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<title>Haaze.com / advavouck / Published News</title>
<link>http://www.haaze.com</link>
<description>Test Web 2.0 Content Management System</description>
<pubDate>Sat, 30 Apr 2011 07:10:03 +0000</pubDate>
<language>en</language>
<item>
<title><![CDATA[Why doesn't my laptop have USB 3.0]]></title>
<link>http://www.haaze.com/story.php?title=why-doesnt-my-laptop-have-usb-3-0</link>
<comments>http://www.haaze.com/story.php?title=why-doesnt-my-laptop-have-usb-3-0</comments>
<pubDate>Sat, 30 Apr 2011 07:10:03 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Mobile &amp; Electronics</category>
<guid>http://www.haaze.com/story.php?title=why-doesnt-my-laptop-have-usb-3-0</guid>
<description><![CDATA[Why doesn't my laptop have USB 3.0. I've been asking myself that question a lot lately. It&amp;39's 2011. That should be a USB 3.0 port on the 2010 MacBook Air. But it's not necessarily Apple's fault. All laptops should have had that 10-year-old USB 2.0 port updated years ago. (Credit:Apple)None of my laptops has a USB 3.0 port. Not my 2010 MacBook Air, not my prior-generation Air, nor my Dell laptop. Nor do the laptops purchased recently by my business acquaintances, who typically buy earlier models that have been price-reduced. Let me be clear, I've talked to Intel, folks at the USB Implementers Forum, PC makers, and analysts. And I've heard every reason under the sun as to why the Universal Serial Bus interface hasn't been upgraded in 10 years. (Intel: We'll get around to it in 2012.) But those reasons (including: it won't make any material difference for things like printers...not supported in Intel silicon) don't change the fact that devices I use demand a faster USB interface. Now. Or I should say yesterday: I needed it a long time ago. Thunderbolt, as promising as it sounds, does nothing for consumers today. Here are just a couple of examples. The Seagate GoFlex external drive, which I purchased this week, prominently advertises USB 3.0 capability on its packaging. As it should. Doing regular transfers of 70 gigabytes (or more) of data demands more than USB 2.0. But that's not possible, because there's no support on the laptop side. Here's another. My Kodak Z980 camera takes HD videos that generate very large data files. But transfers still trickle across USB 2.0. Intel did a disservice by not implementing this capability in its chipsets (silicon that supports the processor) sooner. Without support from Intel--whose chips power most of the world's PCs--device makers have had no incentive to add USB 3.0 capability. And hats off to Advanced Micro Devices for implementing USB 3.0 in its chips. Yes, more high-end laptops this year are finally getting 3.0, but my point, again, is that this should have happened years ago. If it had, USB 3.0 would be in virtually all laptops today, and device makers would have jumped on the USB 3.0 bandwagon a long time ago. Now the wait begins all over again for wider Thunderbolt support beyond Apple. <br/><br/>0 Vote(s) ]]></description>
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<title><![CDATA[Amazon stymies Lendle e-book lending service]]></title>
<link>http://www.haaze.com/story.php?title=amazon-stymies-lendle-e-book-lending-service</link>
<comments>http://www.haaze.com/story.php?title=amazon-stymies-lendle-e-book-lending-service</comments>
<pubDate>Mon, 21 Mar 2011 07:10:52 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Technology</category>
<guid>http://www.haaze.com/story.php?title=amazon-stymies-lendle-e-book-lending-service</guid>
<description><![CDATA[Lendle was forced to shut down after Amazon revoked its API access.(Credit:Screenshot by David Carnoy/CNET)It may be game, set, and match for Lendle. No, not Ivan Lendl, the former tennis great. Lendle, the newly hatched e-book lending service.Lendle first reported the news via Twitter: &quot;Amazon has revoked Lendle's API access. This is why the site is down. It's sad and unfortunate that Amazon is shutting down lending sites...According to Amazon, Lendle does not 'serve the principal purpose of driving sales of products and services on the Amazon site.'&quot;Reached by CNET, Lendle co-founder Jeff Croft, who's based in Seattle, had this to say:They [Amazon] shut the API access off, and without it, our site is mostly useless. So, we went ahead and pulled it down. Could we build a lending site without their API Yes. But it wouldn't be the quality of product we expect from ourselves.How does e-book lending work Well, while publishers only choose to make certain e-books lending-enabled, plenty of e-books are available to loan out on a very restricted basis, with both Amazon and Barnes &amp; Noble now supporting e-book lending. If you own a lendable e-book (they're labeled as such), you can loan it to one person, one time, for 14 days.Lendle is not the only e-book lending site that has come online in recent weeks. Last week, eBook Fling went live and BookLending has been operating for several weeks. The sites all work in much the same way, each offering free membership into their respective lending &quot;clubs.