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In depth technical discussion about Flash, HTML5, H.264, and Google's VP8.  Excellent.  Read the comments.  Bottom line - Google has the juice to put Flash and H.264 in the dirt.  The YouTube acquisition turns out to be very strategic. excerpt: The internet has been filled for quite some time with an enormous number of blog posts complaining about how Flash sucks-so much that it's sounding as if the entire internet is crying wolf.  But, of course, despite the incessant complaining, they're right: Flash has terrible performance on anything other than Windows x86 and Adobe doesn't seem to care at all.  But rather than repeat this ad nauseum, let's be a bit more intellectual and try to figure out what happened. Flash became popular because of its power and flexibility.  At the time it was the only option for animated vector graphics and interactive content (stuff like VRML hardly counts).  Furthermore, before Flash, the primary video options were Windows Media, Real, and Quicktime: all of which were proprietary, had no free software encoders or decoders, and (except for Windows Media) required the user to install a clunky external application, not merely a plugin.  Given all this, it's clear why Flash won: it supported open multimedia formats like H.263 and MP3, used an ultra-simple container format that anyone could write (FLV), and worked far more easily and reliably than any alternative. Thus, Adobe (actually, at the time, Macromedia) got their 98% install base.  And with that, they began to become complacent.  Any suggestion of a competitor was immediately shrugged off; how could anyone possibly compete with Adobe, given their install base?  It'd be insane, nobody would be able to do it.  They committed the cardinal sin of software development: believing that a competitor being better is excusable.  At x264, if we find a competitor that does something better, we immediately look into trying to put ourselves back on top.  This is why

In taking this next step Box are closing some acquisition doors in electing to attempt to become a core piece of enterprise infrastructure rather than be swallowed up into someone else's larger offering. It's a brave and interesting move that will see them attempting to penetrate on-premise document and project management opportunities that are currently dominated by entrenched vendors, notably Sharepoint. Box's collaboration and work flow tools are currently adequate but unremarkable, and while the user interfaces are well done and unintimidating, they are now attempting to enter the areas of business steeped in document versioning and email inefficiencies that have been so lucrative to Microsoft, who can't be blamed for not cannibalizing their licensing golden geese of Office, Sharepoint and Exchange yet, and probably made 48 million as you read this sentence. Addressing the inefficiencies of these old ways of working are at the core of the modern collaborative enterprise, and it is primarily focusing on business purpose and performance from participants that ultimately unlocks the greater efficiencies possible with 2.0 technologies. The challenge for Box will be to avoid becoming a larger document and content graveyard while providing greater business agility, and this requires some cultural shifts in their offerings to target customers.

excerpt: The trend in Office development is the migration of solutions away from in-application scripted processing toward more data-centric development. Of course this is a primary purpose of Open XML, and it is great to see the amount of activity in this area. We've seen customers scripting Word in a server environment to batch process / print documents or for other automation tasks. In reality Word isn't built to do that on a large scale, it is better to work directly against the document rather than via the application whenever possible. The Open XML SDK unlocks a "whole nuther" environment for document processing, and gets you out of the business of scripting client apps on servers to do the work of a true server application (not to mention the licensing problems created by installing Office on a server). comment:  Gray makes a very important point here.  The dominance of the desktop based MSOffice Productivity Environment was largely based the embedded logic driving "in-process" documents that was application and platform (Win32 API) specific.  Tear open any of these workgroup-workflow oriented compound documents and you find application specific scripts, macros, OLE, data bindings, security settings and other application specific settings.  These internal components are certain to break whenever these highly interactive and "live" compound documents are converted to another format, or application use.  This is how MSOffice documents and the business processes they represent become "bound" to the MSOffice Productivity Environment. What Gray is pointing to here is that Microsoft is moving the legacy Productivity Environment to an MSWeb based center where OpenXML, Silverlight, CAML, XAML and a number of other .NET-WPF technologies become the workgroup drivers.  The key applications for the MS WebStack are Exchange/SharePoint/SQL Server.  To make this move, documents had to be separated from the legacy desktop Productivity Environment settings. Note th

