lives in the cloud and comes preloaded with recognition of thousands of objects like makes and models of cars; within the first minute of being online, users can start to search their footage.

Hardware agnostic, the technology also solves the issue of limited bandwidth for any HD streaming camera or NVR. Rather than push every second of recorded video to the cloud, Ella features interest-based video compression. Based on machine learning algorithms that recognize patterns of motion in each camera scene to recognize what is interesting within each scene, Ella will only record in HD when it recognizes something important. The uninteresting events are still stored in a low-resolution time-lapse format, so they provide 24×7 continuous security coverage without using up valuable bandwidth.

Ella works with both existing DIY and professionally installed surveillance and security cameras and is comprised of an on-premise video gateway device and the cloud platform subscription.

Source: This article was published i-hls.com

Categorized in Search Engine

After decades of unbridled enthusiasm — bordering on addiction — about all things digital, the public may be losing trust in technologyOnline information isn’t reliable, whether it appears in the form of news, search results or user reviews. Social media, in particular, is vulnerable to manipulation by hackers or foreign powers. Personal data isn’t necessarily private. And people are increasingly worried about automation and artificial intelligence taking humans’ jobs.

Yet, around the world, people are both increasingly dependent on, and distrustful of, digital technology. They don’t behave as if they mistrust technology. Instead, people are using technological tools more intensively in all aspects of daily life. In recent research on digital trust in 42 countries (a collaboration between Tufts University’s Fletcher School of Law and Diplomacy, where I work, and Mastercard), my colleagues and I found that this paradox is a global phenomenon.

If today’s technology giants don’t do anything to address this unease in an environment of growing dependence, people might start looking for more trustworthy companies and systems to use. Then Silicon Valley’s powerhouses could see their business boom go bust.

Economic power

Some of the concerns have to do with how big a role the technology companies and their products play in people’s lives. U.S. residents already spend 10 hours a day in front of a screen of some kind. One in 5 Americans says they are online “almost constantly.” The tech companies have enormous reach and power. More than 2 billion people use Facebook every month.

Ninety percent of search queries worldwide go through Google. Chinese e-retailer, Alibaba, organizes the biggest shopping event worldwide every year on Nov. 11, which this year brought in US$25.3 billion in revenue, more than twice what U.S. retailers sold between Thanksgiving and Cyber Monday last year.

This results in enormous wealth. All six companies in the world worth more than $500 billion are tech firms. The top six most sought-after companies to work for are also in tech. Tech stocks are booming, in ways reminiscent of the giddy days of the dot-com bubble of 1997 to 2001. With emerging technologies, including the “internet of things,” self-driving carsblockchain systems and artificial intelligence, tempting investors and entrepreneurs, the reach and power of the industry is only likely to grow.

This is particularly true because half the world’s population is still not online. But networking giant Cisco projects that 58 percent of the world will be online by 2021, and the volume of internet traffic per month per user will grow 150 percent from 2016 to 2021.

All these users will be deciding on how much to trust digital technologies.

Data, democracy, and the day job

Even now, the reasons for collective unease about technology are piling up. Consumers are learning to be worried about the security of their personal information: News about a data breach involving 57 million Uber accounts follows on top of reports of a breach of the 145.5 million consumer data records on Equifax and every Yahoo account — 3 billion in all.

Russia was able to meddle with Facebook, Google, and Twitter during the 2016 election campaign. That has raised concerns about whether the openness and reach of digital media is a threat to the functioning of democracies.

Another technological threat to society comes from workplace automation. The management consulting firm, McKinsey, estimates that it could displace one-third of the U.S. workforce by 2030, even if a different set of technologies create new “gig” opportunities.

The challenge for tech companies is that they operate in global markets and the extent to which these concerns affect behaviors online varies significantly around the world.

Mature markets differ from emerging ones

Our research uncovers some interesting differences in behaviors across geographies. In areas of the world with smaller digital economies and where technology use is still growing rapidly, users tend to exhibit more trusting behaviors online. These users are more likely to stick with a website even if it loads slowly, is hard to use or requires many steps for making an online purchase. This could be because the experience is still novel and there are fewer convenient alternatives either online or offline.

In the mature digital markets of Western Europe, North America, Japan and South Korea, however, people have been using the internet, mobile phones, social media and smartphone apps for many years. Users in those locations are less trusting, prone to switching away from sites that don’t load rapidly or are hard to use, and abandoning online shopping carts if the purchase process is too complex.