&quot; In the case of eBook Fling, which hasn't shut down yet, you sign up and list the titles you have available for lending, then wait for requests to come in. You lend an e-book by simply sending an e-mail invite to the requesting borrower and in return, you earn credits for each &quot;successful fling.&quot;Lendle's Croft says that no legal action was threatened. Amazon simply revoked Lendle's access to the API, which cut Lendle off from Amazon's database infrastructure. Croft has been trying to get in touch with Amazon to see what--if any--changes he could could make to his service that might meet Amazon's approval, but he's yet to hear back.He notes that at least two other Kindle lending services got the same message today. &quot;They may not be reacting as fast as us, or they may be a bit more defiant,&quot; Croft said. &quot;I can't speak on their behalf. But we've been in touch with their owners, so I do know they got the same message.&quot;It's unclear at this point whether those other sites were using Amazon's API--or how dependent they were on it--so we'll wait and see whether they have trouble continuing to operate. Currently, Barnes &amp; Noble doesn't have an API, so eBook Fling, which also offers swap lending of Nookbooks, may not be affected on that side of its service.<br/><br/>0 Vote(s) ]]></description>
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<title><![CDATA[Unholy robo-fetus Elfoid is your new cell phone]]></title>
<link>http://www.haaze.com/story.php?title=unholy-robo-fetus-elfoid-is-your-new-cell-phone</link>
<comments>http://www.haaze.com/story.php?title=unholy-robo-fetus-elfoid-is-your-new-cell-phone</comments>
<pubDate>Thu, 03 Mar 2011 08:10:47 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Technology</category>
<guid>http://www.haaze.com/story.php?title=unholy-robo-fetus-elfoid-is-your-new-cell-phone</guid>
<description><![CDATA[Can you hear me, Grandpa It's Satan. I mean, Billy.(Credit:Osaka University and ATR)Japanese demon-spawn Telenoid, the nightmarish fetus-like telepresence robot, has had a little half-baked runt of its own. As we reported at a January preview, Elfoid is a humanoid-shaped cell phone that tries to look cute. And lives in your pocket. Osaka University roboticist Hiroshi Ishiguro, never a stranger to controversy with his lifelike robotclones, outdid himself again with his Eraserhead-like baby. A few details of the android (not Android) phone were released at a press conference today in Tokyo. Elfoid is covered with creamy polyurethane foam and is about 8 inches long. The idea is that it works as a robot cell phone, conveying the &quot;presence&quot; of the person you're talking to. With only vaguely formed features, it's designed to be a surrogate of people of any age or gender. Developed at Japan's Advanced Telecommunications Research Institute International (ATR), Elfoid P1, as it's called, is a very basic humanoid shape housing a simple 3G cell phone from Qualcomm. There are no buttons, but its chest emits an eerie green light when you're talking to someone.  So far the cell-baby can't move its arms or head like Telenoid, but Ishiguro and colleagues are planning to equip it with mini-actuators and shape memory alloy so it can imitate the movements of the person on the other end of the line. They want to launch it within five years. See more pics here. Ishiguro said people who want a more realistic sensation of someone's presence would benefit from Elfoid compared to smart phones and standard cell phones. No doubt in the future we'll be customizing our little Elfoids with clothes and accessories. I plan to stick mine with needles. <br/><br/>0 Vote(s) ]]></description>
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<title><![CDATA[Stack Exchange launches programmer recruiting site]]></title>
<link>http://www.haaze.com/story.php?title=stack-exchange-launches-programmer-recruiting-site</link>
<comments>http://www.haaze.com/story.php?title=stack-exchange-launches-programmer-recruiting-site</comments>
<pubDate>Wed, 23 Feb 2011 08:10:11 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Mobile &amp; Electronics</category>
<guid>http://www.haaze.com/story.php?title=stack-exchange-launches-programmer-recruiting-site</guid>
