Maybe I’m a case apart, but I have become both a consumer of iTunes Apps and have recently moved between two countries, the Netherlands and Luxembourg. Until recently, my account used for consuming iTunes content was Dutch. Now, I decided to switch the payment to a Luxembourg credit card, which required me to change the address in Itunes to Luxembourg as well.

And guess what, when you purchase an app in the Netherlands and then change the residence to Luxembourg, all or most of your content becomes invalid and gets deleted from the device you purchased it for. It doesn’t matter if the app was free or not, it’s just gone, even though your purchase history clearly states that you did pay for that app!

I have written to Apple to report this problem, but in the mean time I worry every time that the apps, in which I also produce content, may get deleted the next time I sync my content.

I’ve previously written about Media being the most “unflat” industry on our planet, but I really wasn’t expecting this to be the case for Software, which I thought was produced by hip, non-conformist guys like you and me, that sell to everyone over the internet and don’t care about national borders.

Can someone, an app developer perhaps, explain to me the reason for having a different license for different countries? I understand currency and language differences, but many apps are just in English and the whole of the EU uses the Euro?

If alternatively, you happen to know of a solution to keeping your apps while changing residence, please let me know!

All that aside, have a great New Year, everyone!

Vincent

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This movie was one I anticipated for some time. I’m a Sci-Fi geek, a movie freak, and a Cameron disciple (ever since Terminator 2). Most important to me today however: seeing whether the world of cinema was about to change forever… or not. My review will *not* be about the story, but about a number of themes it addresses, namely the 3D experience, motion capture, and (some spoilers) it’s environmental message.

First, the 3D experience. I’m afraid I didn’t like it very much from where I was sitting. And that I learned is one of the keys to watching a 3D flick, you have to experience it just right.

A couple of thoughts on the human experience: You have to wear glasses, you have to sit in the right place, and no one can pass the screen to go to the bathroom or else all is destroyed.

• The glasses: there are generally 2 types of glasses used in 3D cinema, active ones with shutter technology, and passive ones, which are just like regular, slightly over-sized sunglasses. I used the latter. Having biked for 30 min. at full speed just to get to the cinema on time (that’s how geeky I am about this), I found that sweat really didn’t agree with these glasses. The cinema provided me with one of those alcohol drenched tissues, but that definitely didn’t last me through the two+ hour movie. For the rest, I found them a little dark and the image without them was a lot clearer, though of course not meant for regular 2D viewing.
• Sitting just right: so I arrived to a packed cinema, meaning that I had to sit bottom-center-right and also that I have to try to see the movie again in a more empty cinema. To me the viewing experience definitely seemed sub-par and I will have to research optimal placement prior to seeing my next 3D movie.
• Other people’s bladders: so a couple of things disrupted the experience: my seating position, the subtitles, and people passing the 3D screen to go to the bathroom. The latter seemed to disrupt the image physically with the light of the entire image actually changing, and my thought is that they must have disrupted the beamer in some way. And while the subtitles seemed to float as much as the rest of the objects (see next paragraphs), they took away from the illusion of staring into a wonderful 3D world at times.

Generally, I think that Avatar should actually be viewed in an IMAX theater, which has a far larger screen and is designed for 3D, and not a regular cinema converted to 3D, which seems to be all the rage these days. And while dubbed movies kind of suck, I think it may be a better choice for people like me residing in a non-English country.

THE BIG QUESTION: So how was the actual 3D? Apart from the qualms I mentioned, actually pretty interesting! A few years ago, I watched Superman Returns at an IMAX, which required me to put and take my 3D glasses on and off as a green or red symbol appeared on screen and that sucked. But for Avatar, I could keep the glasses on all the time.

The 3D itself wasn’t the pop-out kind either, rather it was like you were looking into a window at 3D objects. In one scene, Sam Worthington’s character was exploring the alien jungle and looking at some exquisite flowers and it felt to me like I was standing opposite him looking at the same objects, which was nothing short of amazing!

I liked 3D a lot in slow scenes like this, but fast scenes such as battles were a little harder to follow. Cameron tells one hell of a story though, which drew you into the picture regardless.

Topic 2: Motion capture
The actual revolution that this movie is supposed to herald is the new kind of motion capture used, called performance capture. As far as I understand it, it allows for a few innovations in film making: accurately capturing face movement, having real characters interact realistically with virtual ones, and, for the camera person, seeing in realtime the result of the performance capture through the camera’s viewfinder.

THE BIG QUESTION: did it work? Hell yes!!! You notice it first with the female antagonist, Neytiri played by Zoe Saldaña (I had no idea!), who is completely “performance captured,” and whom you fall in love with within a few minutes. Her face shows an amazing range of emotions, from anger to joy, that demands an emotional response from the viewer. The last time I found myself infatuated with a virtual character was in King Kong, where I felt real sympathy with this fantastical character that Peter Jackson brought to screen.

