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timothy

cylonlover writes "A team of scientists at Nanyang Technological University (NTU) in Singapore has developed a new image sensor from graphene that promises to improve the quality of images captured in low light conditions. In tests, it has proved to be 1,000 times more sensitive to light than existing complementary metal-oxide-semiconductor (CMOS) or charge-coupled device (CCD) camera sensors in addition to operating at much lower voltages, consequently using 10 times less energy."

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Original author: 
timothy

Nerval's Lobster writes "Facebook has announced "Home" for Android smartphones (and, eventually, tablets). It's something less than a full Facebook mobile operating system, as some expected before the company's presentation, and more like an app update. Facebook also announced the Facebook Home Program, which will work with several carriers and device makers to pre-load Home onto select devices, including ones built by Samsung, Sony, ZTE, and Lenovo. The first "Home" phone will be the HTC First, a $99.99 phone that will ship April 12 from AT&T. Facebook chief executive Mark Zuckerberg told analysts and journalists assembled for his presentation that Home was designed to reorient the phone and the Facebook mobile experience around people, not apps: "On one level, Home is the next mobile version of Facebook. On the other, it's a change in the relationship with the next generation of computing devices." Home essentially is a custom start screen for your Android phone, replacing the home screen with one centered on Facebook. While users can access other Android apps on the phone, the focus is on those apps that run on the Facebook platform. Home can also be enabled as a lock screen." Reader RougeFemme points out that France Telecom/Orange will be the first carrier in Europe.

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GPS stock

By now, the challenges facing consumer GPS devices are well documented. Our smartphones and dedicated in-car units can only come so close to our precise location, and that's leaving out moments when tall skyscrapers and other outside factors throw everything into disarray. For the most part, these challenges aren't crippling and we manage to get by just fine, but researchers at Universidad Carlos III de Madrid think they've come up with a better way. They've concluded that GPS data alone isn't sufficient, but adding common sensors like accelerometers and gyroscopes to the mix can improve results substantially.

Specifically, the group has found that their solution can hone in on your car's exact position at an accuracy between 1 to 2...

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waderoush writes "In November, Lytro, the maker of the first light field camera for consumers, upgraded its viewer software to enable a feature called 'Perspective Shift.' In addition to refocusing pictures after they've been taken, Lytro audiences can now pivot between different virtual points of view, within a narrow baseline. This 3-D capability was baked into Lytro's technology from the start: 'The light field itself is inherently multidimensional [and] the 2-D refocusable picture that we launched with was just one way to represent that,' says Eric Cheng, Lytro's director of photography. But while Perspective Shift is currently little more than a novelty, the possibilities for future 3-D imaging are startling, especially as Lytro develops future devices with larger sensors — and therefore larger baselines, allowing more dramatic 3-D effects. Cheng says the company is already exploring future versions of its viewer software that would work on 3-D televisions. 'We are moving the power of photography from optics to computation,' he says. 'So when the public really demands 3-D content, we will be ready for it.'"

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girl pointing at screen

A pervasive myth exists among tech founders: If they build a product that consumers will love, it will magically trickle into Fortune 500 companies.

The logic works something like this: Devote the bulk of your funding to designing the product. CIO’s will fork over a piece of their sizable budget if enough employees get hooked and use it at work. Founders often tell me that just like cloud storage company Dropbox or enterprise social network Yammer, their product will be a hit with large organizations if it’s well-designed and easy to deploy.

Do a search for “Dropbox problem” or “Dropbox effect” and you’ll find thousands of articles. I agree that Dropbox has inspired more enterprise founders to experiment with freemium models or to build intuitive products, but it is not proof that a consumer-focused company can simply change focus to the enterprise without having to reengineer its technology from the ground up.

You can’t just ‘pivot’ to the enterprise

“Dropbox’s message is that business users want products that are simple and sexy,” said Ray Wang, the principal analyst and CEO of Constellation Research. That may be true, but according to Wang, to meet the needs of IT, you have to “do a lot more.”

For example, an enterprise startup needs a sales and support infrastructure to handle requests, and the product must be significantly more scalable and secure than a consumer product.

The “consumerization of the enterprise” trend is very real; it means that employees are embracing the latest mobile and social technology and applications, and they are bringing their own devices to work.

But this trend has not replaced traditional enterprise sales cycles. Even new-age startups like Yammer (recently acquired by Microsoft for $1.2 billion), which once spread the notion that big companies will embrace new technologies the same way that people do with consumer products, later hired a full enterprise sales and customer support team.

“It’s a beautiful story that has been spread by investors and founders,” said Mike Driscoll, the CEO of Metamarkets, a “big data startup” in San Francisco. Driscoll said that he is already on the hunt for a new sales executive, preferably with experience working for a legacy vendor like IBM or EMC.

Likewise Box, a Dropbox competitor, had to make sweeping changes before approaching the enterprise. It brought on adult supervision in the form of Whitney Tidmarsh Bouck, a former chief marketing officer at enterprise technology company EMC. To land big-name customers like The Gap and Volkswagen, Bouck said the startup needed “dedicated product marketers and resources.”

“It is our central point of focus,” she added. The product team had to incorporate scalability, integration and security controls, mobile technology, Active Directory support, and so on. Most importantly, she said, “it’s a long-term consultative sales approach that is a world apart from a consumer or SMB [small to medium-sized business] play.”