In today's world the internet travels. Not just through laptops and wireless signal, but through a growing number of smart phones. The trick? Getting your site to travel just as well. Build to Touch:  The iPhone did two things differently. The full browser was a good first, but the second changed the fundamentals of interaction in a new direction. The phone is driven by touch. The best applications and websites have navigations that compliment this. Buttons are larger and more accommodating, and interfaces become more intuitive when they seem tactile. The iPhone did two things differently. The full browser was a good first, but the second changed the fundamentals of interaction in a new direction. The phone is driven by touch. The best applications and websites have navigations that compliment this. Buttons are larger and more accommodating, and interfaces become more intuitive when they seem tactile. For the average web designer, you'll save yourself a significant amount of time and headache by simply giving the site some iPhone sensitive browser design. Applications must be approved before going live, and can require extensive knowledge of development tools.

This one's for Florian. He's been wondering about mobile computing and that creeping sense of being left out of something big. The desktop is so not happening. It's day has come and gone. Now there is a study out from ABI Research, connecting mobile computing to the future of the Web. Good stuff: Intro Excerpt:The term "cloud computing" is being bandied about a lot these days, mainly in the context of the "future of the web." But cloud computing's potential doesn't begin and end with the personal computer's transformation into a thin client - the mobile platform is going to be heavily impacted by this technology as well. At least that's the analysis being put forth by ABI Research. Their recent report, Mobile Cloud Computing, theorizes that the cloud will soon become a disruptive force in the mobile world, eventually becoming the dominant way in which mobile applications operate.

Is Adobe AiR a Virtual Desktop?  We expect a VD to run an alien OS and those OS specific applications.  With AiR 2.0 it seems Adobe has ditched the "OS" component of a VD, and the OS specific applications, but is quite capable of running AiR based applications and information services that would otherwise have been designed for a specific OS environment.   Another way of looking at this would be to say that VD's are designed to run existing OS and OS specific applications, while AiR is desinged to run newly written OS independent applications that have one very important advantage over legacy applications and information systems;  AiR speaks the language of the Web 3.0.   This is WebKit HTML5-CSS3 with an advanced but Air specific version of JavaScript called "ActionScript".  What Adobe doesn't do is provide support for other critically important aspects of the WebKit interactive Web 3.0 model: support for Canvas/SVG!  Adobe continues to push the proprietary SWF interactive vector graphics format.   Note that Microsoft's Silverlight universal runtime does not support anything in the WebKit Web 3.0 model!  It's all proprietary. excerpt: For the first time since 2007, Adobe has updated its Air platform, released recently in beta with a slew of new features. The features include support for detection of mass storage devices, advanced networking capabilities, ability to open a file with its default application, improved cross-platform printing, and a bunch of other things that you probably won't really notice in any other way other than your Adobe working significantly more efficiently and smoothly than before. The 2.0 version of Air also will be able to support HTML5 and CSS3, due to an upgrade of its WebKit. Developers will also be happy to know that they can create Air applications that can be installed through a native installer. Air's changes have seen it morph into something of an 'operating system sitting on an operating system'. According

Tucked into a budget authorization act in December without press notice. Section 309 (the Act is linked from the article) appears to be very broad authority for the NSA to intercept any form of telephone or other electronic information in bulk. There are far more exceptions from the five-year retention limitation than the encrypted information exception. When reading this, keep in mind that the U.S. intelligence community plays semantic games to obfuscate what it does. One of its word plays is that communications are not "collected" until an analyst looks at or listens to partiuclar data, even though the data will be searched to find information countless times before it becomes "collected." That searching was the major basis for a decision by the U.S. District Court in Washington, D.C. that bulk collection of telephone communications was unconstitutional: Under the Fourth Amendment, a "search" or "seizure" requiring a judicial warrant occurs no later than when the information is intercepted. That case is on appeal, has been briefed and argued, and a decision could come any time now. Similar cases are pending in two other courts of appeals. Also, an important definition from the new Intelligence Authorization Act: "(a) DEFINITIONS.-In this section: (1) COVERED COMMUNICATION.-The term ''covered communication'' means any nonpublic telephone or electronic communication acquired without the consent of a person who is a party to the communication, including communications in electronic storage."       

