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Mr. Joshi (the head of Hewlett-Packard's $24 billion printing empire) has spent years disputing the notion that people will print less as they do more on their hand-held devices. This week, he will see his ideas put into action as H.P. introduces a fleet of printers with Web access, their own e-mail addresses and touch screens. These products should open up new ways for people to print from Web services like Google Docs, and from smartphones and devices like the iPad from Apple. Mr. Joshi is going back to his roots as an engineer - as a young H.P. researcher, he figured out a way to make ink cartridges fire 45 million drops - and relying on new technologies, not slick marketing. But still, he will have to prove that customers will change their behavior and print more if given the right tools. That, Mr. Reitzes said, is crucial to how investors will evaluate the long-term prospects of H.P. "Investors are worried about printing," he said. "It's really important that they get this right." As the world's largest technology company, H.P. sells a wide variety of products but got much of its profit from printers and their pricey ink. More recently, H.P. has built up a large technology services arm as well, which has helped round out its business. But the printing division accounts for about a fifth of its revenue and a third of its profits. The new printers - which build on a limited experiment last year - will range in price from $99 to about $400. Every one will come with what H.P. executives billed as a breakthrough feature - its very own e-mail address. H.P.'s engineers hit on the e-mail address as an easy, familiar way for people to send print jobs to the Web-ready printers. You can, for example, take a photo with a phone, e-mail it to your printer's address and have the printout waiting for you at home. Or, you can share the printer's e-mail address with family and friends. This means that someone can buy Grandma a Web-ready printe

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.

Authorities on both sides of the Atlantic on Monday moved towards investigating Google following the internet group's disclosure that it had recorded communications sent over unsecured wireless networks in people's homes. Peter Schaar, the German commissioner for data protection, called for a "detailed probe" by independent authorities into the practice by Google. He said the group's explanation of the collection of data as an accident was "highly unusual". "One of the largest companies in the world, the market leader on the internet, simply disobeyed normal rules in the development and usage of software," he said. In the US, the Federal Trade Commission was expected to launch an inquiry as well, according to people who spoke to agency officials. Privacy advocates said an inquiry could look at whether the collection of data breached rules on unauthorised access to computers and private communications. "This may be one of the most massive surveillance incidents by a private corporation that has ever occurred", said Marc Rotenberg, leader of the nonprofit Electronic Privacy Information Centre in Washington. "It is unprecedented vacuuming of WiFi data by a private company. Can you imagine what would happen if a German corporation was sending cars through Washington sucking up all this information?" Google reiterated its statements from late Friday in Europe, when it reversed earlier denials that it had collected personal activity. It said it had been using a fleet of camera-equipped Street View vehicles, which take pictures for the group's imaging services, and had been at the same time using the cars to assemble a database of electronic WiFi addresses intended to improve the functioning of its maps and other location services. Google said the project leaders ignored that the vehicles were also taking in snippets of activity on the WiFi networks. "We didn't want to collect this data in the first place and we would like to dest

We all know stories of radical innovation becoming disruptive because incumbent cannot change their competencies and embrace the upcoming technology. Maybe not any more, given the fluidity of modern markets for technology. In fact, one of the main players of the e-paper industry, PVI, is in fact a subsidiary of a major Taiwanese paper mill, and has pursued an interesting strategy of partnership and acquisition in order to transition to the new technology.

A short summary of Jeremy Rifkin's new book. An interesting perspective that we might consider meta-paradigmatic. In other words, the position is that changes we are observing in a number of fields (i.e. distributed energy generation and smart grids, social networking, open source innovation, etc.) are symptoms of a more radical change at societal level, from individualistic self-interest to collective "shared interest",from the pursuit of wealth and property rights to a broader concept of "quality of life". 

A bit of a provocation, but interesting. The idea is that adoption of e-health is hindered by the fact that the business model of health care institutions (i.e. hospitals and such) is to provide care, not to improve health. As such, the greater process efficiency induced by e-health systems would not benefit the very institutions who should invest for its adoption, and who instead make their money out of current inefficiencies. The reader comments at the bottom of the paper enlarge the picture a bit.

One of the first examples of the Internet of Things, i.e. using the idea of the Web 2.0 (i.e. user-generated content) but with objects providing the information. Disruptive? Potentially yes, because it kills the need for expensive dedicated infrastructure. Of course, an interesting idea but you must also think about what will the sustainable business models be.

An interesting perspective on the smartphone business model. Given that success of an operating system is tightly connected to the availability of applications, what will happen if the cost of porting an app to different platforms is low? Will this reduce the economic reason to standardize and lead us to a world where a number of such platforms exist?

The emerging BRICs are partially changing the "demand" side of innovation. Instead of simply producing (or engineering) products targeted to the needs of developed countries, Indian companies are now rolling out a number of products targeted to the needs of the country. Journalists have come up with the term "Indovation". Scholars and managers might start questioning whether this might change the way technological trajectories emerge.

Renault-Nissan probably is the most outspoken carmaker supporting the shift to electric vehicles. It is interesting to notice its understanding of the role of complementary goods (i.e. recharging stations) in supporting diffusion, and of the value of high vertical integration during the fluid phase of innovation (e.g. batteries).

