Posts Tagged ‘were’
Question by Lamont: Would there be different manufacturers of humanoid robots if they were ever to function properly?
I mean if one were to build a humanoid robot and it be a domesticated servant bot, could other companies start up and start manufacturing their own robots. Lets use the movie i robot for an example, could one company just manufacture it or would other countries have a right to build them to. Something similar to this would be different car companies such as ford, honda, or toyota.
Answer by Solve
Yes, when the population wants something different someone will allways supply it wether it is robots or smartphones
What do you think? Answer below!
An anchor made on-air comments about tracking log in information more than a year ago. A big deal internally — but handled quietly.
Executives at the financial information company Bloomberg have known about journalists using the company’s terminals to spy on clients at least since September 2011 — more than a year before the practice turned into a scandal that threatens the company's relationships with its clients.
That month, Erik Schatzker, an anchor at Bloomberg TV and host of “Market Makers,” was reprimanded for making on-air comments about using terminal data to track the activities of at least one story subject, according to two sources with knowledge of the situation.
One source said the matter was a very big deal internally but was handled quietly.
“All the terminal guys freaked out,” said this source, referring to Bloomberg's army of salespeople who sell its $ 20,000 signature product. Bloomberg's 315,000 terminal subscribers, not its news operation, make up the vast majority of its revenue, which last year totaled $ 7.9 billion.
Schatzker declined comment, as did a Bloomberg representative, and a clip of Schatzker making the comment couldn't immediately be located.
Though no one outside Bloomberg's Manhattan headquarters complained about Schatzker's slip, executives at the time said they would disable the function that allowed journalists to access certain client data, said one source. But apparently that didn't happen until recently, and it only came to light after the New York Post reported that Goldman Sachs executives complained to Bloomberg about the ability of reporters to keep tabs on its bankers via the terminal. The Post also reported that JP Morgan Chase also believes that Bloomberg reporters tracked its employees.
The New York Times followed up the Post's report on Saturday with its own story saying that banking regulators at the Federal Reserve were concerned that they also were tracked by Bloomberg reporters. The Times story said that a preliminary investigation at Bloomberg revealed that “several hundred” reporters used a technique on the terminal, known as the “Z function,” to monitor client activities.
Part of the reason why nothing changed two years ago is because, while exposure of the practice shocked many outside observers, any Bloomberg terminal user with a moderate level of understanding knows that this kind of data is not only readily available, but also one reason why the company's terminals are so popular.
It is widely known, for instance, that every Bloomberg client has a profile page template and a company assigned email address. So, clients and Bloomberg employees can see how many times the profile of, say, Goldman Sachs CEO Lloyd Blankfein (presuming he is a client) was looked up, but they can't see who precisely was checking him out. They can email him at his Bloomberg address, but odds are that he doesn't use it and would never see the message. Green, yellow, and red colored dots indicate whether someone is actively logged onto a terminal (green), logged on but inactive (yellow), or logged out/inactive (red).
Also visible were statistics over the previous week on what functions clients used the most — news, bonds, equities for instance — but not which actual stories or stocks were looked at. Reporters never had access to such information as trades, stock purchases, client messages, Bloomberg wrote in a blog post on its website.
This type of information has always been used by the terminal salespeople as a way to better serve client needs — knowing what features they are using and what stories they are reading helps them tailor products and services.
Editorially, this information was seen as so benign that surfacing it was an open practice, if not openly encouraged. Internally, reporters are taught to “harness the power of the terminal” to mine for stories, one former newsroom source said. Bloomberg reporters can see the aggregate number of readers for a specific story, but cannot identify the individual readers.
Indeed, not unlike at some other digital media companies, sources said half of the annual bonus for Bloomberg reporters is based in part on story views, so seeing which stories are gaining traction among readers is valuable in helping reporters determine what to chase. According to the former newsroom source, reporters pitch a lot of what Bloomberg calls “people movers” stories (i.e., a Morgan Stanley banker being hired by UBS) because they get a lot of traction among clients.
“I'm not sure what benefit you get out of exploiting this function other than to see if someone is logged in or not,” said one current newsroom source. “LinkedIn Pro is more useful and has better information for finding sources and helping to break news.”
Bloomberg moved quickly to put out the fire, saying in a blog post on its website titled “Safeguarding Customer Data” that it made a mistake and that last month it changed its policy “so that all reporters only have access to the same customer relationship data available to our clients.” The company also appointed Steve Ross, who was responsible for management of the terminal business, to the new position of Client Data Compliance Officer to ensure that “our news operations never have access to confidential customer data.”
Bloomberg News' editor-in-chief, Matthew Winkler, has yet to speak publicly on the issue — Dan Doctoroff, the CEO of parent company Bloomberg LP, wrote the blog post. Known as Bloomberg's standards enforcer, Winkler is famous for his bow ties, fierce temper and his high ethical standards, which include weekly internal memos expounding on the proper use of the words “but” or “announce.” Sources said he was in London on Friday but addressed the issue during the Friday morning global editors call by simply reminding everyone of the company's policy regarding client information.