Because people in more mature markets have less trust, I would expect tech companies to invest in trust-building in more mature digital markets. For instance, they might speed up and streamline the processing of e-commerce transactions and payments, or more clearly label the sources of information presented on social media sites, as the Trust Project is doing, helping to identify authenticated and reliable news sources.

Consider Facebook’s situation. In response to criticism for allowing fake Russian accounts to distribute fake news on its site, CEO Mark Zuckerberg boldly declared that “Protecting our community is more important than maximizing our profits.” However, according to the company’s chief financial officer, Facebook’s 2018 operating expenses could increase by 45 to 60 percent if it were to invest significantly in building trust, such as hiring more humans to review posts and developing artificial intelligence systems to help them. Those costs would lower Facebook’s profits.

To strike a balance between profitability and trustworthiness, Facebook will have to set priorities and deploy advanced trust-building technologies (e.g. vetting locally generated news and ads) in only some geographic markets.

The future of digital distrust

As the boundaries of the digital world expand, and more people become familiar with internet technologies and systems, their distrust will grow. As a result, companies seeking to enjoy consumer trust will need to invest in becoming more trustworthy more widely around the globe. Those that do will likely see a competitive advantage, winning more loyalty from customers.

This risks creating a new type of digital divide. Even as one global inequality disappears — more people have an opportunity to go online — some countries or regions may have significantly more trustworthy online communities than others. Especially in the less-trustworthy regions, users will need governments to enact strong digital policies to protect people from fake news and fraudulent scams, as well as regulatory oversight to protect consumers’ data privacy and human rights.

All consumers will need to remain on guard against overreach by heavy-handed authorities or autocratic governments, particularly in parts of the world where consumers are new to using technology and, therefore, more trusting. And they’ll need to keep an eye on companies, to make sure they invest in trust-building more evenly around the world, even in less mature markets. Fortunately, digital technology makes watchdogs’ work easier, and also can serve as a megaphone — such as on social media — to issue alerts, warnings or praise.

Bhaskar Chakravorti, Senior Associate Dean, International Business & Finance, Tufts University

Source: This article was published salon.com By BHASKAR CHAKRAVORTI,

Categorized in Online Research

Today, blockchain technology is still at an early stage of its development and will be used in new interesting projects in the future, according to cryptocurrency expert Bogdan Shelygin.

"It’s difficult to predict what will happen to Bitcoin in the future, but I can say with full confidence that Bitcoin is more than just super profits. It has introduced to the world a new technology which is as revolutionary as the Internet," Bogdan Shelygin, an analyst with DeCenter, Russia’s largest blockchain, and cryptocurrency-related community, told Sputnik.

Bitcoin, the world’s most popular cryptocurrency, has shown a meteoric rise in the outgoing year. Its value grew from below $1,000 in the beginning of the year and hit the historic milestone of $20,000 earlier in December. For some financial experts and economists, however, Bitcoin is a reason for concern as another possible bubble.

According to Shelygin, despite the fact that there are those predicting an imminent collapse of Bitcoin, it is impossible to say whether it is a bubble or not.

"Let’s get to the facts. Once the price of Bitcoin already fell, but it remains valuable for the global community as an alternative to the traditional financial system," the analyst pointed out, adding that the main feature of Bitcoin is its decentralized nature.

Shelygin also said that the phenomenon of Bitcoin is that it is the first cryptocurrency the global community has believed in for already 10 years.

"This means that the most interesting things are yet to come. A similar situation was with the Internet. Google was founded in 1998, but today the company is a pioneer in web and other technologies," he said.

Commenting further, Shelygin also suggested that even if Bitcoin collapses the entire cryptocurrencies market will not fall.

"Bitcoin is only the most popular example of the use of the blockchain technology, but it’s not the most outstanding one. Bitcoin and other cryptocurrencies will contribute to the future improvement of the blockchain. Today, the industry is still too young," the analyst said, adding that there a number of other interesting blockchain-based projects to watch in 2018, including Ethereum, Bitcoin Cash, and Ripple.

Source: This article was published sputniknews.com

Categorized in Internet Technology

Visitors embrace the online retailer’s move into the physical world – even if the brick-and-mortar store serves in large part as an ad for Amazon Prime

Drop in for a book. Walk out with a smart watch.

Shopping in one of Amazon’s brand-new, three-dimensional bookstores affords visitors the opportunity to buy many things that aren’t books. A hands-free sous vide, for example. Or a tablet computer. Or a smart speaker equipped with Amazon’s “Alexa” virtual butler app.

