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An interesting comment on the way with which technology is likely to shape the concept of home entertainment in the near future. As it appears, it will be based on bringing "intelligence" on board devices rather than adopting a single do-it-all server. Implications on competitive advantage for the many potential competitors are pretty obvious

Entertainment is undergoing radical change. But will it go in the content-centric direction that Apple and Google are thinking of, or will it rather be a social network-centric model? While traditional broadcasting is till strong, it would be funny to see the disrupters being disrupted.

Few people have heard of Zune, the audio-video entertainment brand that Microsoft built in order to challenge Apple's iPod. Microsoft is now stepping up the challenge. Will its standard, based on interoperability between devices (Zune player, PCs/smartphones and Xbox consoles), be able to increase its market share from it's current and paltry 2%? Seems like a desperate attempt, but Microsoft has done it already in the past

An article on the broadcasting vs. streaming revolution. Interesting to notice that established cable TV operators are quite behind. Conversely, a young company like Netflix, that started by challenging Blockbuster in DVD rentals with an innovative business model, is a nimble player with interesting results. A clear example of organisational inertia

Sony, once the clear market leader in consumer electronics and entertainment, has strongly suffered because of paradigm shifts in the industries it is active in. Now it is making yet another attempt to re-establish its leadership, using online services and its coverage of a broad range of potentially interoperable devices. Will this be a sound value proposition for consumers?

Mobile devices, social networking applications and other consumer-related innovations have gained notoriety and generated significant revenues for high-tech, communications and content companies in recent years. These devices and applications are dramatically reshaping the way consumers communicate, learn and entertain themselves.

The article covers Netflix, whose CEO was named "Business person of the year" for 2010. Netflix is an interesting case study from the perspective of innovation. It has entered the DVD rental market with a business model innovation (i.e. sending DVDs to subscribers through the postal service) that disrupted incumbents such as Blockbuster. At the same time, it has realized that this innovation could be only transient, since the diffusion of broadband would have quickly led to the new paradigm of "on demand" or "streaming" content. So, it is a case of a disruptive innovator that is not afraid of rapidly disrupting the same business model on which it has built its own fortune.