A lot of anger here but some valid criticism too. Well placed in context by some very choice embedded links. I'm not a frequent commenter on YouTube. In fact, I don't think I ever have. But YouTube comments definitely got messed up big-time by the integration with Google+. If you follow the first link "the basics" you'll see pretty quickly that some of the problems can't be fixed without crippling Google+. 

The "opinion piece for Newsweek" is an excerpt from Assange's new book, When Google met Wikileaks.  The chapter is well worth the read. http://www.newsweek.com/assange-google-not-what-it-seems-279447

Hubspot has posted a slide deck stating their "Cultural Principles".  Very interesting and thought provoking piece.  I enjoyed the surprisingly quick presentation.  Easy to understand. but make no mistake;  some serious thought and effort went into this. "The workplace is changing at rapid pace - it's mobile, decentralized, and flexible. "The biggest problem most companies have is that they operate much like a company from 50 years ago - despite the fact that the world has changed," says HubSpot CTO Dharmesh Shah. "The second biggest problem is that they don't think of their culture as being for the people. Culture is not about perks and parties. It's about what you believe and how you behave." People work for a purpose, not a pension The 9-5 workday is dead So is the idea of staying at one company forever And so it's not just a manifesto, but becomes part of a company, and everyone participates in creating and changing it.

Very interesting article describing the near market ready potential of "supercapacitor" batteries.   This is truly game changer stuff, and very interesting to me since i've been following the research and development of "graphene technologies" for some time.  The graphene superconductor targets the future of both energy and computing.  But graphene is also at the cutting edge of "faster, better, cheaper" water desalinization!  Nor does it take a rocket scientist to see that a graphene nano latice will have an enormous impact on methods of separating water (H2O) atoms to create an electical current - a cost free flow of electons.   Very well written research! excerpt: "an article in the recent issue of Nature Communications on a novel way to mass-produce so-called superconductors on the super-cheap - using no more equipment than the average home CD/DVD burner. Hacked together by a group of research scientists at UCLA, the ingenious technique is a way of producing layers of microscopically nuanced lattices called graphene, an essential component of many superconductor designs. It holds the promise of rapidly dropping prices for what was until now a very expensive process. You see, we've known about the concept of supercapacitors for decades. In fact, their antecedent, the capacitor, is one of the fundamental building blocks of electronics. Long before the Energizer Bunny starting banging its away around our television screens, engineers had been using capacitors to store electrical charge - originally as filters to help tune signals clearly on wireless radios of all sorts. The devices did so by storing and releasing excess energy, but only teeny amounts of it... we're talking millions of them to hold what a simple AA battery can. Over the years, however, scientists worked on increasing their storage capacity. Way back in 1957, engineers at General Electric came up with the first supercapacitor... but back then there were no uses for it. So, the technology

Excellent report on Crocodoc and their ability to convert MANY different document file types to HTML5.  Including all MSOffice formats - OOXML, ODF, and PDF. " Crocodoc, and took on the much larger problem of allowing groups to collaborate on editing a document online, no matter what the document type: PowerPoint, PDF, Word, Photoshop, JPEG, or PNG. In the process, they had to build an embeddable viewer that could take apart any document and reassemble it accurately within a Web browser. And as soon as they'd finished that, they had to tear their own system apart and rebuild it around HTML5 rather than Flash, the Adobe multimedia format that's edging closer and closer to extinction. The result of all that iterating is what's probably the world's most flexible and faithful HTML5-based document viewer: when you open a PDF, PowerPoint, or Word document in Crocodoc, the Web version looks exactly like the native version, even though it's basically been stripped down and re-rendered from scratch. When I talked with Damico in February of 2011, the startup had visions of building on this technology to become a kind of central, Web-based clearinghouse for everyone's documents-a cross between Scribd, Dropbox, and Google Docs, but with a focus on consumers, and with prettier viewing tools. In the last year, though, Crocodoc's direction has changed dramatically. Damico and his colleagues realized that it would be smarter to partner with the fastest growing providers of document-sharing services and social business-tool providers than to try to compete with them. "The massive, seismic change for us is that we had a huge opportunity to partner with Dropbox and LinkedIn and SAP and Yammer, and let them build on top of Crocodoc and make it into a core piece of their own products," Damico says. In other words, every time an office worker opens a document from within a Web app like Dropbox or Yammer, they're activating a white-label version