<description><![CDATA[Stack Exchange, the company behind Stack Overflow, the influential-among-programmers Q&amp;A site, is taking another stab at a revenue model for the service by launching a jobs board for its users at the Launch Conference in San Francisco today. It's the first presenting company at this conference. (There is a live video feed from Launch on Ustream.) Previously, Stack Exchange had charged for the hosting of &quot;white label&quot; Q&amp;A sites, but that model didn't work. In April of 2010 the Stack Exchange sites became free. Influence of the Stack Overflow site (the biggest of the company's sites) then grew quickly' the site has 11 million programmers a month using it, CEO Joel Spolsky claims. Now the company is trying to turn the revenue stream back on.  Stack Exchange is launching Careers 2.0, a job board for developers, with an emphasis on helping hiring managers find programmers with good reputations among other programmers. In other words, the top users of Stack Overflow. Careers 2.0 profiles include a lot of data showing the job seeker&amp;39's rating on Stack Overflow. (Image edited to showcase ratings features' click on image for original screenshot.)(Credit:Stack Exchange) The business model for Careers 2.0 is not uncommon for a recruiting service: it's free to use for people looking for jobs, but those doing the hiring pay for access. People pay not by the job post, though, but just by length of access. One week is $500, for example, which &quot;ought to be enough to find a good programmer,&quot; Spolsky says. There's no free trial, but there is a money-back guarantee if a customer can't find a good candidate, he adds.  What makes Careers 2.0 interesting is that it illustrates the growing importance of online reputation for job seekers' see also Honestly.com. Also, it shows how any site that helps users create a professional reputation might be able to make money, at least until its users start including verifiable reputation scores in their resumes, thereby saving recruiters the expense of paying for resumes sorted by reputation. But we're getting ahead of ourselves. There is a lot to be said for getting a form of peer review alongside a resume or job application. It is exactly the information a hiring manager might want and precisely what isn't available in any reliable way today. Recruiters can find candidates' managers can interview them' but you can't really know what a person's real contributions are unless you have an uncommonly good network of people that include the candidate's coworkers at previous jobs. Spolsky says that Q&amp;A sites like his are even good for wallflower employees--people who might not be very visible to others or who might have sparsely-populated profiles on people-rating sites like Honestly or LinkedIn. He says that with only three or four good answers, a technical professional can earn an impressive online reputation. Also, Spolsky says, people who are trying to scrub a damaging online search engine result might find that participating in Q&amp;A sites is a very good way to rise in the rankings and push older misinformation or personal attacks off the top of the search results. Unless people start gaming the reputation scores on Q&amp;A sites in a sick form of job-hunting Survivor (&quot;I'd better not rate Joe's answer highly, I might want the same job he'll be up for some day&quot;), managing online reputation on sites like Stack Exchange and Quora could become a key career-building skill. <br/><br/>0 Vote(s) ]]></description>
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<title><![CDATA['Go to' clouds of the future, part 1]]></title>
<link>http://www.haaze.com/story.php?title=go-to-clouds-of-the-future-part-1</link>
<comments>http://www.haaze.com/story.php?title=go-to-clouds-of-the-future-part-1</comments>
<pubDate>Mon, 03 Jan 2011 08:10:41 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Business &amp; Finance</category>
<guid>http://www.haaze.com/story.php?title=go-to-clouds-of-the-future-part-1</guid>
<description><![CDATA[I am often asked which companies I think will be the most dominant names in IT 10 years from now, thanks to cloud computing. My answer often surprises those who ask' not because the two companies I believe will be the most recongnized names in cloud-based IT services aren't considered players today, but rather because of why I believe they will be so recongized.In this, the first of two posts exploring the companies that can best exploit the cloud model, I'll identify those two companies and explain why they best fit the needs of a large percentage of IT service customers. Then, in the second part of this series, I will explore several companies that will challenge those two leaders, possibly taking a leadership spot for theirselves.But before I get into who these leaders are, I have to explain why success in cloud computing will be different in 10 years than it is today.Why today's clouds don't represent tomorrow's biggest opportunityThink about what cloud computing promises. Imagine being a company that relies on technology to deliver its business capability, but does not sell computing technology or services itself. Picture being able to deliver a complete IT capability to support your business, whatever it is, without needing to own a data center--or at least any more data center than absolutely necessary.Imagine there being a widely available ecosystem to support that model. Every general purpose IT system (such as printing, file sharing or e-mail) has a wide variety of competing services to choose from. Common business applications, such as accounting/finance, collaboration/communications and human resources, have several options to choose from. Even industry specific systems, such as