At a grand opening Thursday for Amazon’s first bookstore in New York City, the mystery in the air was why a company that had changed the world by taking retail sales online would reverse direction and move into brick-and-mortar. The New York location is the seventh Amazon bookstore to open nationally since 2015, with six additional stores planned to open by the end of the year.

It’s clearly a bookstore chain. The question is: what are they selling? And what greater strategy may be afoot?

Setting aside for a moment those questions (spoiler alert: Amazondeclined to directly comment), the Guardian encountered the new retail space, inside the Time Warner Center mall at Columbus Circle, on its own terms, through customers’ eyes.

It looks like a modern bookstore, with a table of featured titles up front (The Oxford Companion to Wine, Trevor Noah: Born a Crime, etc) and ranks of shelves organized by the usual categories (fiction top sellers, travel, ages 3-7, etc).

‘I think it’s so ironic that so many wonderful bookstores were put out of business because of them, and now they’re opening up a bookstore,’ said one customer.

 ‘I think it’s so ironic that so many wonderful bookstores were put out of business because of them, and now they’re opening up a bookstore,’ said one customer. Photograph: Spencer Platt/Getty Images

There are some distinctly Amazon – and passing strange – features, such as technology stands where customers can scan books to see what kind of a discount they might get as members of Amazon Prime, the subscriptions program.

Also unique here: the section called “Page turners: books Kindle readers finish in three days or less”. Amazon can track how quickly people who purchase books on Kindle read them, a company spokesperson explained, without explaining how.

Matt Lantin, 21, an economics major shopping for self-help books, admired how every book at the store was displayed so that its full cover, and not just its spine, was visible. At Amazon Books, every title is a featured title.

“They say you can’t judge a book by its cover, but in this case, not only can you see the cover, but you can also see the review below it,” Lantin said, after requesting a moment to compose his comment.

Displaying books face-out, however, eats up shelf space fast. At 4,000 square feet, the Columbus Circle store features 3,000 titles at any time, according to the company. Further gobbling shelf space: about one-quarter of the retail floor is given over to sales of non-books. That includes things like Bose speakers, French presses and instant cameras, but also a lot of Amazon hardware: Kindles, hard drives, the aforementioned smart speakers and the Amazon Fire, the company’s bestselling answer to the iPad.

Yvonne Reid, 54, who works elsewhere in the Time Warner complex and had stopped in to see whether she could pick up a copy of Make Your Bed: Little Things That Can Change Your Life ... And Maybe the World, judged the bookstore to be “beautiful”, but lacking in hangout space.

“I’m sorry that they don’t have more space where kids can come and sit and read,” said Reid, who reminisced about spending hours at Barnes & Noble when her kids were younger. “This does seem like more of a take-your-book-and-run kind of a thing.”

The arrival of Amazon bookstores, Reid noted, was part of a bigger picture.

“I think it’s so ironic that so many wonderful bookstores were put out of business because of them, and now they’re opening up a bookstore,” Reid said. “But I think it’s nice.”

An Amazon spokesperson declined to comment on that observation.

Dan Simon, the founder and publisher of the New York City-based Seven Stories Press, said Reid’s comment was accurate.

“They really did drive bookstores out of business,” said Simon, noting that Amazon added on to damage previously inflicted by big chains such as Borders and Barnes & Noble.

“But the upside of that was after 30 years, what we have now is a culture of bookselling that has survived all those things, and is incredibly vibrant and tough. There’s a small-business acumen among booksellers in the US today that is unmatched.”

Simon (a former colleague of this reporter, it should be disclosed) welcomed the advent of Amazon Books.

“It’s such a dynamic time now in the marketplace of books that on one side, another sort of bookstore is a good thing, plain and simply,” he said. “We want more physical bookstores.

“On the other side, it’s important to note that these stores are pretty small. Four thousand square feet – it’s not tiny, but the superstores were like 25,000, 30,000 square feet. So this is a small store. It’s not going to have a wide selection.”

About one-quarter of the retail floor is given over to sales of non-books.

 About one-quarter of the retail floor is given over to sales of non-books. Photograph: Shannon Stapleton/Reuters

Official Amazon verbiage says the bookstore “is all about discovery” and offers readers a connection “to a community of millions of booklovers” whose reviews of the books on sale are displayed in the store. But like everything else in the store, you don’t have to leave home to get that: those reviews are available – and more readily – online.

Meanwhile, Amazon is in a battle of giants, vying with Google and Apple for markets such as consumer technology that dwarf the market for books. The brick-and-mortar retail experience is central to Apple’s strategy. Google has opened pop-up stores and is increasingly focused on physical stores.

