Wednesday, December 31, 2014
Tuesday, December 30, 2014
Friday, December 26, 2014
On the top line, angel investors look to invest in entrepreneurs that have an almost unwavering passion and sense of urgency. In the business, this is commonly called "fire in the belly." If you don't have it, you probably won't succeed, even with funding.
Of course, this fire has to come in concert with a variety of visible characteristics that indicate that you, as the entrepreneur, have the attitude and practical skills to make it happen. Here are some key ones they look for:
- Talks and writes well. Can concisely explain the unique, compelling value of the proposed venture in written terms and in oral presentations (elevator pitch), recognizing that some investors rely more on one than the other. Listens before answering questions.
- Networked and connected. Successful entrepreneurs already have a visible network of trusted suppliers, potential customers, partners and even investors. These are critical to any venture. A successful track record with previous investors is a home run.
- Full disclosure attitude. Clearly willing to provide details of weaknesses as well as strengths of the proposed venture, and the challenges ahead. You must be willing to welcome the participation of the angel investor in the company, at least at the advisory level.
- Values intellectual property. Convincingly presents a patent, trademark or other "secret sauce" that can create equity value, not just current cash flow for the owners. This has value now, and is critical for maximum value in a merger or acquisition.
- Not in a heated rush. Calm and self-assured, rather than desperate. Can show milestones achieved, as well as planned, which indicate rational expectations. Allows sufficient time to find capital, including due diligence time for investors.
- Realist. The best entrepreneurs recognize and accept things as they are, and react accordingly. They are quick to change their direction when they see that change will improve their prospects for achieving their goals.
- Domain experience and expertise. Investors realize that passion is no substitute for knowledge and experience, and every business is more complex than it might look on the surface. They will pay a premium for someone who has "been there and done that."
The investor, in order to eventually be successful, has to spot not only winning technologies but winning people, and all investors have a slightly different view of what a winner looks like. So, of course, they try to guess the internal traits, like honesty, dedication, vision, intelligence and leadership based on external traits listed above.
If you think you want to be your own boss and run your own business, look in the mirror to see if you have the right traits to be an entrepreneur in your domain of interest. Better yet, ask a real friend, who won't just tell you what you want to hear. We can't change you, but you can change yourself, if the current pain level or the future reward is high enough.
Tuesday, December 23, 2014
Monday, December 22, 2014
Here are three ways the iconic CEO made meetings super productive.
1. He kept meetings as small as possible.In his book “Insanely Simple,” longtime Jobs collaborator Ken Segall detailed what it was like to work with him.
In one story, Jobs was about to start a weekly meeting with Apple’s ad agency.
Then Jobs spotted someone new.
“He stopped cold,” Segall writes. “His eyes locked on to the one thing in the room that didn’t look right. Pointing to Lorrie, he said, ‘Who are you?’”
Calmly, she explained that she was asked to the meeting because she was a part of related marketing projects.
Jobs heard her, and then politely told her to get out.
“I don’t think we need you in this meeting, Lorrie. Thanks,” he said.
He was similarly ruthless with himself. When Barack Obama asked him to join a small gathering of tech moguls, Jobs declined — the President invited too many people for his taste.
2. He made sure someone was responsible for each item on the agenda.In a 2011 feature investigating Apple’s culture, Fortune reporter Adam Lashinsky detailed a few of the formal processes that Jobs used, which led Apple to become the world’s most valuable company.
At the core of Job’s mentality was the “accountability mindset” — meaning that processes were put in place so that everybody knew who was responsible for what.
As Lachinsky described:
They’re hugely helpful in a startup situation.
“In a fast-growing company with tons of activity, important things get left on the table not because people are irresponsible but just because they’re really busy,” she wrote on Quora. “When you feel like something is your baby, then you really, really care about how it’s doing.”
3. He wouldn’t let people hide behind PowerPoint.Walter Isaacson, author of the “Steve Jobs” biography, said, “Jobs hated formal presentations, but he loved freewheeling face-to-face meetings.”
Every Wednesday afternoon, he had an agenda-less meeting with his marketing and advertising team.
Slideshows were banned because Jobs wanted his team to debate passionately and think critically, all without leaning on technology.
“I hate the way people use slide presentations instead of thinking,” Jobs told Isaacson. “People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.”
The post 3 Ways Steve Jobs Made Meetings Insanely Productive — And Often Terrifying appeared first on Business Insider.