electronic health records exchanges and law enforcement data warehouses, have one or more mature options to choose from.Need to write code to differentiate your information systems There will be several options to choose from there, as well. Most new applications will be developed on platform as a service options, I believe, with vendors meeting a wide variety of potential markets, from Web applications to &quot;big data&quot; and business intelligence to business process automation. However, if you want (or need) to innovate the entire software stack, infrastructure services will also be readily available.With such a rich environment to choose from, what becomes your biggest problem I would argue that's an easy question to answer: integration. Your biggest problem by far is integrating all of those IT systems into a cohesive whole.In fact, we see that today. Most cloud projects, even incredibly successful ones like Netflix's move to Amazon Web Services, focus efforts within one cloud provider or cloud ecosystem, and usually include applications and services that were developed to work together from the ground up. While there have been attempts to move and integrate disparate IT systems across multiple clouds, none of them stand out as big successes today.While some may argue that's a sign of the nascent nature of cloud, I would argue that its also a sign that integrating systems across cloud services is just plain hard.Why integrated services will drive the most revenueNow imagine you are founding a small business like a consultancy or a new retail store. You need IT, you need it to &quot;just work&quot; with minimal effort and/or expertise, and you need it to be cost effective. What are you going to be looking for from &quot;the cloud&quot;There, again, I would argue the answer is easy: start-ups and small businesses will be seeking integrated services, either from one vendor, or a highly integrated vendor ecosystem. The ideal would be to sign up for one online account that provided pre-integrated financials, collaboration, communications, customer relationship management, human resources management, and so on.In other words, &quot;keep it simple, stupid.&quot; The cloud will someday deliver this for new businesses. But there are very few companies out there today that can achieve broad IT systems integration. I would argue the two most capable are Microsoft and Google.&quot;What!,&quot; you might be saying. &quot;Both of those companies have been tagged as fading dinosaurs by the technorati in the last year. Why would anyone want to lock themselves into one vendor for IT services when the cloud offers such a broad marketplace--especially those two&quot;To answer that, we need to look a little more closely at each vendor's current offerings, and stated vision.Microsoft: it's all about the portfolio, baby!Microsoft stands out for its breadth of offerings. While its infrastructure as a service and platform as a service offerings (both part of Azure) are central to its business model, it's the applications that will ultimately win them great market share.Already, offerings such as Office 365 provide cloud-based versions of key collaboration and communications capabilities for a variety of business markets. However, Microsoft CEO, Steve Balmer, has also made it clear that every Microsoft product group is looking at how to either deliver their products in the cloud, or leverage the cloud to increase the utility of their products.As every product group within Microsoft pushes to &quot;cloudify&quot; their offerings, I am betting similar effort will be put in to making sure the entire portfolio is integrated.Combine the Dynamics portfolio with Sharepoint and Lync and add &quot;Oslo&quot;-based tools to integrate across system or organizational boundaries, and you've got a heck of an IT platform to get started with. Add in Azure, and you have the development platform services to allow you to customize, extend, or innovate beyond the base capabilities of Microsoft's services.Google: Bringing consumer success to businessWhat impresses me most about Google's move towards the cloud has been its pure focus on the application. Google doesn't put forth offerings targeted at providing raw infrastructure. Even Google App Engine, one of the poster children of the platform as a service model, is built with making a certain class of applications--perhaps not surprisingly, Web applications--as easy to develop as possible. Most of the integration of the underlying platform elements has been done for the developer already.However, it's when you look at its consumer application portfolio, and how it's modifying those applications for business, that you can see its real strength. Google takes chances on new Web applications all the time, and those who succeed--either by building a large user base, or by actually generating revenue--draw additional investment aimed at increasing the application's appeal to a broader marketplace. Google Mail is the most mature of these options, but Google Apps is not far