Nice article from Scott M. Fulton describing Microsoft's iron fisted lock on government desktop productivity systems and the great transition to a Cloud Productivity Platform.  Keep in mind that in 2005, Massachusetts tried to do the same thing with their SOA effort.  Then Governor Romney put over $1 M into a beta test that produced the now infamous 300 page report written by Sam Hiser.  The details of this test resulted in the even more infamous da Vinci ODF plug-in for Microsoft Office desktops.   The lessons of Massachusetts are simple enough; it's not the formats or office suite applications.  It's the business process!  Conversion of documents not only breaks the document.  It also breaks the embedded "business process". The mystery here is that Microsoft owns the client side of client/server computing.  Compound documents, loaded with intertwined OLE, ODBC, ActiveX, and other embedded protocols and interface dependencies connecting data sources with work flow, are the fuel of these client/server business productivity systems.  Break a compound document and you break the business process.   Even though Massachusetts workers were wonderfully enthusiastic and supportive of an SOA based infrastructure that would include Linux servers and desktops as well as OSS productivity applications, at the end of the day it's all about getting the work done.  Breaking the business process turned out to be a show stopper. Cloud Computing changes all that.  The reason is that the Cloud is rapidly replacing client/server as the target architecture for new productivity developments; including data centers and transaction processing systems.  There are many reasons for the great transition, but IMHO the most important is that the Web combines communications with content, data, and collaborative computing.   Anyone who ever worked with the Microsoft desktop productivity environment knows that the desktop sucks as a communication device.  There was

Control vs. Creativity.  As the ulitmate control freak, Ballmer was guanteed to crush the life out of Microsoft's most creative individuals and teams.  Gates was focused on Windows and MSOffice, and Ballmer on control.  That one-two punch made certain that Microsoft would not be a player in the next great wave of computing; The Cloud.   excerpt: This is yet another example of what I like to call the Wile E. Coyote syndrome. Like the unfortunate character in the old Warner Bros. cartoons, Microsoft now seems to be a company that has long since run off the cliff but, with legs spinning for all they are worth, doesn't know yet that it is ready to drop. Yet drop it most certainly will. Microsoft Win8 Tablet Is NOT a Game Changer Adam Hartung Contributor Snapshot: Steve Ballmer Follow (93) #44 Billionaires IDC Analyst: Microsoft's Surface Sizzle Needs Win8 Steak Daniel Nye Griffiths Contributor To understand how this happens, take a look at the work of Arnold J. Toynbee, a historian who studied the rise and fall of civilizations. He argued that a civilization flourishes when it motivates insiders and attracts outsiders with its creative dynamism and culture. The civilization breaks down when its leadership loses this creative capacity and gives way to, or transforms itself into, a dominant minority. When this happens, the driver of the civilization becomes control, not attraction. And it's precisely this switch from attraction to control that is the source of the breakdown. Interestingly, Toynbee says that the consequences may not be immediately apparent. A civilization can keep up momentum because the controls it puts in place generate some short-term efficiency. But eventually it will run its course and collapse, because no amount of control can replace the loss of collective creativity. Observe this in the corporate world by looking at the example of General Motors. G.M.'s 2009 bankruptcy came at the end of a long decline dating back to the early 197