Monday, December 8, 2014
Published on May 10, 2013
Ellen Lee DeGeneres (pron.: /dɨˈdʒɛnərəs/; born January 26, 1958) is an American stand-up comedian, television host and actress. She has hosted the syndicated talk show The Ellen DeGeneres Show since 2003.
As a film actress, she starred in Mr. Wrong, appeared in EDtv and The Love Letter, and provided the voice of Dory in the Disney-Pixar animated film Finding Nemo, for which she was awarded the Saturn Award for Best Supporting Actress, the only time a voice performance has won a Saturn Award. She was a judge on American Idol in its ninth season. DeGeneres has hosted both the Academy Awards and the Primetime Emmys.
She starred in two television sitcoms, Ellen from 1994 to 1998 and The Ellen Show from 2001 to 2002. During the fourth season of Ellen in 1997, DeGeneres came out publicly as a lesbian in an appearance on The Oprah Winfrey Show. Shortly afterwards, her character Ellen Morgan also came out to a therapist played by Winfrey, and the series went on to explore various LGBT issues including the coming out process. She has won thirteen Emmys and numerous other awards for her work and charitable efforts.
DeGeneres launched a daytime television talk show, The Ellen DeGeneres Show in September 2003. Amid a crop of several celebrity-hosted talk shows surfacing at the beginning of that season, such as those of Sharon Osbourne and Rita Rudner, her show has consistently risen in the Nielsen ratings and received widespread critical praise. It was nominated for 11 Daytime Emmy Awards in its first season, winning four, including Best Talk Show. The show has won 25 Emmy Awards in its first three seasons on the air. DeGeneres is known for her dancing and singing with the audience at the beginning of the show and during commercial breaks. She often gives away free prizes and trips to her studio audience with the help of her sponsors.
DeGeneres celebrated her thirty-year class reunion by flying her graduating class to California to be guests on her show in February 2006. She presented Atlanta High School with a surprise gift of a new electronic LED marquee sign.
In May 2006, DeGeneres made a surprise appearance at the Tulane University commencement in New Orleans. Following George H. W. Bush and Bill Clinton to the podium, she came out in a bathrobe and furry slippers. "They told me everyone would be wearing robes," she said. Ellen then went on to make another commencement speech at Tulane in 2009.
The show broadcast for a week from Universal Studios Orlando in March 2007. Skits included DeGeneres going on the Hulk Roller Coaster Ride and the Jaws Boat Ride. In May 2007, DeGeneres was placed on bed rest due to a torn ligament in her back. She continued hosting her show from a hospital bed, tended to by a nurse, explaining "the show must go on, as they say." Guests sat in hospital beds as well. On May 1, 2009, DeGeneres celebrated her 1000th episode, featuring celebrity guests such as Oprah Winfrey, Justin Timberlake, and Paris Hilton, among others.
Image by Tulane Public Relations derivative work: Morn (Ellen_DeGeneres-2009.jpg) [CC-BY-2.0 (http://creativecommons.org/licenses/b...)], via Wikimedia Commons
Friday, December 5, 2014
40 Incorrectly Used Words That Can Make You Look Dumb
Sunday, November 30, 2014
Monday, November 17, 2014
Friday, October 24, 2014
Is Kay Lee Roast Meat Joint Worth S$4 Million?
By Yeap Ming Feng
Wed, Oct 22, 2014 3:42 PM SGT
Some call them the best char siew and roast meat store in Singapore, or the meat that simply melts in your mouth. Kay Lee Roast Meat Joint, located at Upper Paya Lebar, was finally sold for SGD$4 million, two and a half years after it was put on sale. An amount which is half a million dollars more than their initial asking price.
In this article, DollarsandSense will take a look at why Aztech Group was willing to pay such a hefty sum of money to purchase the business.
Every business model consists of tangible and non-tangible assets.
Tangible assets of Kay Lee Roast Meat
Tangible asset is defined as assets that have physical form, which, simplistically, means anything that you can see. Tangible assets of Kay Lee, are the shop space along with all the machines and equipment present in the shop.
In this case, the tangible assets of Kay Lee Roast Meat only amounts to$SGD1.5 million.
So why is it that Aztech Group was willing to folk out an extra $SGD2.5 million to purchase only $SGD1.5million worth of business? The answer is logically that a business extends beyond just its tangible assets.
