What to make of Google Glass?

Google Glass has been very big on the news since 2012 and recently we've even seen venture capitalists claiming that its advent would create a new space for investment in start-ups. It's worth hearing how Sergey Brin presents that initiative and then consider things carefully from the standpoint of human behavior, not technology.

 

Collateral damage in tech products

I found this very interesting quote today:

So, for good and for bad, I believe Blackberry is attached at the hip to Exchange. As Microsoft loses share to Google in the enterprise, something I believe is bound to happen, Blackberry will lose share to Android as well. Wil and I are cases in point.avc.com, A VC, Jan 2010

Aside from the fact that it does make a very valid point on the tight coupling between Exchange Server and Blackberry technologies, therefore about the likely evolution of RIM's market share as Google increases its share of the smartphone and mail server markets, this post reminded me of a thought I've had a number of times over the past few weeks. It deals with collateral damage. Collateral damage in technology products and their adoption that is.

In 2009 I decided to try Chrome as a browser. Initially it was just this: a trial. The point of fact is that 9 or 10 months later, I'm still browing the web on Chrome. For some reason, Google's browser was "sticky" enough for me to make it my main browser, even though for the first couple of weeks I missed some of the functionality provided by Firefox add-ons like Zotero, WiseStamp for HTML signatures with my email on Google Apps, ColorZilla, add-ons with web developer tools, enhanced analytics via a GreaseMonkey based add-on... and a couple of others. These add-ons are what I call collateral damage, because my intention was not to stop using them, but because they were tightly coupled with a platform product that I ditched for a better one, they went down the drain too and I adopted other ways of doing the things that these add-ons were designed to do. Collateral damage.

In practical terms, if you're in a role of product manager / product owner, this means that:

1. you need a constantly updated picture of the entire ecosystem of your company and its products, which means that market, product, competitor and tech watch are of paramount importance today more than ever before.


2. the focus should be on new users as well as users you are loosing, as the former give you a fresh perspective and a fairly accurate picture of the image your business has on the market and the latter give you insights into what you could do (much) better. Both will tell you how you're doing against the competition or rather in the coopetition ecosystem of your business.


3. your job is to cover market situation, competitive game, (potential) customer contacts (daily as Loic Le Meur was saying in a recent interview), product vision, product roadmap / phasing, product development priorities (as in prioritized backlog of user stories)

Exciting times! And by the way, do read all of Fred Wilson's post.

PS: I just love the way the Zemanta editor generates in-text links obviously doing some seriously good work in analyzing my babble. What I dislike is that Zemanta does not allow me to define the title of the post on my blog and does not support my defining categories for the re-blogging I'm doing.

Planet Google?

Just read a piece about where Google might be in ten years and considering the success of Gmail between 2004 and now, the author might just be right even though his forecasts may seem wild at times (e.g. Android prevailing in the mobile OS wars). That gives me an opportunity to comment and discuss a bit further Google's amazing ability to execute beautifully a bold strategy of massive innovation to deliver on an audacious vision to organize the world's information.

A couple of comments on Google in 10 years

Interestingly Devinda Hardawar (@devindra on Twitter), the post's author, reminds us that Gmail was launched only in 2004. Few people can argue it's gaining traction in the segment of people who use predominantly  email in SaaS mode and even making inroads into the segment of more traditional users who are stuck with legacy solutions like Outlook Express. Gmail grew 43% in 2008 and took #3 spot in August leaving AOL behind. It's gaining momentum and is probably a good indication of what Google can do in terms of winning market share with a patient approach that it can afford thanks to its advertising revenues.

Furthermore Devindra makes a couple of very powerful statements regarding Google Wave, stating his belief that it's much more important than it may seem on the surface and could well revolutionize the way knowledge work gets done. In keeping with a recent post on this blog, I very much agree with him and do intend to spend more time testing Wave, not dismiss it as Scoble has done, foolishly in my opinion. 

Google's execution excellence

Google ability to consistently pursue specific targets is an amazing characteristic of the company. They've been able to roll out a number of major services over the past decade accomplishing key strategic targets with each of them:

1. search, their bread and butter and the foundation for any endeavor having to do with managing information at an age of information mostly uncontrolled proliferation. With that they accomplished brand recognition and created necessary technological foundations.


2. email in what was not called SaaS yet, thus increasing the touch points with the market and making a first move towards managing some of the world's information.


3. advertising based on search and content: building on the previous and targeting and industry which was both very inefficient and well endowed. With that they achieved financial viability and independence as well as consideration by financial markets.