Topic 3: the environmental message (limited spoilers ahead!)
Yes, one of the strongest themes of this movie was preserving a planet, respecting it’s inhabitants, both plant and creature. It was very powerful, I thought, but some people may consider it as preachy.

The problem with this message is that following it would require us to abandon 99% of our technology and return to a lifestyle more connected with nature and I’m very sceptical that this could ever happen, certainly not in time for this century’s crisis.

What Avatar manages to show is that the human race, through it’s relentless need for progress and profit, will always end up destroying that which exists in order to create something new. Avatar condemns our race to a “dying planet” and it can’t send a sadder message than that.

In Conclusion:
Above all, Avatar is an Action and Sci-Fi flick, and a good one at that, but it also makes you think, which many of Cameron’s movie seem to do. Definitely a re-watch for me, both on the silver and the small screen.

Rating: 7/10

Vincent
(p.s. minus the added formatting and picture just now, this post was written on an iPod Touch, forever dispelling my notion that typing on a touch screen is impossible. It did lead to some typos & grammar errors, mostly caused by it’s 95% useful predictive spelling engine.)

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As formal as Address sounds, it’s not meant to be. Just a small reminder that we are still here, more exemplified perhaps by the inverted correlation between blogging and doing great things (P.S. Many of us can be followed on Twitter, which doesn’t appear to have that problem).

Yes, we have all been busy doing things like moving to different countries and continents, starting companies, starting and changing jobs. I think Cecil is even well on his way to becoming a e2.0 authority, and judging by Fidji Simo’s tweets, I think she’s developing herself into an expert in retail—on-, off-, and hybrid forms. And that is amazing news and exactly what I always wanted from Tech IT Easy—a “workforce” that is productive outside of Tech IT Easy and contributes to its members’ lives on- and offline as well.

Which is why I still encourage anyone interested in technology and its commercialisation to join us, to develop and contribute their thoughts and expertise!

All that aside, what more can I wish for our readers and bloggers on this Christmas day? For one, I wish for a better 2010 and I am 100% certain that it will be. We all got a little roughed up in 2009, but what doesn’t kill us only makes us stronger! The Internet Boom & Bust… pah, I laugh at its impact: it lead to Le infamous nouveau Web, aka Web 2.0, aka the one where 37Signals had to remind us of the revolutionary idea of charging $$$ for products. I also laugh at Enron, as all its promised consequences of accountability haven’t affected the upper-tier of management one bit (and maybe never will).

But I don’t laugh at what is happening today, I’m happy about it. Between the magnificent state’ification of banks, the “new/old” lean approach to doing all business, and the threat of global warming, it’s another warning shot at us, the complacent human race who thought they had it all under control again. The world isn’t perfect and I hope that every one of those bumps bring us closer to making it better.

All cynicism aside, we live in a time where information is at our fingertips, where collaborative filtering and neuroscience help us better filter the relevant stuff to the top, where we can still publish news at a click, which is still an amazing concept, and where we all have GPS in our hands today, and augmented reality in our hands tomorrow. Yay, the innovative mind and yay, it’s practical outcomes!

Merry Christmas everyone and if you don’t hear from us before the 31st of December, have a great transition into the new year!

Love,

Your Tech IT Easy team:
Alex, Jeremy, Steve, Fidji, Georgia, Cecil, Vincent, Kari, Manu, Lucien, Matthias, Raj, Raphael, and Remy

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I’m in a book. The course I took last year finally materialized into physical from couple of months ago. I’ve no idea if this book is actually available anywhere, even in a digital form. Well, at least I got mine.

In the book a group of doctorate students from three universities in Helsinki wrote cross-disciplinary visions of what certain IT innovations will break through by 2030.

The future is notoriously difficult to predict and the future of technology even more so. So, I’m pretty sure that any predictions we have made for 2030 are going to be wrong. There are some things we can be pretty sure about and try build on them, though. For example, technology will get better. The western population will grow older. Fusion energy will always be here in 30 years.

My second group wrote about intelligent or smart machines on how we see that there are some non-technical barriers that have to be broken before we can see robots and machines everywhere. Some of our ideas are also presented at the 26C3 conference under the title “Here be Electric Dragons: Preparing for the Emancipation of Machines“. So, if you’re in Berlin around Christmas, go and listen to our fantastic ideas.  Unfortunately I can’t make it there, but my co-author Lorenz Lechner will be there to entertain the audience.

One of our core ideas is that for autonomous (or, as we put it, ultimate) machines need rights. One reason for this is that normal product liability is not enough if these machines have AI dictating their decisions. If giving rights to machines sounds strange, it shouldn’t. In a sense this is comparable to human rights and the idea of corporation as a legal entity, where the corporation and not the shareholders are legally liable for its actions.