Intangible Assets of Kay Lee Roast Meat
Intangible assets are non-physical assets of a business. Examples of intangible assets are patents, trademarks, copyrights, goodwill, brand recognition and business methodologies (think recipe in this case).
Most business owners have little understanding of how much intangible assets such as customer base and recognition of their brand can have a huge impact on the value of their businesses.
With this, we take a look at the value of Kay Lee Roast Meat using the three traditional valuation approaches.
1) Cost approach
For the cost approach, we try to calculate how much it will cost us to recreate a brand which has the same impact as that of Kay Lee Roast Meat.
This is done by adding up the present value of all the past expenses Kay Lee Roast Meat spent, in order to obtain the brand recognition it has today.
Kay Lee Roast Meat has spenthundreds of thousands of dollars since 38 years ago to arrive at the reputation it has today.
The actual amount which Kay Lee spent on marketing is unknown. Assuming
Kay Lee only spends $5000 on marketing starting 38 years ago on a yearly basisThe inflation rate
The present values of $5000 from 38 years ago is about $16,069.
The present value of $5000 from 37 years ago is about $15,583.
Continue this for 38 years and we will get a sum of about $369,382 on advertising.
However, cost approach does not allow us to factor cost such as time spent on the running of this business and creation of the recipe.
2) Market approach
Market approach identifies a brand comparable to that of another and using it as a proxy.
Hence, competitors who possessed the same qualities to that of Kay Lee like my favourite Foong Kee Coffee shop can look at this case as a rough gauge of the value of their business if Foong Kee Coffee shop were to be put on sale.
3) Income approach
The income approach measures the benefits that the intangible asset of Kay Lee Roast Meat can bring to the business.
Intangible assets such as loyal customers are usually the most important value-generating factor in a business. When customers frequent Kay Lee Roast Meal regularly, predictable revenue is generated.
Currently, the shop generates a revenue of around $2000 daily. Given that it is a freehold, there cost incurred comes mainly from the ingredients and the wage of the workers.
Given that they are open 6 days a week, in one year, the revenue generated will be $624,000 from the joint alone.
Aztech Group plans to open at least 10 casual restaurants under Kay Lee name in the next two years. The brand recognition that Kay Lee Roast Meat is a name which produces one of the best roast meat in Singapore. Coupled with the well guarded recipe, it makes similar tasting roast meat to that of Kay Lee difficult to imitate.
Opening the restaurants under a name, new to the public, will expose the group to higher risk.
The fact that the sales of Kay Lee made it to Straits Times, DollarsAndSense and many other websites and newspapers will probably keep the public wanting to have taste of Kay Lee Roast Meat or anticipating the arrival of the new restaurants. That, itself, is an intangible asset.
In conclusion, brand recognition and customer loyalty, may be worth more than tangible assets. They allow earnings steadily over time, and the understanding of this value while managing your business may allow you to bargain for higher premium to potential buyers one day.
Monday, October 20, 2014
By Christian Baader, Gianni Giacomelli, and David Ludlow
We all have heard about the phenomenon. Patchy, inconsistent deployments, siloed across organizations, resulting in painful, sometimes embarrassingly situations such as: poor visibility of even basic HR data across countries and lines of business; erratic and inconsistent management of HR processes; ineffective talent management; inability to properly run processes in a shared services environment, resulting in high costs and poor quality; and more recently, the inability to address economic, environmental, and social sustainability challenges such as generational shifts, diversity, employee health, and safety.
Do you remember where the problem started? In many cases, these now patchy solutions were implemented, sometimes quickly, around the time of the "Y2K" change when the need for a new system to handle four-digit years was mandatory. The implementations were often done quickly, without any reengineering of business processes and with heavy modifications to support the old processes. While those systems might have been technically upgraded, the processes still go back 10 years or more and don't—or can't—take advantage of technology that more modern systems offer. Another situation: Implementations that got core HR like payroll and benefits up and running, but then fell victim to other IT budget priorities. The consequence is limited ability to leverage the HRMS for more strategic HR initiatives like compensation management or succession management. Adding to this problem are environments that grew from global expansion, resulting in multiple systems from multiple vendors across multiple geographic regions.This is simply a loss of business potential.
Single Vendor Value
Leveraging the standardization of a single platform that embeds best practices can bring value to organizations in many ways. Consolidating multiple systems can lead to "one version of the truth." No longer are complex data downloads and manipulation of spreadsheets required. A single system can produce the elusive "global headcount report" every CHRO, CFO, and even CEO is looking for. A consolidated platform can also provide the basis to reengineer outdated and inefficient processes, resulting in higher data quality and reduced cycle costs. Data quality is the "human capital" of the organization and accurate, consolidated, global data supports better business and workforce planning.
