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IBM is opening a cloud computing laboratory in Singapore to help businesses, government and research institutions and institutes of higher learning to design, adopt and reap benefits of cloud technologies. The new lab housed at Changi business park is part of it’s expansion of its cloud computing capabilities, and puts Singapore and the ASEAN region on the map as the eleventh cloud computing lab. This new addition will be part of the network of labs in Hong Kong, Ireland, Vietnam, China, South Africa, Japan, Brazil, India, Korea and the US.Through briefings, technology deployment and development sessions, the Singapore lab will work closely with businesses, government and research institutions and institutes of higher learning to design and deploy their own cloud environments.Read more at www.info

He is officially called the "Messaging Community Lead" for IBM's WebSphere message queue (MQ) architecture, which is a title that grants some modicum of honor without claiming too much authority. Andy Piper has become IBM's point man for the concept of a planet enmeshed in billions, perhaps trillions, of signal-sending, communicating devices. The case may be made that anything that can be "on" could be made to send a signal on a network - perhaps something as simple as "on" itself, periodically. The possibilities for a world where the operating status of any electronic device may be measured from any point on the globe, are astounding.

Two weeks ago, IBM and its development partner Eurotech formally submitted Message Queue Telemetry Transport protocol to the Eclipse Foundation open source group. It's being called "the" Internet of Things (IoT) protocol, but in fairness it's only one candidate. It would serve as the communications mechanism for devices whose size may scale down to the very small level, with negligible power and transmission radius of only a few feet.

One example application already in the field, Piper told RWW, is in pacemakers. Tiny transmitters inside pacemakers communicate using MQTT with message queue brokers at their patients' bedsides. Those brokers then communicate with upstream servers using more conventional, sophisticated protocols such as WebSphere MQ.

Apple (Nasdaq: AAPL  ) filed a patent at the tail end of 2009 dubbed "Local Device Awareness," which describes automated connections between a number of close-range devices. Some potential applications could be device position targeting (think locating your keys) or proximity-based gaming.

If Apple's patent seems overly broad, patent hoarder InterDigital (Nasdaq: IDCC  ) has gone for specificity. It holds some 33 known patents covering machine-to-machine communication.

Motorola and Google seem to be behind in patents, with only one highly technical machine-to-machine patent showing up for Motorola Mobility, and none for Google. But as you'll soon see, the two companies might be hoping for a more open environment.

there are very few executives, only a fraction, who are actually creating next-generation social experiences for their companies like Jeff Schick. The IBM executive doesn’t just leverage social business solutions, he and his team create them. “We started well over 15 years ago. We’ve been thinking about how to better connect people with people and people with information in terms of IBM itself,” Schick says, “the idea of getting the right person over the right opportunity at the right time to yield the right result was genuinely a business imperative at IBM.”

At Big Blue, the company encourages the use of Twitter, Facebook, LinkedIn, and blogs to support their sales, communication, marketing and recruiting efforts.  While employee’s social interactions are not under a microscope, the experiments in social on a massive scale have led to a set of social business conduct guidelines that govern their employees’ social interactions. Schick advises that you need to establish behavior standards for employees to follow.

So why do they do it? Since they are both an early adopter and creator of social technologies, they’ve learned that content management, business process management, collaboration, commerce and analytics must all be combined with a social layer to create a universal and unified solution.

At most companies, going AWOL during daylight hours would be grounds for a pink slip. Not at Best Buy. The nation's leading electronics retailer has embarked on a radical--if risky--experiment to transform a culture once known for killer hours and herd-riding bosses. The endeavor, called ROWE, for "results-only work environment," seeks to demolish decades-old business dogma that equates physical presence with productivity. The goal at Best Buy is to judge performance on output instead of hours.

Best Buy did not invent the post-geographic office. Tech companies have been going bedouin for several years. At IBM (IBM ), 40% of the workforce has no official office; at AT&T, a third of managers are untethered. Sun Microsystems Inc. (SUNW ) calculates that it's saved $400 million over six years in real estate costs by allowing nearly half of all employees to work anywhere they want. And this trend seems to have legs.

Another thing about this experiment: It wasn't imposed from the top down. It began as a covert guerrilla action that spread virally and eventually became a revolution. So secret was the operation that Chief Executive Brad Anderson only learned the details two years after it began transforming his company. Such bottom-up, stealth innovation is exactly the kind of thing Anderson encourages.