It’s hard to miss how much the stores are also an advertisement for Amazon Prime, with their technology stands as unnecessarily staged revelations for consumers of how much they might be “saving” if they signed up.

“Our goal of Amazon Books is to help customers and readers discover great books,” an Amazon spokesperson said.

Among all the hundreds of millions of products Amazon sells, Simon said, there are good reasons the company would choose to sell books in physical stores. The stores strengthen the company’s hold on the growing self-publishing market, ensuring a physical retail outlet for those titles, he said. Books were Amazon’s original product. And books are unique.

“The store points up one of the great truths of this historical moment in books, which is, even though Amazon is probably selling about half the books that are being sold, the online experience is not really a good one for books,” he said. “Plenty of people buy everything online, but not books. Because you want to touch them, you want to open them up. You want to hold them in your hand. You want to discover things that you aren’t looking for.”

Reid, the drop-in customer, said there was no second-guessing Amazon’s decision.

“I love the bookstore,” she said. “You can actually touch the book.”

Source: This article was published theguardian.com By Tom

Categorized in Social

Mobile phone carriers don't want you to leave, especially if they helped pay for your phone. Most of the phones sold in the U.S. (except for Verizon phones) are "locked," meaning they can't be taken to another carrier without being unlocked. From the carriers' perspective, it's a way to stop customers from leaving before they've paid out their contract or installment plan.

Because we're a country fragmented between the GSM and CDMA technologies and several different frequency bands, unlocking a phone doesn't mean you can use it on any other U.S. carrier. But depending on the phone, you may be able to use it on a different U.S. carrier, or with foreign carriers for lower rates than you would pay roaming on your own provider.

It also helps to unlock a used phone before you sell it on a site like eBay. That will raise the price you get, because more people will be able to buy and use your phone.

In late 2013, the U.S. wireless carrier association (CTIA) agreed to adopt standards that would allow subscribers to unlock their paid-off phones by February 11, 2015. That's made things easier, but there are still a lot of requirements and caveats.

Why Unlock Your Phone?

The simplest reason to unlock your phone is to use it on another GSM network. That could be AT&T, T-Mobile, one of the virtual carriers that uses those networks, or a foreign GSM carrier. AT&T and T-Mobile now give service plan discounts for bringing your own phone.

The reason to use an unlocked phone while traveling abroad is because you can use either a global SIM card or a local carrier's SIM card, which would offer much lower rates than roaming with your U.S. carrier. You'd lose your standard U.S. phone number for the duration of the trip, though.

U.S. GSM virtual carriers compatible with unlocked phones include Cricket, MetroPCS, Simple Mobile, Straight Talk, H2O Wireless, Black Wireless, Ready SIM, and many others.

Large CDMA carriers, in general, do not accept unlocked phones. That means you can't move an unlocked phone over to Verizon, Sprint, Boost, or Virgin.

However, some small virtual carriers on Sprint's network will accept unlocked Sprint phones (and only Sprint phones) - carriers like Ting, Expo Mobile, EcoMobile, and Credo Wireless. The small virtual carrier Page Plus accepts unlocked Verizon phones.

There are third-party sites that purport to sell "unlock codes," but they're generally pretty shady. Avoid them.

How To Unlock an AT&T Phone

AT&T's unlocking policy depends on what kind of customer you are.

If you aren't an AT&T customer and you're trying to unlock an AT&T phone that you bought used, the phone must be fully paid off, not attached to a contract, and not reported lost or stolen.

If you're a postpaid customer, that all has to be true, and you also have to have had service for 60 days. If you're a prepaid customer, kick that up to six months.

If you fulfill these requirements, go to AT&T's Unlocking Page to submit a request. AT&T will send you instructions on how to unlock your phone within two days.

How to Unlock a T-Mobile Phone

T-Mobile's unlocking rules require you to use your phone for a certain amount of time and pay it off before unlocking. Also, you can only request two unlock codes a year.

Phones on monthly plans must have been active for 40 days and either completely paid off if they're on a no-contract plan, or at least 18 months into a 24-month contract. Prepaid smartphones must have been active for a year or have used $100 in refills.

If you fulfill those requirements, call 1-877-746-0909 or use the online chat on TMobile.com and ask to unlock your phone. They'll send you instructions within two days.

How to Unlock a Sprint, Boost or Virgin Phone

Sprint, Boost, and Virgin (which are all parts of Sprint) now all have the same unlocking policies. You only need to bother unlocking Sprint phones if they also contain a GSM radio (like the iPhone 6 does) or if you're moving them to a Sprint-based virtual carrier like Ting or Credo Wireless.