The follow-up question is of course how to manage the risks that autonomous robots pose? We are pretty good at managing all kinds of risks. One approach is to design fail-safe systems. The other is using insurance.

One of the challenges is that the machines of tomorrow and even today are more and more dependable on the software. We can’t end up in a similar situation with robots as we have done with commercial software – no guarantees whatsoever (see for example the capitalized(!) section 17 of a Microsoft EULA or similar section 16 of GPL). We believe that through an insurance of sorts, these sections could be shortened two capitalized words, DON’T PANIC, instead. Preferably in large, friendly letters.

Also, we believe these issues are urgent. The actuality of the technological development was really nicely illustrated by a recent xkcd comic (note the mouseover text). We have also discussed about this subject previously on this blog, Vincent already wrote about the relationship between man and machine early this year.

If you can’t make it to 26C3, here’s a copy of our paper “Augmenting Man”. We are currently in process of refining it and trying to pimp it for other publications.

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The question I’m always asked when I run out of my friends/colleagues/dog patience with the issue of Digital Natives integration within the enterprise is : how to convince the proponents of this culture to adhere to a common professional project, to an organization with rules and commitments ?

The answer is straight-forward : leadership. A leadership for a post-ideologic generation. A leadership whose core resides in simple and clear principles, to put in practise, rather than plastic values nobody believes in.

Enterprise 2.0 represents a gradual immersion of the XXth century organisations into the web culture. Digital Natives Companies are born from this culture : there is no change required to adopt these principles as they are the core foundations the companies were built on.

In order to illustrate this assertion (and as promised), an overview of 37Signals, a GenY company achieving incredible results, from both financial and reputation perspectives. Read more »

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First of all, let me make clear that the title is a question and this post will give no answer. 

Second, if somebody has the answer, be my guest, will give you my credentials to edit.

Third, the salmon can be both a gift (as in the semiotics of Umberto Eco) and lethal stinky arm-extension (as in Asterix)

Fourth, let’s get serious.

Social enterpreneurship is one of the new buzzwords in business innovation. Buzzwords are obviously made up to speak situations that exist but with a lot of entropy until somebody names the fear away. And can also give you a scolarship to top-notch business schools, so your 5min of attention please.

To save you some brain cells from suranalysis I’ll give you three pictures of social enterpreneuship fields :

1. Economies in “turbulent times”
2. Recently patchworked societies
3. Niche populations in balanced societies

(sound too familar? need something more exotic? … please refer to expert-experts.)

Lately, I have the privilege to live in an environment that has 2,5 of the above.

Thus its quite fascinating that few people around me, move on the great dynamics of this 83,3%  (2,5/3) fluidity. The blocker is violence.

Violence such as

• rioting half the population against the other half waving salmons
• dangerous life-hacking (d-driving, d-careering, d-tax-paying, d-pressing your children and d-attending your lifemate)
• self-asphyxiation in a team
• tv

so what would you see happening first? closing the tv? feeling good? doing good? putting down the fish?

My two pennies on ………………………………………. putting down the fish, for many reasons of mass-psychology only Philip-Morris knew (but now we all do).

so, dear Greeks, enough with rioting, put down the fish, or better , put them in a plate.

Georgia

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I’m always fascinated by business models, i.e. at how entrepreneurs and companies put together services in order to make money from them. I’d call it the source code of business if I hadn’t seen the other source code in Luxembourg —legal and accounting—but arguably that’s more like binary code, i.e. 99% unintelligible.

Sarah Lacy writes about SMSONE, a ultra-local news provider in India similar to Outside.IN, a Union Square Ventures funded US-only company that provides news updates via the web. SMSONE does it, as the name suggests, via SMS. And it spreads through a franchising model, working with local entrepreneurs that pay a franchise fee and also collect a share of the advertising revenue from locally focussed businesses. It is able to do this because of something that apparently doesn’t exist in the US (but does in Europe): receiving an SMS in India doesn’t cost the recipient anything.

When reading about this, I was immediately reminded of a similar business model employed by a Dutch entrepreneur in Russia, Ms. Annemarie van Gaal, founder of Independent Media, a company that distributed Russian versions of magazines like Cosmopolitan, Marie Claire en Good Housekeeping (source). When she spoke at the Star entrepreneurial seminar in Rotterdam a year ago, she told us about how she differentiated herself from the competition (paraphrased as I haven’t got my notes with me):

The trouble with getting your magazines distributed in Russia was that you had to pay quite a lot of money (some would call it bribes) to companies that would then take care of it… badly. Instead van Gaal decided to do it differently. She would hire street kids to distribute her magazines, similar to the gold days of newspapers: the newspaper boy.