According to calculations by Cisco, 50 billion devices will connected to the Internet by 2020. Top technology infrastructure companies like IBM, HP and Ericsson are investing big in the Internet of things. IBM envisions a smarter planet, Ericsson envisions the social web of things.  But when I look at these visions I get the feeling something is missing—the consumer. Well, she's there, but always in a passive role. These visions are more about automation and efficiency. An exemplifying scenario can go something like this one, from Cisco: Imagine your morning meeting was pushed back X minutes, and your car knows there has been an accident on your driving route causing a Y minute detour; this is communicated to your alarm clock which allows you Z extra minutes of sleep and signals to your coffee maker to turn on the appropriate minutes later. Or, from Ericsson: You call your wife on your way home in the car, asking what she wants for dinner. When you arrive home the oven has calculated with precision the time it should turn itself on and at what temperature, depending on the groceries you got from the store. I'm sure these are plausible scenarios, but I don't think the killer apps of IoT will be the connected car or Internet-oven. 

I'm much more interested in big questions like: What will be the iBeer moment of Internet of things? What will be the Farmville of connected devices? These are the seemingly silly applications that always pop up in the wake of new technological possibilities. The simple, cheap, entertaining stuff. Humans are a curious species, and we don't always make rational decisions.

So, HP is now distancing itself from webOS under the guise of making it open source. It presumably could not find a company willing to buy the platform so now it is taking the only avenue that is available. HP now has very little way to make money off of webOS. As a licensed open source project, it is not going to be able to sell licenses to the platform, the way Microsoft does with Windows Phone. Nor does it have Google's clout in the advertising world to monetize webOS the way Android does. HP must pin its hope on the notion that developers, OEMs and carriers will pay HP for its software and cloud services in the development of webOS applications.

Herein lays the problem. As an open source project, developers will be able to choose whatever cloud and development tools they want. The fact that webOS is so closely tied to the Web does not help either because there are a variety of solutions to make HTML5 Web apps outside of HP. From the startup realm with companies like appMobi, Sencha, Appcelerator to enterprise developer companies like IBM and SAP, HP has no way to tie the development process to itself in an open source environment. Google has accepted this fact and lets the Android ecosystem do as it pleases because as long as people have Android devices in their hands, Google stands to make money from when and how they use the Web and native apps on the device.

Late last month, I ordered the beverage at Sightglass Coffee in SoMa, grabbed it from the counter and walked out without cracking my wallet.

Nobody chased me down because, when I first approached the cafe, the Card Case app on my iPhone detected the store's perimeter and automatically switched on. It broadcast my picture to the barista, who could then tap my pre-entered credit card number to cover the bill. The phone never had to leave my pocket.

It felt a lot like buying in the one-click environments of iTunes or Amazon, which is to say it didn't feel like buying at all. Square, the San Francisco startup behind the app, has come close to replicating the frictionless online buying experience in the brick-and-mortar world.

As we heard earlier today, Thanksgiving proved to be a lucrative day for online retailers. IBM reported online Thanksgiving 2011 sales were up 39 percent over Thanksgiving 2010, with mobile shopping on the rise. eBay and PayPal are seeing similar trends. PayPal Mobile just announced a 511 percent increase in global mobile payment volume when compared to Thanksgiving 2010.

On Thanksgiving in the U.S., consumers shopped on mobile via PayPal most frequently between 6:00 p.m. and 7:00 p.m. PST. Around the world, consumers shopped on mobile most frequently between 1:00 p.m. and 2:00 p.m. PST.

There was a more than three-fold (350%) increase in the number of global customers shopping through PayPal mobile on Thanksgiving 2011 compared to last year. These shoppers were mainly located in New York, Houston, Los Angeles, Miami and Chicago.

In working with thousands of clients, IBM has established that businesses and the world at large have become more interconnected and certainly more intelligent. Just to toss out a few factoids – data is growing at 6 trillion bytes per second, IP traffic will accelerate in 3 years to over a trillion gigabytes, and as of 2010, there were an estimated 30B RFID tags across the global ecosystem. Almost 162 million smart phones were sold in 2008, surpassing laptop sales for the first time. Soon there will be one trillion connected devices in the world, constituting an “Internet of things.” This environment provides both the individual and the organization the opportunity to adapt their thinking and actions to address the challenges of the new world.

Clouds are now seen as an element of a transformative process. Organizations spend time looking at their business processes and deciding which ones to change for competitive advantage as they move into the cloud. More efficient workflows that incorporate “outsiders,” such as customers, contractors, and suppliers can be created.

The ability to allow outside partners to connect to a legacy application via the cloud is an important consideration.