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If fact there is little sign in the data that machines are displacing humans any faster than usual

Perhaps because of uncertainty, though that’s a poor explanation for a phenomenon occurring globally.

How to put a price on the contribution of Facebook or Twitter to the Arab spring?

Workers in Amazon’s warehouses – or “associates in Amazon’s fulfilment centres” as the company would put it – are divided into four main groups. There are the people on the “receive lines” and the “pack lines”: they either unpack, check and scan every product arriving from around the world, or they pack up customers’ orders at the other end of the process. Another group stows away suppliers’ products somewhere in the warehouse. They put things wherever there’s a free space – in Rugeley, there are inflatable palm trees next to milk frothers and protein powder next to kettles. Only Amazon’s vast computer brain knows where everything is, because the workers use their handheld computers to scan both the item they are stowing away and a barcode on the spot on the shelf where they put it. The last group, the “pickers”, push trolleys around and pick out customers’ orders from the aisles. Amazon’s software calculates the most efficient walking route to collect all the items to fill a trolley, and then simply directs the worker from one shelf space to the next via instructions on the screen of the handheld satnav device. Even with these efficient routes, there’s a lot of walking. One of the new Rugeley “pickers” lost almost half a stone in his first three shifts. “You’re sort of like a robot, but in human form,” said the Amazon manager. “It’s human automation, if you like.” Amazon recently bought a robot company, but says it still expects to keep plenty of humans around because they are so much better at coping with the vast array of differently shaped products the company sells.

The unassuming efficiency of these warehouses is what enables Amazon to put parcels on customers’ doorsteps so quickly, even when it is receiving 35 orders a second. Every warehouse has its own “continuous improvement manager” who uses “kaizen” techniques pioneered by Japanese car company Toyota to improve prod­uctivity. Marc Onetto, the senior vice-president of worldwide operations, told a business school class at the University of Virginia a few years ago: “We use a bunch of Japanese guys, they are not consultants, they are insultants, they are really not nice … They’re samurais, the real last samurais, the guys from the Toyota plants.” In Rugeley, the person with the kaizen job is a friendly, bald man called Matt Pedersen, who has a “black belt” in “Six Sigma”, the Motorola-developed method of operational improvement, most famously embraced by Jack Welch at General Electric. Every day, the managers in Rugeley take a “genba walk”, which roughly means “go to the place” in Japanese, Pedersen says as he accompanies the FT on a tour of the warehouse. “We go to the associates and find out what’s stopping them from performing today, how we can make their day better.” Some people also patrol the warehouse pushing tall little desks on wheels with laptops on them – they are “mobile problem solvers” looking for any hitches that could be slowing down the operation.

. . . What did the people of Rugeley make of all this? For many, it has been a culture shock. “The feedback we’re getting is it’s like being in a slave camp,” said Brian Garner, the dapper chairman of the Lea Hall Miners Welfare Centre and Social Club, still a popular drinking spot. One of the first complaints to spread through the town was that employees were getting blisters from the safety boots some were given to wear, which workers said were either too cheap or the wrong sizes. One former shop-floor manager, who did not want to be named, said he always told new workers to smear their bare feet with Vaseline. “Then put your socks on and your boots on, because I know for a fact these boots are going to rub and cause blisters and sores.” ©Ben RobertsAmazon workers in Rugeley process ordersOthers found the pressure intense. Several former workers said the handheld computers, which look like clunky scientific calculators with handles and big screens, gave them a real-time indication of whether they were running behind or ahead of their target and by how much. Managers could also send text messages to these devices to tell workers to speed up, they said. “People were constantly warned about talking to one another by the management, who were keen to eliminate any form of time-wasting,” one former worker added.

Watson said Amazon was supposed to send the council employment data every six months, but it had not done so. “We had no idea Amazon were going to be as indifferent to these issues as they have been, it’s come as a shock to us how intransigent they are,” he said. Inside the warehouse, Amazon employees wear blue badges and the workers supplied by the agencies wear green badges. In the most basic roles they perform the same tasks as each other for the same pay of £6.20 an hour or so (the minimum adult wage is £6.19), but the Amazon workers also receive a pension and shares. A former agency worker said the prospect of winning a blue badge, “like a carrot, was dangled constantly in front of us by management in return for meeting shift targets”. Amazon’s Darwinian culture comes from the top. Jeff Bezos, its chief executive, told Forbes magazine last year (when it named him “number one CEO in America”): “Our culture is friendly and intense, but if push comes to shove, we’ll settle for intense.”