If you read Sarah Lacy’s account on Techcrunch, you’ll see that SMSONE does it similarly, hiring local kids, often without much education, to take care of distribution. Doing it via official channels is likely a nightmare over there, and centralising distribution kind of defeats the purpose of micro-news.

It’s a different way of thinking, which many of us westerners don’t have. I mean, would you entrust your products to a beggar on the street or to a street musician? Not only is it probably against the law (except if the government does it), we pride ourselves on our super-organised infrastructure, where anything from temp-workers to interns are there to provide companies with a flexible workforce, and anything from printing presses to mobile internet exists to produce and distribute your stuff.

Of course, I wouldn’t just leave you with these two examples. In the beginning of 2008, Boston Consulting Group published a study of “local dynamos”— domestically focussed companies, which use creative business models to capture value from emerging markets that are filled with challenges, like lacking infrastructure and low-income consumers. The map below shows how widespread these companies are.

Some very interesting examples are mentioned, like:

• Shanda, a Chinese gaming-company, that, in order to combat software-piracy, focusses on providing interactive services through gaming, services that are impossible to pirate. And to overcome a lack of a financial infrastructure to pay for online services, they work with pre-paid cards.
• Indian CavinKare, which sells cheap sachets of shampoo through small local retailers, while using educational marketing to teach customers how to use their products.
• Goodbaby, which targets the many 1-child families in China, who are both willing to spend more on their child than multi-child families would, but are also in need of education.
• Amul, an Indian food-and-beverage-marketing-organisation, which collects and pays for milk locally, while tracking all operations via satellite and uses ERP solutions to make analysis based on the data and gauge whether future supply needs to be increased or decreased.
• Wimm-Bill-Dann Foods (Russia), which works extensively with local partners, and has devised leasing schemes for expensive machinery to boost their production and is able to serve 280 million consumers nation-wide.

The BCG, of course, takes the stance of its customers, Western companies, and the study is mainly aimed at how multinational companies (MNCs) can replicate 6 of these dynamo’s advantages, in order to compete with them. They are:

1. Customising to local needs – which involves first understanding these needs, and then meeting them.
2. Devising innovative business models that overcome local challenges – a logical follow-up to the last point, how to make money from the info you gained.
3. Leveraging the latest technologies – meaning that these emerging economies are less burdened with traditional infrastructure and quicker on the uptake of more affordable, newer, and easier-to-spread technology, e.g. mobiles.
4. Benefiting from low-cost labor and overcoming shortages of skilled labor – there’s two ways to look at this; a local workforce will be better equipped to interact on a local level, a highly-trained workforce will be better equipped to run a business. Tough call.
5. Scaling up fast – Russia, India, China, Brazil, etc. are all giants with the promise of huge rewards when you capture them. Many of these dynamos grow quickly through both through acquisitions and building up their network of suppliers and distributors.
6. Sustaining long-term hypergrowth without imploding – this kind of follows on to the last point

Some of the Western companies mentioned, which have managed to compete on a local level, include:

• General Motors, which has adapted its luxury-liners to meet the demands of its Chinese customers, who are usually sitting in the back;
• LG, in China, which has learned that the audio-quality of its televisions is more valued by its customers, who often reside in noisy environments;
• Carrefour, which has started to work with local municipal governments in China, as these don’t meddle in their operations like local dept. stores would, and are able to provide access to prime locations;
• Perfetti Van Melle, in India, a candle/chewing-gum manufacturer, which has found local means to advertise, interacts frequently with local partners, and has adapted its products to local tastes;
• and Yum! Brands, which owns Pizza Hut and KFC, and has adapted its menus to meet local Chinese tastes, started a new food-chain aimed specifically at the market, and uses its international expertise to integrate IT, lean supply chains, and a higher level of food standards into their offering.

It shows the value of out of the box thinking in terms of reaching people, and I believe that traditional “Western” thinking should long ago have been thrown out the door anyway, particularly in light of the troubles that media-, automotive, and financial industries are going through. We are in the flux of disruptive innovation and only those quickest to grasp new technologies and ways of thinking are able to survive another day.

No shortage of lessons on that from entrepreneurs in emerging economies…

Vincent out

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(Hey, believe it or not, it’s Cecil again. Another translation from an original french post on Heavy Mental).

One often refers to usages when talking about the advent of the collaborative web. In my opinion, this is an understatement which nurtures misunderstanding. The relationship developed by people with the collaborative web is much more of a culture with principles, values and habits.

In this respect, the Digital Natives has an equally revolutionary DNA, although less spectacular, than the boomer generation.

This Generation Y presents cultural characteristics that cause thorny problems within the organizations, in particular as far as the propagand … erm … internal communication is concerned.

Here we have to deal with knowledge workers : a post-ideological /over-educated /over-informed / born connected generation. In short : a corporate BS proof generation.

Some tips to facilitate the communication … Read more »

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