4. analytics, building on the previous one to help make the process of marketing communications and ultimately marketing more efficient and rational. With that they earned a position as a trusted provider of quantitative information.


5. office productivity suite, to increase the share of their direct contribution towards managing the world's information by accessing a new kind of content.


6. e-commerce capabilities with Checkout, to start processing transactional information on behalf of merchants and buyers.


7. Android, to extend the reach of their services to mobile contexts and facilitate seamlessness of user experience across networks and contexts.


8. voice services, to go beyond text and enhance the experience of users across the full range of Google services with a view to serving more and better the business world.


9. technology as a service, to provide infrastructure as a service, operating system as a a service, storage as a service, programming platform as a service... and leverage the web as a platform.

Arguably, there's more and there are other ways of viewing what Google is doing, but in every case you'll find great consistency and clarity of purpose in strategy execution.

Google acquisitions: a string of success stories

Looking at the string of their acquisitions over the past decade (another way to assess strategy execution), the consistency of purpose is obvious and their ability to integrate acquired companies and technologies is impressive. Some people tend to focus too much on plays that did not turn out to be successful and fail to see the bigger picture: Google successfully embeds  80% of its acquisitions in the Google system, when the market average is much much lower (I'd say 20% based on the business news I've followed for the past 20 years).

Significant and successful moves included:

• 
  Deja in 2001, which became Google Groups, now integrated in Google Apps and arguably a successful service with important synergies with targeted advertising, Google's current bread and butter


• 
  Outride in 2001 and Kaltix in 2003 which became iGoogle, personalized search and the search wiki.


• 
  Pyra Labs and Genius Labs in 2003, which is the foundation of Blogger... No comment.
  Picasa in 2004... again not exactly a failure, especially considering the early success of Flickr


• 
  Baidu in 2004... and oh, China is a fairly big market they say...


• 
  ZipDash, Where2 and Keyhole in 2004, Endoxon in 2006 and Image America in 2007, which gave Google Maps


• Urchin in 2005, which became Google Analytics subsequently enhanced in 2007 with the licensing of GapMinder's great data visualization technologies (commercial entity was called Trendalyzer)


• Android in 2005... you have heard of the Droid success in the US I'm sure. In fact it's been estimated that 75% of all web resources visited with mobile phones in the US were either iPhone OS or Android... Nokia and Symbian are in the dust over there, so that's a decent accomplishment, no?


• @Last software, in 2006, which gave Google Sketch still insufficiently acknowledged as a revolution in computer aided design and very used in engineering communities


• Upstartle and 2Web Technologies in 2006 and Zenter in 2007, which power Google Documents, a foundation for online office productivity applications and online form building


• JotSpot in 2006, which became Google Sites, an extremely powerful tool that some people like David Dossot (not exactly a tech nitwit) use to build websites and some other use to provide customized secure online workspaces for their customers (BusinessQuests humbly but proudly claims to be among them)


• Grand Central in 2007, which became Google Voice and is still insufficiently acknowledged as a major disruption in telecoms because it does enable a form of unified messaging & communications


• DoubleClick in 2007, which I believe holds a good share in all of its markets
  Postini in 2007, which provides fantastic anti-spam protection for all Google Apps for email users, amongst which yours truly very humbly and happily so


• re-CAPTCHA this year, arguably a good security enhancement for Blogger
  and last but not least YouTube in 2006, which I think was a fair success amply justifying its acquisition price of 1.7 billion USD

Google is recorded as having purchased 59 companies for a total amount that is hard to assess but likely stands in the region of 15-18 billion USD. The track record of acquisitions can in no way be considered as bad. In fact I know only of one company that is better: Cisco. Both Google and Cisco are hugely analytical players, with extra smart employees on board, giving huge attention to recruitment and equally huge attention to acquisitions.

Another thing worth mentioning is Google's creation of an arm dedicated to early stage investments, which is called Google Ventures, a fund that started this year with 100 million USD. Google Ventures has made a couple of very smart bets in clean-tech with smart grid technology (Silver Spring Networks) and biotechnology (Adimab)...

Of Google Wave, bots and complex adaptive systems

The launch of Google Wave has generated various reviews and left many with a feeling of perplexity or outright rejection because what they saw seemed so little compared to what had been promised (a lesson for every marketer out there IMO). In fact people who've accessed the platform reported several important issues summarized here.

However GoogleWave is indeed completely revolutionary and could well transform the way we deal with information, interactions, collaboration and value creation... perhaps even transactions some day.