And once the data is consolidated and accurate, it can be used as a hub of master data to support strategic HR processes like talent management, as well as non-HR related processes like shift scheduling optimization, project costing, and compliance activities.
Many HR directors have to cope with at least some of this every day. And while many know what they could do about it, in the absence of hard ROI (or at least as hard as the data from invoice or sales force automation tools, for example), they are forced to take a backseat in the CIO's pecking order.
There are solutions, but they require HR strategy and technology—together. And even more importantly, they will require the HR director, the CIO, the HR service provider (be it a BPO or on-Demand), and the related software vendor to work together. Each of them has a part in "dividing and conquering" such a seemingly intractable conundrum.
But there are two prerequisites. First, a portfolio approach of on-premise solutions (e.g., for the core HR system of records), on-demand software services (e.g., for specific tasks in recruiting or performance management), and outsourced business process services like payroll and benefits administration is needed. That can be boosted by appropriate technology usage—as long as you plan with technology in mind. Each solution part must cover its purpose, and together they also must combine into a meaningful whole, delivering comprehensive end-to-end business process and data. For example, data structures and operational processes must be consistent, otherwise the end-to-end integrity of process and data is jeopardized—or becomes exceedingly costly to maintain.
And secondly, there is simply no way to have "all things for all people." Just like cars are made out of standard components, the HR service puzzle is made out of many pieces, a large part of which should be standardized to some extent. This means ensuring a proper two-way matching between what is possible and what is really needed. How to find the proper trusted advisor for this task? Start with someone who will not say 'just tell me how you want it to be done.' Because that is how the mess got started in the first place so don't make the same mistake twice. Errare humanum est, sed perseverare diabolicum— making mistakes is human, persisting on them is devil's work.
"Errare (Errasse) humanum est, sed in errare (errore) perseverare diabolicum.", attributed to Seneca; which translates to: "To err is human, but to persist in error (out of pride, stupidity, ignorance or all 3 or more) is diabolical."
Christian Baader, email@example.com, is vice president BPO for SAP Americas.
Gianni Giacomelli,firstname.lastname@example.org, is head of strategy and marketing, BPO for SAP AG.
David Ludlow, email@example.com, is vice president, HCM solution management for SAP Americas.
Saturday, October 18, 2014
Friday, October 17, 2014
Thursday, October 16, 2014
Tuesday, October 14, 2014
Raspberry Pi Today Podcast Episode 20: Raspberry Pi Foundation Education Fund special | Raspberry Pi Today
Friday, October 10, 2014
Wednesday, October 8, 2014
Three scary, but true, security tales
Eric Cole | Oct. 7, 2014
While Halloween only comes around once a year, there are some truly frightful security mishaps occurring on a daily basis. Some of these mishaps have made headline news, while others were too terrifying to share... until now.
Just in time for Halloween, renowned cyber security expert and SANS Faculty Fellow, Dr. Eric Cole, shares three horrific tales of hideous human behavior which he has personally witnessed and lived to tell! Warning: What you are about to read is real.
Ghosts of Employees Past
Consider this frightening tale. When performing a routine security assessment for an organization, it was discovered that more than 145 accounts of employees who no longer worked for the organization were still active. GASP! Even scarier, when looking for possible activity on these accounts it was discovered that 17 of them were still actively being used. You can imagine the horror, but it gets worse.
After approaching HR to find out if there was anything special about these accounts it was revealed that seven of the 17 people who were actively using their old accounts were fired five months earlier for stealing information about the company and giving it to a competitor. Talk about a nightmare! Fire an employee for stealing, take away their badge but forget to cut off account access, only to learn they continue stealing from the organization even after termination. Now, that is terrifying!
