Showing posts with label IT. Show all posts
Showing posts with label IT. Show all posts

Tuesday, October 27, 2009

21st Century Revolution

Try to think back to your life at the end of the last century. What was it like? Do you remember listening to music on CDs? Owning a phone primarily in order to make phone calls? Going to a library to search for information? Buying a map when embarking on a journey? Now compose a list of 10 ways in which your life has changed since. Here are mine:

1 Google In 2002, this was still a bunch of visionaries without a business plan. In just under four years, it went from earning nothing to earning $20bn a year. It accounts for 70% of all searches for information in the world. In October 2006, it splashed out $1.6bn for YouTube, another company without a business plan that was itself barely 18 months old. YouTube now notches up 1 billion searches a day. During the first nine years of the 21st century, American newspaper revenues declined by roughly 50%. Google is on a grandiose journey to digitise just about every word, painting, note, street, mountain, stream, ocean, book, newspaper, animal, insect, photograph and email that ever existed. "Google" passed into common parlance as a verb in around 2002. You google, I google, we all google. It is the most revolutionary word of the decade.

2 Wikipedia How do I know that the first recorded use of the verb "to google" was 8 July 1998, and that Google itself initially used lawyers to discourage the use of the word-as-verb? From Wikipedia – the half-baked, crazy idea of Jimmy Wales (and others) launched in January 2001. How could such a stupid notion – an encyclopedia written by anyone and everyone – ever work? Whatever next? Short answer: the English-language version now has 3 million articles and 1 billion words (which is – according to Wikipedia – 25 times the size of Encyclopaedia Britannica).

3 Twitter Another really stupid idea. As if anything worth saying could possibly be said in 140 characters. Who are these sad people who want to know that some other sad person is waiting for a bus or has just changed a nappy? OK, so there are roughly 18 million of them, but what on earth do they talk about? Yes, people still write/say that. Smarter people recognise that Twitter is one stage on from Google – applying human intelligence and recommendation to the ordering of information… in real time. It makes algorithms look so 1990s.

4 Comment Is Free A plug for the home team here. Launched in March 2006, CiF inverted the traditional model of newspaper comment. That model went as follows: a small number of columnists opined on politics, culture and events. The readers responded by letter or email: a tiny proportion of that response saw the light of day. This assumed if you were, for example, a New York Times reader, that Thomas L Friedman was the one voice you wanted to hear on Venezuela, the Middle East, Russia, Rwanda, Italy, China and Afghanistan. Comment Is Free started from the assumption that – with intelligent editing and moderating – there were thousands of people with voices and opinions worth hearing and that something powerful, plural and diverse could be forged from combining a newspaper's columnists with those other voices. Millions read it every month; around 100,000 actively take part. Work in progress, but it's difficult to imagine ever going back to the old model.

5 BBC iPlayer Launched at the end of 2007 and – again – already it's impossible to imagine life without the ability to view, or listen to, programmes in your own time. And, of course, that leads to the really radical thought that one day anyone will be able to access any BBC content created at any point in the last 70 years via the iPlayer… for free. Unless James Murdoch has really got David Cameron and Jeremy Hunt in some kind of headlock, in which case you'll have to pay for it. Assuming the BBC still exists in any recognisable form.

6 iPhone Launched in June 2007. Can you remember the moment when you first held one? The involuntary gasp as you saw what it could do? The touch screen, the rotating screen, the zooming screen! The satellite street view, the maps, the iPod and phone all in one slick sliver of beauty. And that was just the start. Jonathan Zittrain, the enormously brainy Oxford-and-Harvard web guru, denounced the original iPhone as "sterile" – on the basis that it was a device that only Apple could improve or change. That was way back in June 2008, since when 1 billion iPhone apps have been downloaded and the only limit to what a mobile phone could become is human imagination itself.

7 Craigslist Until 2000, this classified advertising database existed only in San Francisco. Come the new millennium, it expanded into nine more US cities. It is now in nearly 600 cities in more than 50 countries (thank you, Wikipedia). I remember a Guardian Media Group board meeting when one of our in-house digital gurus patiently explained its business model – essentially, free to both advertiser and reader. It then operated from a small building in San Francisco and had 17 employees. I sat there thinking, "This is the beginning of the end for local newspapers." Nothing has happened since to change my mind.