This wiki (kindly provided on Wave by my friend David Dossot) is proof of  the revolutionary aspect of Wave as it deals with bots, each of which has a special function within the Wave ecosystem allowing it to connect and interact with other formats, platforms, logical spaces, communities and online properties. What's still very much unclear in what I've read so far (not nearly enough)  is the security model and the degree to which bots can be configured with standard behaviors but if secure and with extensive ability to configure and string together (with some of these objects providing flexibility analogous to Yahoo Pipes), then Wave could well be the equivalent of the "one ring to rule them all" and probably also "an offer we can't refuse" as the Godfather would say. 

On the even more interesting side of things, once adopted Wave becomes a real Complex Adaptive System with a greater potential for structure emergence than the open web because of the existence of rules and constraints that are neither too many (as in collaborative systems like blueKiwi or SharePoint) nor too few (as in the open web). The concept of wave being so open and so flexible provides for an ideal combination of rules and flexibility, which is necessary for CAS dynamics to really operate.

Now this is a first impression and I have not tested this stuff a lot, but if it is what I understand it to be and if it becomes what I imagine it can become, then this thing is not simply big, it's huge.

A sobering view on "cloud computing"

Ellison's public rant about "cloud computing" is a sobering reminder that sometimes efforts to simplify the communication on technical topics actually blurs the picture, creates confusion and makes us less rigorous than we should be in our quest to understand what innovations are coming, as well as where the technology of business and the business of technology are headed.

US Innovation Status

I just read this excellent report on the status of innovation in the US (link kindly provided by the excellent Leeander) and I find it just amazing that the authors show a great deal of analytical rigor both in assessing the past and suggesting ways for the future in the form of a public private partnership. The article is long but very well worth your time.
With this kind of approach I see the US going back to the very top of innovation performance. It's time we did a similar assessment in Europe instead of just celebrating innovation and creativity in a very institutional manner.

10+ years of Google

Nice video of an amazing business, tech and talent story.

Twitter overview at TED by Evan Williams

An interesting presentation at TED by the evangelist-founder of Twitter. I came across this one as I was doing some research on existing analyses of the phenomenon and in particular the types of use cases that were "invented" by users who made extremely creative use of the minimalism of Twitter's design. To me it's an example of chaos, flow and emergence that I think will be a necessary ingredient in any initiative of the future.

The future of work: towards chaordic business?

This interview on the future of work as shaped by modern infotech and social media is extremely interesting not only because of the implications for social infotech tools in business, but also because it suggests an evolution of business and the enterprise into more flexible and adaptive systems. Are we going towards a less deterministic way of running business? One combining chaos and order, considering the enterprise as a chaordic system... that would be much, much better than enterprise 2.0: should we call it enterprise x.0?

Actually it's quite interesting to see that in different fields the chaordic vision is emerging as the next generation way of doing things, which is one of the reasons why I try to remain involved in several areas where I see those patterns:

• the Internet as an enabler of radically transformed patterns of interaction and transaction, where small is the new big as Seth Godin puts it


• online and interactive marketing especially when involving individuals as more than mere consumer or "target segments"


• marketing micro-segmentation and analytics


• agile methods in IT development (I especially enjoy Scrum both as Scrum Master and as Product Owner)


• social media


• Spiral Dynamics and Ken Wilber's incredible work


• environmental crisis as an opportunity to enable "strange attractors" in business and society


• financial crisis as an opportunity to review the monolithic system pyramidal of mega-corporations

These are just such exciting times. We're in a world that is engaged in more than a mere transition or paradigm shift. This is complete mutation and our challenge as individuals is to become mutants firstly by way of introspection and change within because that's where the way of approaching the world changes. We need to abandon the child's illusion of power: each is powerless, yet completely necessary no matter how "small", for the entire system to morph itself into the most relevant shape given circumstances.

Some of the implications:

• the rules will need to have some quality of emergence and flexibility


• only necessary rules should be enforced and we need to stop looking at institutions as parental figures that will do for us what we are not prepared to do for ourselves


• individual responsibility, creativity and commitment become paramount


• inner peace of each is a pre-requisite for solving the different types of social neurosis that we're seeing nowadays in many places of the so-called "developed" world


• education models have to evolve because the education system was built to educate the masses during the industrial revolution and we've moved to a world of constant evolution, exploration and learning, which is one of the reasons why I like so much Montessori (a radicla innovator), Freinet, De Bono, Decroly, Françoise Dolto...