The increase of data traffic due to audiovisual content is straining Internet networks, highlighting another strong complementarity between infrastructure and content. The problem is, that most of this content is associated to a few companies (such as Google), who bear the (advertising) fruits of this growth and does not share enough of its costs. What kind of arrangements between players in the value network will create a sustainable model?

Last week, we announced a new feature that lets you add a favorite photo or image to the background of your Google.com homepage. To provide you with an extra bit of inspiration, we've collaborated with several well-known artists, sculptors and photographers to create a gallery of background images you can use to personalize your Google homepage. Included in the collection are photographs of the works of Dale Chihuly, Jeff Koons, Tom Otterness, Polly Apfelbaum, Kengo Kuma, Kwon, Ki-soo and Tord Boontje, as well as some incredible photos from Yann Arthus-Bertrand and National Geographic. We'll be featuring these images as backgrounds on the Google homepage over the next 24 hours. Of course, since we want your Google homepage to be personal to you, you can still choose an image or photo from your computer or your own Picasa Web Album. Whether you select an image from our new artist collection or prefer to have a more personal touch on your homepage, you'll still enjoy the speed and ease of use that you've come to expect from Google. We're also excited to announce that this feature is now available internationally. We hope you enjoy the new artist collection and making Google feel more like your own!

eBay offloads Skype, its famous and somewhat failed acquisition by selling it to a group of private equity firms. Though the acquisition failed from the point of view of operations and technology (expected integration never happened) it came out to be a success from a financial point of view. In fact, Skype has turned out to be a profitable and high-growth firm (try following the valuations along Skype's lifecycle).

Yesterday in Cupertino, CA, the Apple's CEO unveiled at the developers the new iPhone OS 4.0. The new OS is available to iPhone developers today, while the general public will get the update sometime this summer. Apple uses innovators and then early adopters to improve the product, leveraging on their enthusiasm. "We are not the first to offer this service, but we are the best" : Steve Jobs doesn't know moderation and understatement. Some of the OS 4.0 features, as the multitasking, doesn't represents that kind of radical innovation, just because Google did it first. But Apple is aware about giving those features to its product in the right time, according to Jobs. By the way, multitasking is only 1 of the 100 new user features announced and thanks to the early market the OS 4.0 could potentially represent the birth of new paradigms in the operating software market.

Advertising agencies and software developers also welcomed Apple's new iAd network as a potential breakthrough that could give an important boost to the small but fast-growing mobile advertising market. iAd is an OS 4.0 built-in app, which could be the starting point of a new generation of mobile adverts that would be far more engaging than current formats, which Jobs said "suck". Thanks to his company's control Apple's network would be able to serve up more creative forms of advertising to run inside the "apps" users download on to these devices. Advertising inside apps, although still small, has become the hottest corner of the mobile advertising business, prompting a race between Google and Apple. In fact, earlier this year Apple bought Quattro Wireless for $270 million signaling its intention to enter the advertising network space. Quattro is an ad network that spans both mobile websites and smartphone applications. It seems to develop a new strategy and paradigm for the advertisement and a new battle field for the two giants Apple and Google. Which will emerge?

A brief editorial comment on the problem of conflicts of interest that emerge between companies that sponsor academic research and the recipients of such grants. Of course, when the field is pharmaceuticals, the problems become very big.

Part of Google's success is due to its secret algorithm, capable of delivering search results that are relevant to users, but also marketable to firms. The problem is that Google has the power to grow or kill any business by simply moving it up or down the hierarchy in search results. Some firms are starting to complain about fairness of this (especially the ones that partially compete with Google). However, it is up to antitrust authorities and end users to decide on the right tradeoff between convenience and neutrality of results.

Yet another move by Google... becoming one of the first providers of NGN (Next Generation Networks) services, allowing ultra-fast connectivity and a new generation of services to emerge. Understanding the business logic behind such moves is of course difficult, but we are accustomed to the fact that Google quite often gets it right!

e-books are an up-and-coming technology and there is a strong debate on the way they will affect the future of newspapers. The case is more complicated for magazines, that of course require color. An interesting case of the interplay between technology performance and user needs, leading (or not) to the enabling of a disruptive innovation.

What will paradigms for TV sets after HDTV is a bit of a question mark. On the one side, it might be 3D technology. On the other, it might be convergence with the Internet. TV-set makers are playing big bets on both possibilities, and convergence is of course dependent on the existence of content and software that can make it interesting in the eyes of customers. As is currently happening for smartphones, content need not be generated internally, but through app-store mechanisms. Will this strategy pay off?

Apple's iPad has opened up yet another element of uncertainty on the future "dominant" IT device. In addition, given that a major application of the iPad is likely to be book-reading, uncertainty is there concerning file and DRM formats for e-book. What will the prevailing strategy be? Proprietary formats, or open formats with proprietary DRM systems, or completely open formats? The problem of course is portability of content, which may or may not be valued by consumers. However, given that I currently can lend a book to a friend, what will happen when a Kindle-using friend will want to borrow my iPad-based novel?