8 Facebook All the silly things people say about Twitter (see above), they said about Facebook. And still do. What a pointless waste of time! Who are these people with empty lives? Etc etc. It is so pointless that there are now more than 300 million people active on the site, doing their pointless things. But, really, to think that, you would have to think it was pointless to want to connect, to create, to share creativity or thought, to discuss, to collaborate, to form groups or to combine with others in mutual interests or passions. If you can't see the point of any of those things, you will not see the point of Facebook.

9 iTunes U Launched in May 2007 and still relatively unknown. The theory is that every university in the world – most of them benefiting from significant public funding – can share all their course lessons, lectures, language classes and laboratory demonstrations with everyone else. For those who haven't discovered it, you find it through iTunes itself. Tap in any search term you want, and it will deliver you content from all the partner universities, which you can then carry around with you on your iPod or iPhone (see above) to listen to on buses, at airports, on long car journeys or (if you are insomniac like me) throughout the night. Take the Workers' Educational Association (WEA) and the Open University, and multiply by 10,000.


10 Spotify Launched generally only eight months ago, Spotify is even more life-changing than iTunes, with a library of six million tracks, including a remarkable amount of really quite esoteric classical music. It is – at least at the time of writing – all free, providing you don't mind putting up with the occasional advertisement. Was there really a time when, in order to listen to a particular concerto or symphony, you had to either buy it or scan Radio Times to see if Radio 3 had scheduled it? Incredible to think of those dark ages. Now – so long as you don't mind not "owning" music – you can listen to more or less anything more or less any time. A small Eee PC, hooked up to your sound system, will cost no more than a mid-price tuner. A lifetime of musical exploration beckons.

I make no claims for all of these being the most significant developments in communication over the last decade. They are simply 10 of the inventions and launches that have most affected me. I would find it hard to imagine returning to a life without any of them. Between them they have created the greatest explosion of democracy; access to information; potential for creativity; and the ability to connect and communicate the world has ever seen. They are, each of them, profoundly disruptive and revolutionary, and with consequences that will ripple on through time future. Some (most?) may be transitory, to be replaced by even more transformatory innovations; some more permanent. In just under 10 years they – and millions of developments, technologies and websites like them – have changed the world profoundly.


by Alan Rusbridger


Sunday, June 21, 2009

Google Today


Secrets of a nimble giant

Technology companies usually get slower as they get bigger - so why is Google as fast as ever? Co-founder Sergey Brin tells Jemima Kiss how size can make for innovation.


It was Rupert Murdoch who summed up success in the digital age when he said: "Big will not beat small any more - it will be the fast beating the slow." That might be inspiring for startups, but in the process-laden, corporate environment, how can big companies keep their edge by moving quickly and lightly? This has become something of an obsession for Google watchers, who have seen the college research project develop into a multi-billion-dollar phenomenon, stretching from mobile software and blogging to social networking and the ubiquitous search. How does a company with 20,000 staff manage to keep innovating?

Sergey Brin, Google's co-founder, thinks size should help. "It's important for people to realise that you should benefit from the scale - if you're not benefiting then you're doing something wrong, and might as well break up into lots of little things. Instead of having our employees in large buildings, we could have several thousand houses each with a garage - there's nothing stopping us from doing that. But the fact is that as we scale, we should be able to take advantage of that. Look at how many colleagues can you talk about a specific issue with, and how can you take advantage of a piece of infrastructure that the company already has."

Google's infrastructure - and those enviable facilities - are much reported, from the lavish, free canteen and commuter shuttles to the infinity pool at the Mountain View headquarters. The Sydney office has equally fine trimmings, with lava lamps and great views, which may or may not have contributed to the birth of its most recent tech toy, the communications tool Wave. Tapping several sweet spots in web development, Wave aggregates real-time Twitter-esque instant messaging with email, wiki-based collaboration features and social networking.