Ransdtad said it supplied a number of clients with “onsite-flexible workforce solutions”. It added: “The number of workers required by these clients fluctuates in response to supply and demand. When demand for clients’ products or services is high (for example during the Christmas period) the Randstad partnership allows local people to benefit from short-term work on a temporary contract, to help supplement our clients’ permanent workforce and deliver against order requirements.” Certainly, not everyone in Rugeley is upset about Amazon. A group of workers having a pint on a picnic table outside The Colliers pub near the warehouse gates said they liked their jobs, albeit as their managers hovered nervously in the background. One young agency worker said he was earning about £220 a week, compared with the £54 he had been receiving in jobless benefits. He had bought a car and moved out of his mum’s house and into a rented flat with his girlfriend, who he had met at work. “I’m doing pretty well for myself,” he said with a shy grin. “There’s always opportunities to improve yourself there.” Across the table, an older man, wagging two fingers with a cigarette pinched between them, said slowly: “It gives you your pride back, that’s what it gives you. Your pride back.” Many in the town, however, have mixed feelings. They are grateful for the jobs Amazon has created but they are also sad and angry about the quality of them. Timothy Jones, a barrister and parish councillor, summed up the mood. “I very much want them to stay, but equally I would like some of the worst employment practices to end.”

For Watson, the big question is whether these new jobs can support sustainable economic growth. In Rugeley, it is hard not to look back to the coal mine for an example of how one big employer could transform a place. . . . The Lea Hall Colliery opened officially on a soggy Tuesday in July 1960. Miners and their families huddled under marquees to eat their packed lunches and when the first coal was wound to the surface, three bands played an overture specially written for the occasion. It was the first mine planned and sunk by the Coal Board, the body set up after the second world war to run Britain’s newly nationalised coal industry, and the Central Electricity Generating Board was building a coal-fired power station right next door. It was a defiant demonstration of confidence in coal at a time of increasing competition from oil. “King Coal is not yet dead, as many would have it, but is going to be with us for many years to come,” the regional secretary of the National Union of Mineworkers told the crowd.

Soon, miners from all over the country were swarming to the modern new mine. The Coal Board and the local council built housing estates and schools to cope with the exploding population. “Peartree estate was built for the Geordies, the Springfield estate was built for the Scots and the Welsh,” remembered Brian Garner, who helped to build the mine when he was 16. “It was unbelievable, it was buzzing in the town, there was that much money about then. I could leave my job at 10 o’clock in the morning and start at five past 10 on another.” On Friday and Saturday nights, the queue outside the Lea Hall Miners’ Welfare Centre and Social Club would wrap right around the building. Rugeley’s mine was soon the most productive in the country. It was a “young man’s pit” with all the latest machines and techniques, says Ken Edwards, who started there at 25 as an electrician. The work was still dirty and dangerous, though. In 1972, a local reporter took a tour. “All is silent except for the movement of conveyor belts which carry the coal and the murmur of the air pumps. The blackness is relieved only by narrow shafts of light coming from each person’s headlamp,” she wrote. It took her two days to remove the black dust from her nails, ears, nose and hair.

The good times didn’t last. By the time the pit closed, four days before Christmas in 1990, a spokesman for British Coal told Reuters it was losing £300,000 a week. More than 800 people lost jobs that paid the equivalent of between £380 and £900 a week in today’s money. The town council’s chairman tried desperately to say something reassuring. “It has come as such a shock,” he told the local paper. “[But] we have got to do what many have done and look for new areas, particularly information technology and high technology. We have a lot of expertise and a wonderful geographical spot. There’s no reason why it should be the end for Rugeley.” From behind her desk in Vision estate agents, all purple paint and fairy lights, Dawn Goodwin sucks the air in through her teeth at the mention of Amazon. “We all thought it was going to be the making of the town,” she says. She expected an influx of people, including well-to-do managers, looking to buy or rent houses. But she hasn’t had any extra business at all. People are cautious because they don’t know how long their agency jobs with Amazon will last, she says. One of her tenants, a single young woman, got a job there but lost it again after she became ill halfway through a shift. She struggled to pay her rent for three months while she waited for her jobseeker’s benefits to be reinstated. “It’s leaving a bad taste in everyone’s mouths,” Goodwin says with a frown. Even the little “Unit 9” café next to the Amazon warehouse hasn’t had a boost in trade. The women who run it reckon the employees don’t have enough time in their 30-minute break to get through security, come and eat something, and then go back in again.