Sprint has a complex, confusing set of unlocking policies. You can read Sprint's main unlocking policyprepaid unlocking policy, and unlocking FAQ for details, but here are the basics.

If you just want to use a Sprint world phone (such as an iPhone 6) with a foreign SIM card when you travel abroad, it basically just needs to be a live device on an account that's been active for 90 days. This form of unlocking won't allow it to be used on non-Sprint U.S. networks. Go to sprint.com/sww to get this unlock.

To unlock a Sprint phone, the phone must be fully paid off or out of contract, and not reported as lost or stolen. If it's prepaid, such as a Virgin or Boost phone, the phone must have been used for 12 months.

But wait! Unless you bought your phone after February 19, 2015, only iPhone 5s, 5c, 6, and 6 Plus models are truly unlockable on Sprint, Virgin, or Boost. According to Sprint, phones bought before February 19 will require a code to move to another Sprint-compatible carrier, not a true SIM unlock.

Phones bought after February 19, 2015 may be fully SIM unlockable, but remember, because of that year-long active requirement, you probably won't be able to SIM-unlock most Virgin or Boost phones until 2016. You will be able to CDMA unlock them to use on another Sprint-based carrier, or international unlock them for internation SIM use, though.

Call 844-665-6327 to unlock your Sprint phone, 888-322-1122 to unlock a Virgin phone or 866-402-7366 to unlock a Boost phone.

This Reddit thread helps decode what Sprint is doing.

How to Unlock a U.S. Cellular Phone

U.S. Cellular's unlocking policy says that it will unlock any postpaid phone that is paid off or out of contract, and any prepaid phone that was activated more than 12 months ago. 3G devices can be unlocked by calling 888-944-9400, but for LTE devices, you must stop in at a U.S. Cellular store.

How to Unlock a Verizon Phone

Verizon 4G LTE phones are sold unlocked. You can use them on any supported carrier on demand.

If you have a Verizon 3G Global Ready device, most of them are unlocked; any locked devices can be unlocked by request by calling 888-294-6804. If your phone asks for an unlocking code, try "000000" or "123456" before calling for help.

Verizon's full phone unlocking policy is online.

How to Unlock Other Carriers' Phones

Cricket will unlock GSM phones that have been in use for 6 months (either current Cricket or former Aio phones). Stop into a store, call 800-274-2538, or chat online.

MetroPCS will unlock any GSM phone that's been active for 90 days; stop into a store or call 888-863-8768.

Phones from TracFone and Straight Talk that were put on the market after January 2014 can be unlocked after 12 months of use as per the company's unlocking policy. Call your brand's customer service number to ask.

Source: This article was published on pcmag.com by SASCHA SEGAN

Categorized in How to

 

  • Google Android will power new cars from Volvo and Audi
  • The operating system will enable more functions than Android Auto, such as more integrated voice control and Google Assistant.
  • Google will discuss the launch more during Google I/O this week.

Google announced on Monday that new cars from Audi and Volvo will have a version of its Android operating system built in, allowing drivers to use their voice to control things like the cabin temperature and opening the sunroof, even if they don't have an Android phone.

This is a big step from Android Auto, Google's software that allows users with Android phones to control some functions, like playing music.

"Your car's built-in infotainment system could allow you to control your air conditioning, sunroof, and windows, find the nearest restaurant with Google Maps, listen to Spotify or NPR, or just ask your Google Assistant for help—even when you leave your phone behind," Google Android product manager Haris Ramic wrote in a blog post.

Volvo's new cars will launch with Android within two years, the company said. Volvo currently offers its own proprietary system which allows drivers to choose between Android Auto and Apple CarPlay, two similar pieces of software.

Google said it will demonstrate the software and provide more information on Android for cars during the Google I/O developer conference, which begins on Wednesday.

Source: This article was published cnbc.com By Todd Haselton

Categorized in Internet Technology

Hello. It’s my first day back covering technology for The Atlantic. It also marks roughly 10 years that I’ve been covering science and technology, so I’ve been thinking back to my early days at Wired in the pre-crash days of 2007.

The internet was then, as it is now, something we gave a kind of agency to, a half-recognition that its movements and effects were beyond the control of any individual person or company. In 2007, the web people were triumphant. Sure, the dot-com boom had busted, but empires were being built out of the remnant swivel chairs and fiber optic cables and unemployed developers. Web 2.0 was not just a temporal description, but an ethos. The web would be open. A myriad of services would be built, communicating through APIs, to provide the overall internet experience.