Social media gaining more traction than expected

A very interesting conclusion of recent study by Pew shows that social media is on track for faster adoption than previously believed. And this means that the media landscape is on the brink of yet another radical change in the way owners of content relate to their audience and communities. Exciting stuff.

clipped from www.poynter.org

"The share of adult Internet users who have a profile on an online social network site has more than quadrupled in the past four years -- from eight percent in 2005 to 35 percent now."

"It appears that American adults are moving into social networks more quickly than top 100 news organizations."

McLellan cited recent Bivings Group research, which found that only one in 10 major news organization sites offer social networking features

It's not the site, it's the links, the connections and the network.

I think McLellan is on to a couple of interesting ideas here. First, that mindset and culture -- not resources and technology -- are the key barriers to news organizations benefiting from social media.

the willingness to continuously experiment is the most likely path to success in media. This includes not just trying out new technologies, but learning how to value engagement other than page views on your site.

one of the more rewarding ways news orgs can connect more fully with their audiences

SaaS not a panacea

Over the past year or so, I came across a number of young and less young entrepreneurs who seemed completely infatuated with the concepts revolving around or arguing for a "software as a service" (SaaS) model, as though SaaS would solve all of their business challenges in a miraculous way.

So you thought all you had to do was offer software online and that's an easy way to remove all friction, increase your profitability by having customers do all or part of the work and never have to go visit users? Many people I meet seem to be under the charm of the SaaS fad. Many see it as an enabler for them to be a viable business. While there are merits to SaaS, its benefits are exagerated and in some cases the invocation of SaaS comes at the expense of rigorous business design.

So here's my take:

1. SaaS is not a panacea that will address all the issues revolving around your business model, your pricing, your distribution and your support to real customers


2. as a business buyer you'd better assess carefully how much of your stuff you actually want to entrust to online resources whose viability is yet to be demonstrated and which can be discontinued or frozen without notice (see Google's recent announcements, e.g. on Jaiku or their Notebook). Actually the consequence of this is that you do need trustworthy and financially sound partners who operate such tools like for example Salesforce with AppExchange


3. if you're going down the SaaS path as a business (which makes a lot of sense in many cases), you're likely to need a hybrid approach with at least some of the functionality residing on the user's machine, very much like Evernote does, and that has to be factored into your model because you're likely not going to get away with the assumption that you won't need any support or releases of updates to end users...etc.


4. irrespective of the form of implementation of your idea, you still need to put yourself in the shoes of your customers, to understand their needs, think as they think, feel as they feel, do as they do and be compassionnate about their current frustrations to be able to design a better experience. SaaS is not necessarily your answer and in any event, if you seriously design your customer experience, you'll have to take into account new kinds of needs such as online training, online support, remote sales...etc


5. legal issues are often disregarded in a very strange manifestation of carelessness: if you offer or use a SaaS solution, you do need to care about the jurisdiction and the legal constraints pertaining to data ownership, privacy, copyright, service level, authorised usage...etc. And in fact legal matters could be a serious friction in our sales efforts especially if you're targeting industries that have a tradition of discretion, secrecy and prudence like private banks, retail banks, investment banks, fiduciary and domiciliation companies, family offices, accounting firms, law firms...etc.

SaaS is all fine and good. Permanent beta is great. The network becoming the computer is brilliant. All the new stuff going on in the field of computing services is just very exciting. However none of it is panacea and it is by no means a license not to design, structure and manage your business in a careful and diligent manner. There's no free lunch.

As an aside, this latest wave makes me feel the passage of time given
that this is my first direct personal experience of an old concept
making a comeback under a different name: a few years ago the fad was
called Service Bureau, ASP (for application service provider), grid
computing and Software On-Demand (with Salesforce, Google Apps, Amazon
and and IBM leading the way). Interestingly, the big guys are still
around with relevant offerings irrespective of the way they're
presented (ASP, On-Demand, SaaS or the next fashionable acronym).

Awesome innovation at WideTag and sr labs

One thing is certain: my current trip to Milan is most interesting. That's mainly because I had working sessions and discussions with three exceptional persons, the founders of WideTag, Leandro Agrò (blog - profile - a conference he co-founded - idearium and leading designed at sr labs until a couple of years back), Roberto Ostinelli (profile - a multi-talented individual who's a beautiful artist as well as an accomplished technologist and business person) and David Orban (blog - profile). The achievements of that little bunch of determined persons have been very significant indeed over the course of the past 10 months and they create a foundation on which to create more.
As a coincidence of sorts I also got a great opportunity to learn about a fascinating Italian company called sr labs and to actually try their amazing i-able product which makes it possible to control and command a computer solely with one's eyes. It's quite an extraordinary experience because of the incredible precision of the device, its ease of use and the speed at which one gets acquainted with the way the product works. Aside from obvious applications to help disabled people access and control a computer, there is a range of other fields in which the eye tracking technology could be applied. Definitely worth a closer look...   