These sources unanimously described Winkler as untouchable and said he likely would not suffer any repercussions from the revelations. Whether the newsroom's relationship with its clients and sources is equally ironclad remains to be seen.
I remember when the press first hit about Nest Labs, the guys behind the iPod/iPhone were taking on thermostats everywhere! A collective “huh?” went through the tech industry. It felt like the tech version of the Avengers got together to build an office park, not save the world. After sitting down with Nest co-founder Matt Rogers at Google For Entrepreneurs‘ office a few weeks ago, I learned the backstory and vision of a company on a mission to build one of the world’s only great hardware/software companies in the world.
There are hard workers, there are really hard workers, and then there are the Matt Rogers of the world. If you think you work hard, please read/watch our entire interview then reevaluate. He had a quick start with his first Mac product interactions being at age three. As a child growing up in Gainesville Florida, when asked what he wanted to be someday, Matt would respond “I want to work at Apple.” At 16 he was building robots and entering them into competitions with his classmates. As a sophomore at Carnegie Mellon, he agreed to basically do anything (anything was help draw bones in CAD for a robotics hand project) to get a chance to work with with the robotics lab. His Junior year he applied via Monster.com, and pestered employees until he got accepted for an internship at Apple. That summer he took on the worst grunt work project imaginable (he rewrote all the software for manufacturing for iPod), and had three months for what he described as a “one year project.” 7-days a week, 20-hour days, and “basically not sleeping.” How did it pay off? As an intern Apple awarded him a cash bonus, what VP of iPod at the time and eventual Nest co-founder Tony Fadell said was something, “He had never done before.”
After school he returned to Apple and spent the next few years working on the firmware for iPod nano and iPod classic. After his first weekend back at Apple, and spending Saturday and Sunday getting moved in and buying furniture, his manager approached him saying, “Where have you been?” Matt responded, “I went to buy furniture.” He replied, “You should have been here.” He responded, “Oh. I didn’t even know!” Matt said that this, ”Set the pace for how iPod would be for the next five years.”
In December 2005, Matt and a small team started working on the first iPhone concepts in a project called “Purple.” At the time no one in the company knew what was going on, not even some of their own managers. They built the initial prototype in four months. It wasn’t good enough so they started again. That second version was the one Steve Jobs would unveil on stage at MacWorld in January 2007. Four weeks previous to that, 25-members of the team went to China hand-building from scratch each of the first 200-devices to be shown at MacWorld. The team was divided into day shift and night shift to hit the deadlines, working through Christmas and returning after New Year’s Day.
The Founding of Nest
After shipping the iPhone, Matt led work on Nano, Shuffle, and parts of the iPhone, iPad, and Apple TV projects. By late 2009 he had hired 40-people and managed teams building these products, all in his mid-late twenties. That fall he had a two hour lunch with Tony Fadell, his former boss at Apple who had left in 2008. Matt told Tony he wanted to start a company. “What do you want to do?” Tony replied. “I want to build a smart home company.” Tony’s response? “You’re an idiot. No one wants to buy a smart home, they’re for geeks.” But it turned out Tony was already building a smart home in Tahoe, with solar panels, geothermal heat pumps, and more. Tony honed in and focused on a single idea. “Why don’t you just build me a thermostat?” Matt replied, “Why not? We could build an iPod?” Tony responded, “We’ll do it in six months.”
Tony and Matt have what appears to be the ideal co-founder relationship, stemming back from his early internship days at Apple. “We think very much alike, to the point where we complete each other’s sentences. I don’t know if I would be able to do it without him.”
But was this the idea to risk a promising future at Apple on? Matt had elevated from intern to Senior Manager in just a few short years. “The more we dug, the more we realized, this is a company we must go start. We could save 10% of energy, solve an epic problem, no innovation, multibillion dollar market. Why would we not do this?”
Matt quit his job in Spring 2010, rented a garage in Palo Alto, and started cranking in secret. Matt would visit with old colleagues and say “Hey will you quit your job? Will you come work (for free) with us on a new project I can’t tell you about?” The first ten hires worked for free for six months before finally raising money in October 2010. They bootstrapped with money from Tony and some from Matt. “We were all working basically severn days a week, twelve hours a day, it was crazy. Not everyone was living in the office – people have families, so they’d go home for dinner and then come back. It was craziness.” Everyone worked on Thanksgiving only taking a few hours off. Matt claims no one got divorced over the extreme conditions adding that “all the wives are happy now.”
Still no one knew that Tony was even involved. “In the early days when we were fully stealth. “We had no website, no LinkedIn, we had nothing. Zero outbound communication. I wouldn’t even tell people that (Tony was involved). For all they knew, I was the only founder. To get people in the door the first time meant I did a lot of lunches, a lot of coffees to get people excited. I wouldn’t tell people on the first date – I’d show a little leg, but I wouldn’t go all the way.”