In a cramped upstairs office at the Citizens Advice Bureau, Gillian Astbury and Angela Jones have turned to statistics to try to identify Amazon’s effect on the area. They haven’t had an increase in the number of people asking about employment problems or unfair dismissal, but nor has there been any improvement in the community’s problems with debt and homelessness. Their best guess is that people haven’t had enough sustained work to make much of a difference. Astbury says employment agencies are a “necessary evil”, but stresses it is hardly ideal for people to be bouncing in and out of temporary work, particularly when a job ends abruptly and they are left with no income at all until their benefits are reinstated. Workers leaving Amazon have had a particular problem with this, prompting the parish council to submit a Freedom of Information request to the Department for Work and Pensions to find out exactly how long local people are being made to wait for their social security payments to come through.

Far from the CAB’s little office in Rugeley, Britain’s economists are also puzzling over why the economy remains moribund even though more and more people are in work. There are still about half a million fewer people working as full-time employees than there were before the 2008 crash, but the number of people in some sort of employment has surpassed the previous peak. Economists think the rise in insecure temporary, self-employed and part-time work, while a testament to the British labour market’s flexibility, helps to explain why economic growth remains elusive. Angi Cooney, who runs C Residential, the biggest estate agent in Rugeley, thinks the nature of employment is changing permanently and people should stop pining for the past. It’s “bloody great” that a company like Amazon chose to come to “this little old place”, she says fiercely, looking as if she’d like to take the town by the shoulders and give it a shake. “People expect a job for life, but the world isn’t like that any more, is it?” Sarah O’Connor is the FT’s economics correspondent

However, when you use Facebook you give it the right to use information "in connection with the services and features we provide to you and other users like your friends, our partners, the advertisers that purchase ads on the site, and the developers that build the games, applications, and websites you use".

Your individual account is probably worth very little to the service provider, so they'll have no qualms whatsoever with tinkering with the service or even making radical changes in their interests rather than yours. If you don't like it you're welcome to leave. You may well not be able to take your content and data with you, and even if you can, all your URLs will be broken.

if you really care about your site you need to run it on your own domain. You need to own your URLs. You'll have total control and no-one can take it away from you. You don't need anyone else. If you put the effort in up front it'll pay off in the long run.But it's no longer that simple.

Anyone who's ever run a website knows that building the site is one thing, but getting people to use it is quite another. The smaller your real-world presence the harder it is. If you're a national newspaper or a Hollywood star you probably won't have much trouble getting people to visit your website. If you're a self-employed plumber or an unknown blogger writing in your spare time, it's considerably harder.

Social networks have changed all that. Facebook and Twitter now wield enormous power over the web by giving their members ways to find and share information using tools that work in a social context.

Either way, your social network presence is more important than your own website.

But increasingly that freedom is just the freedom to be ignored, the freedom to starve.

es, that's nearly 34,000 new Facebook apps created in one day by customers of just one hosting company.

What Facebook is doing is very different. When it records our activity away from the Facebook site it's a third party to the deal. It doesn't need this data to run its own services.

orst o

all, the way Facebook collects and uses our data is both unpredictable and opaque. Its technology and policies move so quickly you'd need to be a technical and legal specialist and spend an inordinate amount of time researching Facebook's activities on an ongoing basis to have any hope of understanding what they're doing with your data.

Another useful feature is that CrashPlan keeps copies of all versions of your files and even those you have deleted.  This means, for example, that you can go back and retrieve a version of a PowerPoint presentation you were using last year if you decide you liked it better than a more recent one.  And if you've ever accidentally deleted or lost a file you know how aggravating and time-consuming it is to recreate it. That's not a worry with CrashPlan.

Many cloud storage services claim to offer online collaboration features but Mindjet Connect is different because helping people get work done together regardless of their locations is its forte, not some add-on function.

Huddle Sync, Huddle's enterprise file synchronization platform, is different from consumer sync tools because it was built to meet enterprise security and compliance requirements and uses learning algorithms and predictive technology to fully sync only certain files. Not only that but it keeps track of where company data is stored and who has synced what files, as well as provides full audit trails for every single file.

Huddle Sync is currently in private beta but you can register at the site if you want to try it out.

it is beyond the experimentation phase and heading towards production

that the age of “wearable technology” is nigh

“Apple can launch a new product like no other company because it owns its own retail channel, has privileged real estate in other retailers, and has a brand that’s recognized even by two-year-olds.”