Blog Ad Network by Six Apart helps monetization of smaller blogs

Six Apart is one of the few companies of the so called web 2.0 wave whose focus on sustainable business models is a major strength. Using their position as a blogging platform to structure and manage an ad network is really a no-brainer from a business standpoint, while it is also in keeping with Six Apart's consistent policy of offering easy-to-use solutions to its customers. They are uniquely positioned to generate substantial business value from this initiative. I am very curious about their pricing mechanism and about the degree of visibility they will allow into their profit margins from this activity. And perhaps even more than those aspects of the scheme, I will be interested to understand their targeting philosophy (serving the relevant ads to each micro-audience) because that's one of the big battles of tomorrow's advertising.

clipped from www.marketingpilgrim.com Six Apart Launches Blog Ad Network, Blog Services clipped from www.marketingpilgrim.com Blog software company Six Apart acquired creative agency Apperceptive, a company that built blogs for sites such as The Washington Post, The Huffington Post, BoingBoing, and iVillage. Now they’re launching an advertising network for blogs. They are also venturing into design, programming, and blog marketing services. As an ad network, Six Apart is competing with Federated Media Publishing, Glam, Blogads, and others. Here’s how it will work - they will get advertisers, bloggers put the ads up, and the two share revenue (not sure what the payouts are like, but I believe it’s typical to get 20-30%). Six Apart is working with Adify to provide back end support so bloggers can see their payouts and manage their account. they are targeting their services to the little guy The ad network is currently in invitation-only beta and it’s just for bloggers who use Six Apart’s Vox, TypePad, or LiveJournal.

Fret no more about Google

The decrease in paid clicks on Google's online advertising network has been one of the worrying news of the first quarter for modern day advertisers. The Economist has done a good little piece of analysis showing why the decrease may only be the result of Google's own aspiration for more relevance and better performance of ads. And I think it shows pretty well why Google is here to stay and very far from being already "over the hill" as some put it. It is perhaps the most telling testimony of the company's ambition to build a sustainable position in the elusive field of online advertising and beyond that narrow perspective an indication of the stringent demands the company has on itself.

So emails may be flying around showing how great a working environment Google is, but nobody should infer it's a corporate version of Club Med. And judging from their ambitious cooperation with SalesForce , these guys are going for a cut of every significant business transaction they facilitate. That is some business quest!

clipped from www.economist.com The case of the missing clicks What does it mean when people click on Google's ads less often? The scare started when comScore, a research firm, reported in late February that Google's “paid clicks” had decreased by 7% during January, and were flat compared with the same month a year earlier. the ratio of paid clicks to searches dropped even faster than the number of paid clicks: it was down by 16% in the month of January. eMarketer, another research firm, projects that online advertising in America will grow by 23% this year, economic troubles notwithstanding, because the measurability of the medium is too compelling for marketers to ignore. the likeliest explanation is instead that Google itself is to blame—by, paradoxically, increasing the quality of its ads this is what drove Google's revenue last year: it grew by 56% on the back of a 21% increase in revenue per paid click.

Lego Mindstorms at Ad:Tech

Just attended a splendid presentation of the way Lego has been actively seeking to and succeeding in involving passionate users in the life of the Mindstorms product line. Lego's people noticed that Mindstorms was generating a lot of passionate contributions and involvement by the community of users, many of whom were absolutely not kids but male adults. The product seems to have been outrageously successful in the Silicon Valley, where the local tech enthusiasts seem to be the typical customers. The product was being hacked and transformed in all sorts of ways... So Lego's people decided to really engage in a very intense interaction with their customers and to let them influence the life of the product to a very large degree. They set a few very simple rules to manage the community of carefully screened engaged users: respect, positive contribution and giving Lego a veto right on how the product would evolve... Today, it's one of the best known examples of how powerful a genuine engagement with customers can be to drive buzz, word of mouth and basically to make it possible for a lovemark to emerge. There's even the case of famous author Chris Anderson who went on to build a drone using a Mindstorms NXT control module...
Here's a nice little video about Mindstorms:

Upgrading my "software"

One of the things that I most love about being a freelance professional is the freedom to choose how I go about upgrading my skills, the software that I have installed between my ears if you will. In fact, following trainings that can help me better coach and help my customers is a priority. That's one criterion for choosing and that's what led me to participate to a two-day training session organized by Xebia with Jeff Sutherland (who I find very impressive with his great combination of expertise, experience and common sense - highly recommended!) on scrum a method that he's helped invent. Scrum does seem to be the kind of methodology that truly binds agile practices of software development teams to agile product management, i.e.exactly what one needs to help customers in fast paced and high-growth business contexts. For more about Scrum this is a good link. No nonsense approach to projects, smart implementation of lessons from complex adaptive systems and action orientation are the characteristics I most appreciate in the approach. I will definitely be looking for projects and environments where to apply this stuff...

Full speed ahead for Linked In

Linked In is evolving big time with the integration of social networking functionality of a new sort and with the extension of its services to cover company profiles, something I consider awesome. A few months back I wrote a piece stating why I did not believe in Facebook for business and how a combination between carefully chosen Facebook-like functionality and Linked In functionality would deliver major value. Now more than ever, Linked In is becoming a real custodian of professional identity, pretty much like Google will increasingly be the authority to ascertain the identity of individuals (in fact they already act as a trusted third party for customer details verification in e-commerce transactions).

Anyway, here's a nice little video of the product manager doing a demo of the new feature, which will help propel Linked In to a position its look-alike competitors will have hard time catching up with. And by the way, this is the sort of stuff I would love to see more product managers do for their products.

Nope, the world ain't flat Mr Friedman

Some good material presented at Media'08 in Australia. Should it come as a surprise that the concept of a flat world is being challenged from "down under"? This presentation is quite interesting in that it challenges a few stereotypes and generally accepted truths and thus puts in perspective a number of success stories that capture so much of our attention these days. No I am not rambling about Facebook and its ridiculous valuation... at least not too much. Enjoy this good stuff!

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Wisdom of crowds or herd mentality?

"Wisdom of crowds" is one of those fads especially online and I think there's a myth to dispel. Opinions, concepts, software, decisions and content may emerge and get build as a result of adding-up the individual inputs of many people, but that does not mean that where one identifies group phenomena there's necessarily intelligence, let alone wisdom. Since I think words are important, let me get back to the basics of what the word "wisdom" actually means, referring to a definition quoted from dictionary.com:

1.	the quality or state of being wise; knowledge of what is true or right coupled with just judgment as to action; sagacity, discernment, or insight.

2.	scholarly knowledge or learning: the wisdom of the schools.

3.	wise sayings or teachings; precepts.

4.	a wise act or saying.

While there are cases in which the collective intelligence of many participants to a process of creation or evaluation may yield positive results, I believe there are conditions for that phenomenon of collective emergent intelligence to actually take place and I doubt it should be called "wisdom". And I doubt it's relevant to characterize any group behavior as "wisdom of crowds" as some people tend to do. Since there are a couple of business ideas out there that rely on the assumption that collective intelligence can be exploited by merely putting together a community of users, I think there are quite a few entrepreneurs who should think this through. Sometimes crowds are just dumb and there's nothing very wise about herd mentality as shown in this excellent story of Gaston Lagaffe (click to enlarge).

Carbon emissions: facts to make a difference

Nowadays a day seldom goes by without some piece of news regarding the sorry state and dismal prospects of the Earth's environment. These are the days of inconvenient truths. Opinions are numerous, conceptual ideas abound,  more or less scientific and rigorous conclusions widely distributed and each person responds in their own way. Some will feel anxious, others don't know or pretend not to know (so they can drive an over-sized car with an engine that makes a noise that is music to their ears), others still feel a century is too long a time to worry and a few do what they can to help.
The point however is that we all seem to be like drivers or airplane pilots deprived of instruments, flying or driving blindly in the worrying knowledge that the wall we will hit is getting dangerously close. That's the key issue: we lack data about the impact of our daily micro-decisions on the environment even though there are all sorts of calculators of environmental impact out there. What we do not have is a means to measure what is going on as it's happening, which is really a pity in a world so connected. That's precisely one of the challenges OpenSpime, the self proclaimed "infrastructure company for an open internet of things", seems to be addressing with a pretty cool infrastructure that combines sensors, software, the Internet and mashups to deliver actual maps of carbon dioxide emissions. A good friend of mine is their CTO and I am impressed with what these guys are presenting in this video: