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excerpt: "Developer-led or services-led? Microsoft should get an early advantage, but the services strategy by Cisco should create longer, more sustainable value, Last month I wrote a blog outlining how the line-of-business manager holds the key to winning the Cisco versus Microsoft war. A number of you commented that this was obvious and both companies are already doing it. I'll agree that this is something both companies are trying to do, but neither is doing a great job. Microsoft is a company with high appeal to IT pros and Cisco to network managers, with high brand familiarity to line of business managers but low appeal beyond this."

Excellent stuff from HubSpot "Visual content is in high demand. Just about every type of content we marketers create can be enhanced by some kind of visual element. And in social media? Visuals pretty much make or break your presence. In fact, photos on Facebook generate 53% more Likes, 104% more comments, and 84% more clickthroughs than the average post. And if you need more evidence to convince you visual content is essential to your marketing, just consider all these stats! But honestly ... who's got time for all that? And I don't know about you, but I don't exactly have a degree in graphic design. Or the budget to hire someone who does. So, what's a design-impaired marketer to do? Luckily, over the past several months, we've been on a mission to make visual content creation much less of an obstacle for the average marketer. How, you ask? Templates, my friends ... templates. And what's great about these templates is they're all for software you probably have loaded onto your computer already: PowerPoint. And PowerPoint is such an accessible piece of software for non-designer folks like you and me. In fact, we use it all the time at HubSpot when we don't have a designer handy.  I'm going to walk you through the visual content templates we have available for free download, and show you how we've used them ourselves to create awesome visuals right in PowerPoint."

"FREQUENTLY ASKED QUESTIONS What is WhiteHat Aviator? WhiteHat Aviator; is the most secure , most private Web browser available anywhere. By default, it provides an easy way to bank, shop, and use social networks while stopping viruses from infecting computers, preventing accounts from being hacked, and blocking advertisers from invisibly spying on every click. Why do I need a secure Web browser? According to CA Technologies, 84 percent of hacker attacks in 2009 took advantage of vulnerabilities in Web browsers. Similarly, Symantec found that four of the top five vulnerabilities being exploited were client-side vulnerabilities that were frequently targeted by Web-based attacks. The fact is, that when you visit any website you run the risk of having your surfing history, passwords, real name, workplace, home address, phone number, email, gender, political affiliation, sexual preferences, income bracket, education level, and medical history stolen - and your computer infected with viruses. Sadly, this happens on millions of websites every day. Before you have any chance at protecting yourself, other browsers force you to follow complicated how-to guides, modify settings that only serve advertising empires and install obscure third-party software. What makes WhiteHat Aviator so secure? WhiteHat Aviator; is built on Chromium, the same open-source foundation used by Google Chrome. Chromium has several unique, powerful security features. One is a "sandbox" that prevents websites from stealing files off your computer or infecting it with viruses. As good as Chromium is, we went much further to create the safest online experience possible. WhiteHat Aviator comes ready-to-go with hardened security and privacy settings, giving hackers less to work with. And our browser downloads to you - without any hidden user-tracking functionality. Our default search engine is DuckDuckGo - not Google, which logs your activity. For good measure, Aviator integrates Disconnect

The Florida case is particularly interesting because Florida is within the jurisdiction of the U.S. Eleventh Circuit Court of Appeals, which has just ruled that law enforcement must obtain a search warrant from a court before using equipment to determine a cell phone's location.  

Excellent interview from 2010. Still worth reading. excerpt: "In December 2009 Jobs beckoned Houston (pronounced like the New York City street, not the Texas city) and his partner, Arash Ferdowsi, for a meeting at his Cupertino office. "I mean, Steve friggin' Jobs," remembers Houston, now 28. "How do you even prepare for that?" When Houston whipped out his laptop for a demo, Jobs, in his signature jeans and black turtleneck, coolly waved him away: "I know what you do." What Houston does is Dropbox, the digital storage service that has surged to 50 million users, with another joining every second. Jobs presciently saw this sapling as a strategic asset for Apple. Houston cut Jobs' pitch short: He was determined to build a big company, he said, and wasn't selling, no matter the status of the bidder (Houston considered Jobs his hero) or the prospects of a nine-digit price (he and Ferdowsi drove to the meeting in a Zipcar Prius). Jobs smiled warmly as he told them he was going after their market. "He said we were a feature, not a product," says Houston. Courteously, Jobs spent the next half hour waxing on over tea about his return to Apple, and why not to trust investors, as the duo-or more accurately, Houston, who plays Penn to Ferdowsi's mute Teller-peppered him with questions. When Jobs later followed up with a suggestion to meet at Dropbox's San Francisco office, Houston proposed that they instead meet in Silicon Valley. "Why let the enemy get a taste?" he now shrugs cockily. Instead, Jobs went dark on the subject, resurfacing only this June, at his final keynote speech, where he unveiled iCloud, and specifically knocked Dropbox as a half-attempt to solve the Internet's messiest dilemma: How do you get all your files, from all your devices, into one place? Houston's reaction was less cocky: "Oh, s-t." The next day he shot a missive to his staff: "We have one of the fastest-growing companies in the world," it b

The Dark State takes another hit.

NSA and crew decide to delay and try later with CISA. The Internet strikes back again.

Return to the bad old days Many of Apple's demos rely on "experimental" CSS3 properties to work. The exact implementation of these properties has yet to be hammered out, so browser vendors must use their best guess to determine how they should be rendered onscreen. Because of the ambiguity this introduces, it is the custom for browser vendors to attach a vendor-specific prefix to the CSS property names. Firefox uses "moz," while Safari uses "webkit," named for the browser's WebKit rendering engine. This means Web developers who want to use a specific experimental CSS feature must include the vendor-specific properties for each browser they want to support in their style sheets. It's a less than ideal situation, but the actual coding required is trivial. Apple chose not to bother for its HTML5 demo site. That would be bad enough. But Apple's demos don't work on Google's Chrome browser, either -- and Chrome also uses the "webkit" prefix for its experimental CSS3 properties (because it's also based on the WebKit rendering engine). Rather than detecting browser capabilities and degrading the user experience gracefully where features aren't supported -- as is the accepted best practice on modern browsers -- Apple chose to deliberately screen out any browser that doesn't self-identify as Safari. That's right: By forcing my browser's user agent string to identify as Safari 5, I was able to view many of the demos just fine in Firefox 3.6 on Windows. Seriously, Apple? I thought we left elaborate browser-detection scripts behind in the bad old days of the 1990s. I can't imagine anyone would want to start up the practice again, let alone one of the leading companies in the development of next-generation Web standards.

Last year Bartz vented to me about Yahoo's infrastructure problems - the company, she explained, was a compilation of fundamentally disconnected vertical silos, each with its own P&L, codebase, infrastructure, and culture. It was nearly impossible to roll out products that cut across, say, Mail, Homepage, Finance, IM, Search, and Flickr, because each instance required custom integration and coding. Yahoo was literally broken underneath, even as it looked consistent at the UI layer. Add in the issues of internationalization, and you went from nearly impossible to "not even worth considering." That mean stagnation, and on more than one axis. For one, it means it's very hard to find leverage between your internal resources, or to roll out new products that build on more than one stack. For another, it means it's next to impossible to open your company's resources up to third party developers (there's that word) who might want to add value to the ecosystem you've created.

Excellent discussion of CDMA based 3G, Sprint WiMAX 4G, and Verizon's VERY limited capacity GSM LTE.  Keep in mind that Verizon is today an exclusive CDMA+ shop.  They do not do GSM (AT&T, Apple and most of the rest of the world outside the USA).  No mention of T-Mobile who has introduced a very fast and thick CDMA+ that is faster than WiMAX. excerpt: I'm hoping Apple expands beyond AT&T with Sprint instead of Verizon or, at least does what Samsung just did with the Galaxy S series - make an iPhone for all the major carriers. Why should iPhone be on Sprint? Here's five reasons:

Is this the wrath of Sutor?  Last week he threw the Linux desktop under the bus.  And now this?  No wonder @rcweir  has shut down the slime machine. excerpt:  IBM has essentially declared war on the technical standards process. The words seem supportive enough, but when you read between them, you can see that a systematic round of arm-twisting is likely about to happen. Anyone who knows tech is used to the dance that standard setting is. Experts from various companies serve on the committees, each with a sense of what ought to work "best" and trying to wrangle decisions in their direction. This is competitive dominance in action and the stakes are high. That's what makes Big Blue's more-collegial-than-thou stance so amusing, with the following "tenets":