behind.What appears to be happeninging now, however, is a concerted effort by Google to build an ecosystem around its core application offerings. The Google Apps Marketplace is a great example of the company trying to build a suite of applications that integrate with or extend its base Google Apps and mail offerings.Add the company's nascent suite of communications and collaboration tools, such as Google Voice and Buzz, and signs of integration among all of their offerings, and you can see the basis of a new form of IT platform that will especially appeal to small businesses and ad hoc work efforts.There are no guarantees in cloudAs you can see, Microsoft and Google have the basic tools and expertise to deliver on the one-stop shop IT services model, and both have proven to me that they have the desire as well. However, neither company is a shoe-in for success in this space. There are two reasons for this, the most important of which is neither company has what I would call a spotless execution record. In fact, both have struggled mightily to impose change on their core business models.Both companies will have to align their various efforts to see this vision through, even as it disrupts current markets. Each has plenty of applications that show great promise, but both are also a long way away from proving they can deliver on a one-stop shop vision.The other reason is that there are a variety of worthy competitors vying for the &quot;one-stop&quot; throne. You may have been asking by now about Amazon, Salesforce.com, VMware, or the hosting companies, and telecoms. In the second post of the series, I'll outline my favorites to displace the two leaders, including one that may surprise you.In the meantime, I think cloud services targeting developers will still get most of the press for the next several years. Achieving an integrated IT platform that serves multiple business markets is extremely difficult, and will take a true commitment and concerted effort by the company or companies that ultimately achieve that vision.<br/><br/>0 Vote(s) ]]></description>
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<title><![CDATA[Apple CEO takes medical leave again]]></title>
<link>http://www.haaze.com/story.php?title=apple-ceo-takes-medical-leave-again</link>
<comments>http://www.haaze.com/story.php?title=apple-ceo-takes-medical-leave-again</comments>
<pubDate>Mon, 30 Nov -001 00:00:00 +0000</pubDate>
<dc:creator>advavouck</dc:creator>
<category>Latest News</category>
<guid>http://www.haaze.com/story.php?title=apple-ceo-takes-medical-leave-again</guid>
<description><![CDATA[For the third time in seven years, Apple CEO Steve Jobs has temporarily stepped away from the iconic tech company to tend to his health.In a brief, terse media advisory, the company quoted from an email Jobs sent to all employees announcing that he was taking a temporary medical leave.As on the past two occasions, Apple COO Tim Cook will run the company in Jobs&amp;'s absence. In August 2004, Jobs underwent surgery for a rare form of pancreatic cancer and returned to work after a month. In January 2009, Jobs took a six-month medical leave for what the public and Apple investors later learned was a liver transplant.The company has been widely criticized for failing to publicly lay out its succession plan, although Apple says the board has one in place.This week, Apple and News Corp. were widely expected to announce The Daily, a new online newspaper designed for Apple&amp;'s iPad tablet. That announcement was delayed, purportedly because of a problem with Apple&amp;'s software for handling media subscriptions.Jobs has been heavily involved in the launch and development of the iPad, so his medical leave may raise questions about the reasons for the delay in the Daily announcement.Here&amp;'s the email Apple says Jobs sent to his employees:Team,At my request, the board of directors has granted me a medical leave of absence so I can focus on my health. I will continue as CEO and be involved in major strategic decisions for the company.I have asked Tim Cook to be responsible for all of Applea4a4s day to day operations. I have great confidence that Tim and the rest of the executive management team will do a terrific job executing the exciting plans we have in place for 2011.I love Apple so much and hope to be back as soon as I can. In the meantime, my family and I would deeply appreciate respect for our privacy.SteveNext Story: OpenGamma raises $6M to kill old-school trading software Previous Story: What makes a great entrepreneurPrintEmailTwitterFacebookGoogle BuzzLinkedIn      DiggStumbleUponRedditDeliciousGoogleMore&amp;8230'          Tags: iPad, The DailyCompanies: Apple, News CorpPeople: Steve Jobs, Tim Cook          Tags: iPad, The DailyCompanies: Apple, News CorpPeople: Steve Jobs, Tim CookOwen Thomas is the executive editor of VentureBeat.VentureBeat has new weekly email newsletters.  Stay on top of the news, and don't miss a beat.<br/><br/>0 Vote(s) ]]></description>
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