If you don't have goose bumps yet, this global tale will likely raise a hair or two. A large US manufacturing organization with state-of-the-art industrial technology was under constant attack by the Chinese. Every four to six weeks for several years this grotesque scene continued to play out. These compromises wreaked havoc within the manufacturing organization's security environment. Yet despite the disturbing efforts of the Chinese hackers, the company was able to keep its technology a secret. However, for some mysterious reason (OK, because of costs), the executive team decided to move all of its US manufacturing and production to... China. GASP! The security team was left screaming in horror as their worst nightmare came true. Despite being able to successfully fend off the attacks over a three-year period while located in the US, within just two years after moving overseas the Chinese hackers were able to successfully infiltrate. As if this story couldn't get any more horrific, it didn't take long for them to develop a competing product which outsold the US company's product. The US company was forced to close its Chinese operations, as it was unable to compete. While the US manufacturing company is still in business today, its product line went from a billion-dollar product line to a mere million-dollar product line. How's that for a gruesome tale?
A hideous discovery
Still not scared? Here's a wicked story that is sure to give you nightmares. A typical full security assessment of an organization includes the facility as well as the data center; this means checking all policies, personnel, cyber security, and physical security. It was 11 p.m., haunting hours, the ideal time to test out the physical security of a building. Creeping through the dark to make sure the doors were locked, a horrific discovery was made. A door in the back by the loading docks (which just happens to be next to the data center) was unlocked. As if that wasn't frightening enough, right next to the door, along the edge of the wall and out of reach of the motion detector, was all of the company's taped storage! PII and PHI were easily available for any ghoul to take. Because this was a major exposure, someone within the organization had to be alerted immediately, otherwise, walking away knowing there was exposure could result in liability. Thinking this nightmare could not get any worse, the closest person within the organization to the office was the company's CFO who arrived to re-secure and lock the building in flannel, footy pajamas (how about that for a creepy image?).
So what can we learn from these terrifying tales? First, don't assume that processes, procedures and policies are being followed. Verify and check to make sure they are. Second, common sense doesn't prevail in most environments, so don't assume people will make the right decisions. Ensure that employees have the data to support all decisions, so that they are making them in a proper and correct manner.
Sri Narayanan | Oct. 7, 2014
Just because something is shiny and new, or is now the 'in' thing, doesn't mean it will work for everyone.
If you're a CIO, the temptation of shiny new technology is almost too hard to resist. Nowhere is this more evident than in the dozens of failed Big Data projects deployed across enterprises. The problem is that there is a right way and a wrong way to do Big Data, and judging from recent corporate history, most IT departments and CIOs don't know the difference.
Take JC Penny. Once a darling of the retail consumer experience, the company is a cautionary tale on how not to deploy Big Data. From a leading light in the retail consumer space in 2012, JC Penney witnessed a mass exodus of customers in under a year, prompted by ill-advised and drastic store changes. The culprit? Poor deployment of a large scale, merchandising retail analytics solution.
A few months into a complete store revamp, CEO Ron Johnson implemented what he called a "complete, open and integrated suite" of retail analytics solutions. The hope was that JC Penney would have new customer shopping insights to respond faster to customer preferences.
Johnson began a process of modernising the existing business intelligence (BI) software by deploying a retail merchandising analytics program that provided real-time, mobile insight into item and category performance, including key metrics such as inventory position, sales, stock ledger, cost, forecast, and promotions. On paper, this would simplify processes and capture structured and unstructured data (customers sentiment, etc) so it could deliver the best possible customer experience.
But neither Johnson nor his team gained any meaningful insight from all that analytics solutions. Instead, sales levelled off sharply from US$17 billion in 2011 to US$12.9 billion in 2013. After 17 months on the job, Johnson was fired.
So what went wrong?
Focus on the Data, Not Its Application
The surest way to scupper your Big Data project before achieving any meaningful outcome is to fail to ask one basic question: What do you want to do with the information? Too often, companies don't know what they are looking to achieve with Big Data but they think it will solve their problems. They process large volumes of data without any idea what problem they are actually trying to solve. Or expect more than it can deliver.
Assume You Have the Right Skills
JC Penney deployed a sophisticated predictive analytics solution and failed to draw meaningful insight from the data. Why? Because they had IT personnel and data scientists asking questions to problems their marketing, sales and merchandising experts should have been asking in the first place.
There is an acute shortage of skilled data analysis employees in the labour market and the situation is likely to worsen. But more than data crunching and creating fancy algorithms, a failure to deploy the real 'experts' in your industry to a Big Data project will certainly doom the effort.
Process Any And All Data Indiscriminately
If you fail to plan, you plan to fail. There's just too much unsorted data to process in most Big Data projects. Failing to run a data audit so you know what bits you actually want to process will most certainly cost money, loss of time and resources that will detract from the project's primary goal. JC Penney transitioned from a traditional BI environment managing structured data to a huge Big Data effort involving large datasets of unstructured information, processed through fancy predictive analytics and algorithms. The results lacked context and relevance, and the project failed.