The web itself, en toto, was the platform, as Tim O’Reilly, the intellectual center of the movement, put it in 2005. Individual companies building individual applications could not hope to beat the web platform, or so the thinking went. “Any Web 2.0 vendor that seeks to lock in its application gains by controlling the platform will, by definition, no longer be playing to the strengths of the platform,” O’Reilly wrote.

O’Reilly had just watched Microsoft vanquish its rivals in office productivity software (Word, Excel, etc.) as well as Netscape: “But a single monolithic approach, controlled by a single vendor, is no longer a solution, it's a problem.”

And for a while, this was true. There were a variety of internet services running on an open web, connected to each other through APIs. For example, Twitter ran as a service for which many companies created clients and extensions within the company’s ecosystem. Twitter delivered tweets you could read not just on twitter.com but on Tweetdeck or Twitterific or Echofon or Tweetbot, sites made by independent companies which could build new things into their interfaces. There were URL shortening start-ups (remember those?) like TinyURL and bit.ly, and TwitPic for pictures. And then there were the companies drinking at the firehose of Twitter’s data, which could provide the raw material for a new website (FavStar) or service (DataSift). Twitter, in the experience of it, was a cloud of start-ups.

But then in June of 2007, the iPhone came out. Thirteen months later, Apple’s App Store debuted. Suddenly, the most expedient and enjoyable way to do something was often tapping an individual icon on a screen. As smartphones took off, the amount of time that people spent on the truly open web began to dwindle.

Almost no one had a smartphone in early 2007. Now there are 2.5 billion smartphones in the world—2.5 billion! That’s more than double the number of PCs that have ever been at use in the world.

As that world-historical explosion began, a platform war came with it. The Open Web lost out quickly and decisively. By 2013, Americans spent about as much of their time on their phones looking at Facebook as they did the whole rest of the open web.

O’Reilly’s lengthy description of the principles of Web 2.0 has become more fascinating through time. It seems to be describing a slightly parallel universe. “Hyperlinking is the foundation of the web,” O’Reilly wrote. “As users add new content, and new sites, it is bound into the structure of the web by other users discovering the content and linking to it. Much as synapses form in the brain, with associations becoming stronger through repetition or intensity, the web of connections grows organically as an output of the collective activity of all web users.”

Nowadays, (hyper)linking is an afterthought because most of the action occurs within platforms like Facebook, Twitter, Instagram, Snapchat, and messaging apps, which all have carved space out of the open web. And the idea of “harnessing collective intelligence” simply feels much more interesting and productive than it does now. The great cathedrals of that time, nearly impossible projects like Wikipedia that worked and worked well, have all stagnated. And the portrait of humanity that most people see filtering through the mechanics of Facebook or Twitter does not exactly inspire confidence in our social co-productions.

Outside of the open-source server hardware and software worlds, we see centralization. And with that centralization, five giant platforms have emerged as the five most valuable companies in the world: Apple, Google, Microsoft, Amazon, Facebook.

Market Capitalization for Apple (AAPL), Amazon (AMZN), Facebook (FB), Google (GOOGL), and Microsoft (MSFT), May 14, 2007 to present

In mid-May of 2007, these five companies were worth $577 billion. Now, they represent $2.9 trillion worth of market value! Not so far off from the combined market cap ($2.85) of the top 10 largest companies in the second quarter of 2007: Exxon Mobil, GE, Microsoft, Royal Dutch Shell, AT&T, Citigroup, Gazprom, BP, Toyota, and Bank of America.

And it’s not because the tech companies are being assigned astronomical price-to-earnings ratios as in the dot-com bust. Apple, for example, has a PE ratio (17.89) roughly equal to Walmart’s (17.34). Microsoft’s (30.06) is in the same class as Exxon’s (34.36).

Massive size has become part and parcel to how these companies do business.“Products don't really get that interesting to turn into businesses until they have about 1 billion people using them,” Mark Zuckerberg said of WhatsApp in 2014. Ten years ago, there were hardly any companies that could count a billion customers. Coke? Pepsi? The entire internet had 1.2 billion users. The biggest tech platform in 2007 was Microsoft Windows and it had not crossed a billion users.

Now, there are a baker’s dozen individuals products with a billion users. Microsoft has Windows and Office. Google has Search, Gmail, Maps, YouTube, Android, Chrome, and Play. Facebook has the core product, Groups, Messenger, and WhatsApp.

All this to say: These companies are now dominant. And they are dominant in a way that almost no other company has been in another industry. They are the mutant giant creatures created by software eating the world.