There were mobile phones with internet access, mapping software and even touchscreens before the iPhone was introduced in 2007, they just failed to capture mainstream attention.

Likewise, wearable technology and smart watches are not Apple ideas. The firm in fact already benefits from third party wearable accessories such as the Nike FuelBand and FitBit, which link to the iPhone and track exercise.

All the main technologies – screens, processors, GPS, mobile software, Bluetooth wireless networking – are already mature and in mass use. The problem is cramming them into something small enough to look stylish on a wrist

its rival is working on a computer you wear on your face. Google Glass, a project led by Google co-founder Sergey Brin, suggests a near future in which reality is augmented via a pair of spectacles with all the capabilities of a smartphone.

Already in public testing, Google Glass’ tiny screen projects the web into your field of vision, while “bone conduction” headphones transmit sound directly through your skull, allowing you to hear your environment at the same time through your ears.

Human memory has always been affected by each new advance in communications technology. Psychological studies have shown that when people are asked to remember a list of facts, those told in advance that the facts will later be retrievable on the Internet are not able to remember the list as well as a control group not informed that the facts could be found online

"Network operators sit on a goldmine of data," said Kelly Ahuja, general manager of Cisco's service provider mobility group. "We're going to help them capture and apply it."

when Facebook uses facial recognition on photographs posted there, when your financial transactions are tracked, and when the location of your car can influence a constantly changing, sensor-driven congestion-charging scheme, all in real time, something has qualitatively changed. You're still creating the web, but without the conscious need to do so. "Our phones and cameras are being turned into eyes and ears for applications,"

Videogame designers, the logic goes, have become the modern world's leading experts on how to keep users excited, engaged and committed: the success of the games industry proves that, whatever your personal opinion of Grand Theft Auto or World of Warcraft.

Three billion person-hours a week are spent gaming. Couldn't some of that energy be productively harnessed?

His take on the education system, for example, is that it is a badly designed game: students compete for good grades, but lose motivation when they fail.

A good game, by contrast, never makes you feel like you've failed: you just progress more slowly. Instead of giving bad students an F, why not start all pupils with zero points and have them strive for the high score?

"is an interactive technology inspired by snakes."

the internet is distracting if it stops you from doing what you really want to be doing; if it doesn't, it isn't. Similarly, warnings about "internet addiction" used to sound like grandparental cautions against the evils of rock music; scoffing at the very notion was a point of pride for those who identified themselves with the future. But you can develop a problematic addiction to anything: there's no reason to exclude the internet,

we come to treat ourselves, in subtle ways, like computers. We drive ourselves to cope with ever-increasing workloads by working longer hours, sucking down coffee and spurning recuperation. But "we were not meant to operate as computers do," Schwartz says. "We are meant to pulse." When it comes to managin

g our own energy, he insists, we must replace a linear perspective with a cyclical one: "We live by the myth that the best way to get more work done is to work longer hours."

Jim Gemmell, “Total Recall: How the E-Memory Revolution Will Change Everything.”

All these efforts to ease the torments of existence might sound like paradise to Silicon Valley. But for the rest of us, they will be hell.

SUCH predisposition makes it harder to notice that not all problems are problems

After all, saving the world might be a price worth paying for destroying everyone’s privacy, while a larger-than-life mission might convince young and idealistic employees that they are not wasting their lives tricking gullible consumers to click on ads for pointless products.

The two key factors that will determine Facebook's future are the power of network effects and the "stickiness" of its service – ie, the extent to which it can dissuade users from leaving.

he key determinants of success or failure were (i) the average number of friends that users have and (ii) whether the difficulty of using the site comes to outweigh the perceived benefits.

Facebook users will constitute a captive market and will be correspondingly exploited. And the company will be regulated as a monopoly.

How much exploitation will users tolerate before they decide to quit?

n fact, it is now so dominant that millions of people around the world think that Facebook is the internet.

At one point in the conversation, the Google boys noticed that their collaborator had suddenly gone rather quiet.

But the number of commercial companies that are more than a century old is vanishingly small.

in the technology world one can go from zero to hero is a very short time

Google has a well understood and currently profitable business model and a huge technical infrastructure but ultimately is vulnerable to a well-resourced competitor armed with better search technology.

A telephone network with a million subscribers is infinitely more valuable then one with only 10. In technological ecosystems, network effects are very powerful: they explain, for example, how Microsoft came to dominate the market for desktop operating and office systems.

If you put your faith in network effects, therefore, Facebook looks like a good investment because it'll be around for the long term.