So here is Nest, in stealth, building an incredibly difficult hardware/software product, with limited funding, but still managing to assemble a killer engineering team, in the midst of a talent war with Facebook, LinkedIn, Groupon, and Twitter exploding all around. “It was a mixture of my old team at Apple, my old professor from CMU and a few folks from Tony’s early days at General Magic twenty years earlier. One guy was a VP at Twitter, one was running Microsoft User Experience. Unlike most startup teams the average age of our team was about 40. I think I was the youngest.”
A year after raising a Series A from Kleiner Perkins, Google Ventures, Lightspeed, Shasta, and others, they shipped their first product. This spring Nest was widely rumored to have raised $ 80MM at an $ 800MM valuation and shipping 50,000 thermostats each month. This company that was in a garage in 2010 is now +200 employees, and selling products in Lowe’s, Apple Stores, Best Buy, and about half their inventory is sold online. The company is not without controversy, having been sued by Honeywell for patient infringement, and as one friend in the home automation industry recently told me, “Everyone is watching Nest.” They also recently acquired venture backed energy dashboard MyEnergy.
Nest launched their first product a year after raising Series A, 18-months after their inception, with 75-employees and having spent $ 10MM. “That’s with a team of extremely senior guys who have all done this a dozen times before. The difference between doing it a dozen times before at Apple, Samsung or Google and doing it on your own, is that there’s no backup. At Apple we worked on the project for a year, got it ready and hand it over to the operations team to go scale and shoot to the moon with. We all had roles we played at previous companies and that all went out the window at Startup Land. You have an HR hat, facilities hat, janitor hat, doesn’t matter, you have do it.”
Is it any surprise that there are so few hardware startups the Valley? Or that most entrepreneurs choose an app or a website over a hardware device? Entrepreneurship is hard enough not to have to layer in these complications. Matt adds, “I don’t believe I could build Nest if Tony and I didn’t have all that experience at Apple. It’s really hard to pull off fully integrated consumer electronic devices. It’s also really expensive to build a consumer electronic product. You have to build prototypes but you have to build tools. You have to get a manufacturing line set up. You have to front inventory costs. It’s crazy expensive.”
When our interview finished a few weeks ago, I walked Matt out to his car. It was 9pm, and he was cheerfully headed back to work for yet another late night at Nest. After hearing about the culture and work ethic at Nest, his attitude simply reminded me of how he described working a holiday a few years previously. ”That’s what it takes,” he casually said. And if you really want to change the world I couldn’t agree more.
XOOM is a disruptor in the money transfer business. CEO John Kunze tells TheStreet’s Debra Borchardt they are faster than the old players.
We’d like to thank the Academy and all the little people who helped along the way — but mostly we’d like to thank you, our viewers, for helping The Engadget Show win not one, but two Webby Awards this year. That’s right, our plucky little show managed to pick up two of the coveted coils, and we’re frankly overjoyed. We’re so pumped, in fact, that we don’t want the winning to end. As our way of thanking you for the support you’ve given the show in the past year, we’re giving away a shiny new 32GB HSPA+ Nexus 7 to two lucky winners (one for each Webby, naturally), which you can use to watch the latest episode! And once you’re done with that, there’s an included $ 25 Google Play gift card to find more stuff to watch (there are plenty more free episodes for you, once that runs out).
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Concern by Jessica: How do you recuperate pictures on Samsung Galaxy S3 that were mistakenly deleted?
I unintentionally erased an entire album from my Samsung Galaxy S3 and Ive know a lot online on how the OS work and it never truly deleted anything it just marks the area as available so as long as i don’t take any pictures i can still recover mine. I likewise downloaded the Stellar Phoenix photo recovery to my computer system and tried connecting my phone and it doesn’t seem to be working. Where i am encountering an issue is the instructions keep saying for me to go to Setups -) Wireless & Wifi -) USB Tools -) Connect USB mass storage to COMPUTER. The trouble is i do not have this option in my setups so i do not exactly what to do. Any help would be fantastic!
Answer by WasHave you
What do you think? Response below!
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Ladies and gentlemen (and nerds), today is Pi Day. You know what that means: tons of math and pie/pi puns flooding your newly spartan News Feed. Not too mention, a few more creative celebrations of the date that so closely mirrors the ratio of a circle’s circumference to its diameter. Lets not kid ourselves though, after several years of internet-fueled and fruit-filled fun Pi Day is starting to lose its luster. So, the question is, are you doing your best to restore the original meaning of the holiday and take it back from those who have turned it into a crass meme-athon? Oh, and don’t worry if you forgot to send us a card, you can always make up for it on June 28th.
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It’s that time of year again, when Samsung shows off the next iteration of its massively popular Galaxy smartphone. A heavy focus on the number 4 and a slew of teasers leave little doubt what we’ll see, but the exact hardware and software details of how the Galaxy S IV (4?) will outdo its last effort remain shrouded in mystery. We’ll be live on hand at Radio City Music Hall with the details as they happen, and Samsung is promising a live video feed here. The fireworks kick off at 7PM ET tomorrow, look below for your locally adjusted time and bookmark our liveblog and event hub pages now (relive the 2012 Galaxy S III unveiling here).