It is worth reflecting on the strange fact that the five most valuable companies in the world are headquartered on the Pacific coast between Cupertino and Seattle. Has there ever been a more powerful region in the global economy? Living in the Bay, having spent my teenage years in Washington state, I’ve grown used to this state of affairs, but how strange this must seem from from Rome or Accra or Manila.

Even for a local, there are things about the current domination of the technology industry that are startling. Take the San Francisco skyline. In 2007, the visual core of the city was north of Market Street, in the chunky buildings of the downtown financial district. The TransAmerica Pyramid was a regional icon and had been the tallest building in the city since construction was completed in 1972. Finance companies were housed there. Traditional industries and power still reigned. Until quite recently, San Francisco had primarily been a cultural reservoir for the technology industries in Silicon Valley to the south.

But then came the growth of Twitter and Uber and Salesforce. To compete for talent with the big guys in Silicon Valley, the upstarts could offer a job in the city in which you wanted to live. Maybe Salesforce wasn’t as sexy as Google, but could Google offer a bike commute from the Mission?

Fast-forward 10 years and the skyline has been transformed. From Market Street to the landing of the Bay Bridge, in the swath known as South Market or, after the fashion of the day, SOMA, has been reshaped completely by steel and glass towers. At times over the last decade, a dozen cranes perched over the city, nearly all of them in SOMA. Further south, in Mission Bay, San Francisco’s mini-Rust Belt of former industrial facilities and cargo piers became just one big gleam of glass and steel on landfill. The Warriors will break ground on a new, tech industry-accessible basketball manse nearby. All in an area once called Butchertown, where Mission Creek ran red to the Bay with the blood of animals.

So, that’s what I’ll be covering back here at The Atlantic: technology and the ideas that animate its creation, starting with broad-spectrum reporting on the most powerful companies the world has ever known, but encompassing the fringes where the unexpected and novel lurk. These are globe-spanning companies whose impact can be felt at the macroeconomic scale, but they exist within this one tiny slice of the world. The place seeps into the products. The particulars and peccadilloes from a coast become embedded in the tools that half of humanity now finds indispensable.

Source: This article was published theatlantic.com By ALEXIS C.MADRIGAL

Categorized in Internet Technology
Scientists at Disney Research converted an entire room into a wireless charger.

Credit: Disney Research

When you need to charge your electronic devices on the go, it can be a hassle trying to find somewhere to plug in. And though some devices can already be charged without wires, researchers at The Walt Disney Company have recently supersized the technology by building a wireless "charging room."

Scientists at a branch of The Walt Disney Company called Disney Research have converted an entire room into a wireless charger that can boost the batteries of 10 objects at one time, according to the study. The researchers said they were inspired by inventor Nikola Tesla, who created the first system to wirelessly transmit electricity — the Tesla coil.

Tesla believed there could be a global network of wireless electricity that would use an electromagnetic wave that reverberated between the ionosphere (a layer of the Earth's atmosphere filled with ions and free electrons) and the ground, study co-author Alanson Sample, an associate lab director and principal research scientist at Disney Research, explained in a video. While Tesla's vision didn't come to fruition, Sample and his colleagues were inspired to investigate how wireless charging could be set up in large spaces. [Top 10 Inventions that Changed the World]

"What we really want is a three-dimensional charging experience, where you walk into your living room or office and your cellphone is charged simply by walking in," Sample said in the video. "We have a metalized room, and we're going to use standing electromagnetic waves that reverberate all around this room, providing wireless power to any devices inside."

Known as quasistatic cavity resonance (QSCR), the wireless charging technology uses electromagnetic fields generated by electrical currents. Disney Research's room is outfitted with aluminum-paneled walls and a centrally located copper pole that houses 15 capacitors (which store electrical energy, as batteries do). As the capacitors generate electrical currents, they travel through the ceiling, walls and floor, and then back through the pole. These electrical currents create the electromagnetic fields that circulate around the pole and wirelessly charge devices in the room, the researchers said.

Furniture and other objects can still decorate the room without interfering with the currents, according to the researchers, because magnetic fields don't react strongly with these commonplace objects. It's also safe for humans to occupy the space for any amount of time, because the researchers' simulations met federal safety regulations while still transmitting 1.9 kilowatts of power — enough to charge cellphones, laptops, lamps and other small electronic devices, according to the study.

"In this work, we're demonstrating room-scale wireless power, but there's no reason we couldn't shrink this down to the size of a toy box or charging chest, or scale up to a warehouse or a large building," Sample said.

The new research is detailed in a study published online Feb. 15 in the journal PLOS ONE.