Ben Horowitz, the cofounder and general partner of Andreessen Horowitz, was one of the first venture capitalists to dispel the myth. As he put it in a blog post:

Encouraged by the new trend, innovative entrepreneurs imagine a world where consumers find great solutions to help their employers in the same way that they find great products to help themselves. In the imaginary enterprise, these individuals will then take the initiative to convince their collegues to buy the solution. Through this method, if the product is truly great, there will be little or no need to actually sell it.

The actual enterprise works a bit differently. Meet the new enterprise customer. He’s a lot like the old enterprise customer.

Indeed, when employees set up accounts for consumer-focused services without permission, the IT department is at risk of losing control over corporate data, whether it’s emails, reports, or instant-messaging chatter. However, this does not mean that the IT executives will strike deals with these tech providers to preserve security and governance.

Sand Hill is part of the problem

Greg Piesco Putnam, cofounder of Aktana, an enterprise sales startup, told me that most venture capital firms accepted the Dropbox myth without question when he was raising funds.

“They were looking for stories of the consumerization of IT, and the entrepreneurs who told those stories raised big rounds,” he recalled. ”The question that was not asked was whether IT departments would actually respond to these user demands.” He explained that in the enterprise, startups need to convince at least three key decision-makers: IT, business, and operations.

Wang told me he often hears about high-performing, early-stage consumer startups that shift gears once their investors demand to see a solid business plan. Entrepreneurs are aware that their investors are angling for a piece of the trillion-dollar market for enterprise software.

“You get folks saying, I’m going to enterprise now to cover my butt, but the product might not have been designed for that,” said Wang, who draws a useful comparison to the adoption of email programs Lotus and Outlook. The latter was widely used in the enterprise despite its design flaws. “In the enterprise, the best sales and marketing wins, not the best product,” he said.

At the Disrupt conference in San Francisco, young enterprise founders from startups like Asana contested this point, clearly demonstrating that the myth is still pervasive.

“The distribution model has changed,” Asana‘s CEO Justin Rosenstein said, and he argued that the CIO is the end-user for enterprise software. “You don’t have to be sales-driven or marketing-driven; you have to be product-driven,” Rosenstein said. “It will be the best product that wins,” he added. Asana is a task management software started by former Facebook founder Dustin Moskovitz and Rosenstein, an former Google employee.

“Nothing is relatively different, it’s just evolved,” hit back Cloudera COO Kirk Dunn. Dunn is right to advise caution: a young company will not succeed without a full customer support and sales team. In the enterprise, product simply isn’t enough. “You can have a great product and great sales-focused company,” Todd McKinnon, the CEO of cloud startup Okta, offered as a conciliatory response.

At startup demo days and hackathons, young founders are slowly waking up to the importance of traditional enterprise sales. ”At the enterprise level, a great product doesn’t sell itself; it takes a great sales and marketing organization to engage buyers, procurement organizations, and IT departments to close a large enterprise deal,” said Mark Trang, the cofounder of SocialPandas, a CRM startup that recently debuted at Founders Den.

The roots of the ‘Dropbox myth’

Dropbox is a consumer startup and wasn’t build to store and share terabytes of sensitive data for a Fortune 500 company. As VentureBeat reported earlier, with its third major security breach this year, the fast-growing private company has become a problem child for chief information officers.

“We’re consistently replacing Dropbox in the enterprise,” Vineet Jain, the CEO of enterprise cloud storage startup Egnyte, told VentureBeat. “It’s incessantly used in enterprise until IT shuts it down.”

If you are selling to consumers or small companies that behave like consumers, moving away from the old enterprise sales and channel models may make perfect sense. However, if you plan to strike multimillion-dollar deals with enterprise companies, the chief information officer is still the chief decision-maker.

In short, the Dropbox model didn’t even work for Dropbox.

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Enlarge / Scanning electron micrograph of graphene, showing the hexagonal structure of the single layer of carbon atoms.

Lawrence Berkley National Laboratory

Graphene—a two-dimensional sheet of carbon one atom thick—is exciting stuff. Combining good electrical properties, flexibility, mechanical strength, and other advantages, graphene can seem like a miracle material, especially when potential applications are listed. Talk of graphene-based protective coatings, flexible transparent electronics, super powerful capacitors, and so forth may seem like something from a Neal Stephenson science fiction novel, but they've all been seriously considered.

The material's potential is so high that its discovery merited the 2010 Nobel Prize in physics, awarded to Andre Geim and Konstantin Novoselov. Certainly my fellow Ars Technica writers and I have spilled a lot of digital ink on the subject.

However, with so much excitement, you would be forgiven for wondering if at least some of it is hype. (After all, graphene has been around for a number of years, but we don't have our transparent computers yet.) For this reason, Nobel Laureate Konstantin Novoselov and colleagues have written a critical, yet optimistic, assessment of the state of graphene research and production.

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We’ve all heard about the painful transition newspapers and magazines are going through. Two decades after the arrival of the web, the search for durable, profitable business models that make sense in the digital age goes on. And it isn’t going well. Advertising, subscriptions, and data-as-service have failed. Now is the time for web developers, designers, and digital strategists of all stripes to lead experiments with making (and saving) money from the things technology and the web are good at.

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