Selecting wrong use cases
Seduced by the potential of Big Data solutions, many companies aim too high for their initial efforts. They study successful deployments from other organisations and attempt to apply the same use case scenarios to their companies without the relevant skill sets or experience. Others use the same cases from their previously installed traditional BI programmes, and wonder why they don't see any benefit when migrating to a Big Data initiative.
Go For Broke
JC Penney's first foray into predictive analytics was a massive undertaking that was just too ambitious, too soon. It was expensive and high-risk. No one knew how to make meaningful decisions with the information gathered. Often a narrow focus and a smaller project will reap far more significant results.
Modernising BI: Doing Big Data The Right Way
If you haven't already noticed, a huge shift is taking place in the corporate world. Companies are moving from traditional BI to predictive analytics with high volume, unstructured data to help their businesses extract insights and drive them forward.
Modernising BI to a more open Big Data effort is a journey you really can't take alone. It's fraught with landmines and requires careful consideration. As the JC Penney example illustrates, any company can and will get this wrong. HP Business Intelligence Modernization Services identifies three major service needs your company will require to get your Big Data projects on the right track:
- Discovery environments: "Data lakes," data visualization tools and services enabling rapid, enterprise-wide data sharing and discovery collaboration.
- Analytics solutions: Addressing specific analytics needs to run the business better.
- Hybrid data management: Enabling enterprises to deliver production-grade analytics integrated into business processes and systems that leverage relevant data.
HP believes the hybrid approach retains the best of traditional BI and Big Data even though both use different technologies and methods. By extending and applying BI methods in the context of Big Data, the hybrid approach can deliver more precise and granular insights across all types of large, complex data.
Traditional BI and data warehousing methods will always be important but to make better decisions, and gain insights from new kinds and higher volumes of data, your company can't afford to do Big Data wrong. To learn more about the hybrid management approach to modernising BI and implementing Big Data, visithp.com/services/BI-Modernization.
This byline has been sponsored by HP Enterprise Services Asia Pacific & Japan.
Rock your boat instead, have a go, you only live once. "Imagine. Change." - that's Ricoh's company motto. Absence of imagination results in fear of change. To evolve, change must take effect. No change, no evolution. Fear not change and imagine.
Tuesday, October 7, 2014
Friday, October 3, 2014
Thursday, October 2, 2014
cyber security. Even so, successful breaches increased by 20 percent,
and the cost of an individual breach increased by 30 percent. While the
security industry looks for silver bullets, criminals are investing
more, sharing more, and working harder to access corporate information.
the quirks of human behavior as he steals your watch. In a hilarious
demonstration, Robbins samples the buffet of the TEDGlobal 2013
audience, showing how the flaws in our perception make it possible to
swipe a wallet and leave it on its owner's shoulder while they remain
University, who researches and studies selling relationships and human
communication. He teaches simple, field-tested skills and techniques
that get results. And he delivers his message in a humorous way, which
motivates people to want to use. Allan's own experience and record in
the field of selling, motivating and training is equalled by few others.
He is a born achiever, starting his career at the age of 10. Globally
known as "Mr Body Language", his programs are used by businesses and
governments to teach powerful relationship skills. His messages are
relevant to any area of life that involves winning people over and
getting them to like you, co-operate, follow you or say 'yes'.
history. Ingrained into our popular culture forever, Bacon's films span
every genre of the human condition. In true Bacon style, he embraced the
"Six Degrees of Kevin Bacon" trivia phenomenon and founded
SixDegrees.org, a charitable initiative that links people to charities
and each other for the purpose of making a difference.
to automobile remotes, PCs, and "secure" credit cards, Hacker
extraordinaire shows how nearly every secure system is vulnerable.
super-rich Seattle entrepreneur Nick Hanauer has been raising the
hackles of his fellow 1-percenters, espousing the contrarian argument
that rich people don't actually create jobs. The position is
controversial — so much so that TED is refusing to post a talk that
Hanauer gave on the subject. National Journal reports today that TED
officials decided not to put Hanauer's March 1 speech up online after
deeming his remarks "too politically controversial" for the site...".
hidden but influential world of brand marketing on his quest to make a
completely sponsored film about sponsorship. (And yes, onstage naming
rights for this talk were sponsored too. By whom and for how much? He'll