Source: This article was published livescience.com By Kacey Deamer

Categorized in Internet Technology
The internet is one of the most important inventions of the modern era. However, current estimates say that only 40 percent of people around the globe have access. As internet connectivity becomes ever more important, new technologies are emerging to connect the entire globe with better, faster service. On several continents, research and development projects are underway to provide internet connectivity via high-altitude balloons -- not unlike those used to capture weather data, unmanned solar-powered drones and next-generation wireless routers. Each offers higher speeds and more reliability than current modes, plus the obvious benefit: getting the world online, all at the same time.

Facebook aims for solar-powered internet-beaming drone

Facebook founder Mark Zuckerberg is famous for expressing a desire to connect the entire globe to the internet, and the company wants to launch giant soaring drones to beam out internet access around the world. Facebook's own Connectivity Lab has developed a solar-powered drone with a wingspan as large as that of a Boeing 747. Dubbed Aquila, the drone took its first test flight in June 2016 and, while not equipped with internet technology at the time, the flight was a huge success. The actual flight lasted a whopping 96 minutes (66 minutes longer than planned), and helped the research team tackle the next phase of innovation. Someday, Facebook hopes the highly energy-efficient drones will fly in a 60-mile radius while simultaneously beaming out internet access wherever needed.

MIT's 330 percent faster WiFi

Just a few months ago, researchers at MIT's Computer Science and Artificial Intelligence Lab (CSAIL) announced a breakthrough in new wireless internet that is 330 percent faster and twice the bandwidth of existing technology. Dubbed MegaMIMO 2.0, the technology uses multiple transmitters and receivers to relay data simultaneously, increasing the amount of data in a given bandwidth. This development could someday lead to better, faster internet in public spaces and large gatherings like concerts and sporting events. The new technology could also address the issue of spectrum crunch by distributing data differently so that backups and congestion on the network simply don't occur.

Li-Fi leaves WiFi in the dark?

Last year a French startup developed a wireless internet technology based on LEDs that they claim is 100 times faster than existing WiFi. The so-called "Li-Fi" exploits the flicker rate of LED lamps, which is typically imperceptible to the naked eye. That frequency is much higher than the radio waves conventional wireless internet employs. Li-Fi requires light to work, so it can't pass through walls like WiFi, but it can be used to specifically target a specific user. What's more, its secure nature makes it a potential fit in places like hospitals or schools where speed and privacy are high priorities.

Project Loon floats balloon-based internet access

Long before Facebook launched its own drone to beam internet through the sky, Google began Project Loon, a similar initiative that relies on balloons. The high-altitude internet-equipped balloons are designed to spread connectivity in rural parts of Africa and Southeast Asia, plus anywhere else that access is spotty. The project gained traction in 2013 when Google tapped residents of California's Central Valley to volunteer to let the team install an antenna on their home in order to test the beaming balloons. Three years and many tests later on several continents, Project Loon (now operating under X, formerly Google X) continues to perfect its internet-beaming technology in the hopes of someday filling in the empty spots in the data coverage map.

NASA gears up to beam internet into deep space

During his 340-day mission aboard the International Space Station, American astronaut Scott Kelly became somewhat of an Instagram star, posting jaw-dropping views of the Earth (and beyond) from his outpost in the stars. So, people probably take for granted the notion that astronauts have internet access. In reality, sending data through space is nearly as complicated as space travel itself, but NASA deployed new tech to the ISSin 2016 that could eventually be used to relay internet service even farther into deep space. If Elon Musk and Richard Branson ever find themselves living on Mars, they'll surely be grateful to the good folks at NASA for making sure they can still tweet from their new homes on the Red Planet.

Samsung's satellite idea

Consumer electronics company Samsung has a big idea for stretching the interwebs around the globe -- using satellites. In 2015, the company proposed a global network of 4,600 satellites floating in low-Earth orbit that could beam up to 1 zettabyte (1 trillion gigabytes) a month. The plan would fly satellites closer to Earth than previous schemes to provide access at speeds internet users are already accustomed to at home. Will Samsung's satellite web ever actually happen? It's not likely, but wild ideas like this keep the conversation going.
Source: This article was published engadget.com By Cat DiStasio
Categorized in Internet Technology

AOFIRS

World's leading professional association of Internet Research Specialists - We deliver Knowledge, Education, Training, and Certification in the field of Professional Online Research. The AOFIRS is considered a major contributor in improving Web Search Skills and recognizes Online Research work as a full-time occupation for those that use the Internet as their primary source of information.

Get Exclusive Research Tips in Your Inbox

Receive Great tips via email, enter your email to Subscribe.