Wave of confidence

Brin doesn't get his hands dirty with quite as many of Google's tech projects as he'd like, so he says he's "trying to take time to do more of that". But when Lars and Jens Rasmussen came to him with the idea for Wave, it was their track record that gave him confidence in the project. The pair joined Google with the acquisition of their mapping startup Where 2 Technologies in October 2004; that grew into the first incarnation of Google Maps.

"We have been gradually embracing the idea that once you're successful, we give you much more latitude," says Brin. "Somebody who has a success under their belt has really demonstrated accomplishment and in that case we will give them generally more liberty. When they came and proposed this idea they said, 'We want to do something new and revolutionary, but we're not even going to tell you what it is. And we want to go back to Australia, hire a bunch of people and just work on it.' That was a crazy proposal," Brin says, and not one many businesses would have supported. "But, having seen their success with Maps, I felt that it actually was pretty reasonable." It was two years ago that Brin agreed to support the project, and the full version of Wave will be released later this year.

Google was one firm rumoured to be looking at acquiring Twitter, and the two are known to be talking about a possible real-time search collaboration. But despite the real-time elements of Wave, the project was conceived before Twitter had achieved momentum. Brin says the team wasn't aware of Twitter at the beginning, but wanted to create something timeless. "The very first demo that they showed me had, for example, character-by-character typing, which actually made me nostalgic because the old Linux systems all did that with Talk."

Mainstream manifesto

As well as organisational structure and the track record of engineers, Brin talks about intuition around projects that might translate to something more mainstream. "That essentially takes taste, I would call it, and a certain kind of intuition. People may or may not have that kind of intuition - that's why for something like Wave the prior success on a mass consumer scale is what gave me confidence that these guys can do that again in another field."

With that $131bn market value, Google is in an unusually powerful financial and strategic position to give its engineers this kind of latitude. The downturn has barely dented Google's research and development budget, which was reduced to $641m (£392m) for the first quarter of this year from $673m in 2008. Around 36% of its staff work in R&D in total, and the entire 2008 R&D budget was a staggering $2.79bn.

Despite appearing to suffer mildly from the economic climate, Brin has previously said that tough times bring out the best of the Valley because when there's too much money around, "you get a lot of noise mixed in with the real innovation and entrepreneurship".

Companies can traditionally buy in innovative products, as happened with Where 2, or develop in-house. The most well-known Google initiative for encouraging innovation in-house is its "20% time" strategy, which has almost become an innovation cliché. The idea that 80% of an engineer's time is spent on the day job and 20% pursuing a personal project is a mathematician's solution to innovation, Brin says. Some staff secretly admit their 20% time is spent catching up with the day job, but the firm insists the strategy has led to Google News, Gmail and the mighty AdSense system, among other things.

New priorities

What could established media companies learn from Google's approach to innovation? Given the perfect storm of economic meltdown and once-in-a-generation collapse of their business model, innovation may well have slipped off the priority list for old media. Perhaps it is time to rephrase the challenge, says Brin. "Any conversation I have about innovation starts with the ultimate goal - in this case what the reader is trying to accomplish, and what would make that better. Somebody reading up on the news wants to be kept up to date, and quickly." News sites offer some useful content, but there's a lot of duplication. "I don't have a solution for you - I'm just saying that I think posing the problem correctly is perhaps more important than defining the solution. People want to have good, engaging, high-quality information about things going on right now in the world."

In-house, Google uses a project database and an ideas mailing list to manage new projects. While noting ideas on the mailing list is important, it is less significant than the project database, says Brin, which lists weekly updates on who is working on what, their goals, progress and links to documentation. That distinction has to be instilled in the company culture.

"It's important not to overstate the benefits of ideas," he says. "Quite frankly, I know it's kind of a romantic notion that you're just going to have this one brilliant idea and then everything is going to be great. But the fact is that coming up with an idea is the least important part of creating something great. It has to be the right idea and have good taste, but the execution and delivery are what's key."



Tuesday, September 09, 2008

The C Word


Monday, September 08, 2008

The F Word