The Latest from TechCrunch |  |
- Integrating Ethics Into The Core Of Your Startups: Why And How
- Check-In Fatigue. Or, Why I’m Rooting For An All-Out Location War.
- The Man Corporations Love and Xenophobes Hate
- Opera, Safari Beat Chrome On Google’s Own JavaScript Conformance Test
- Review: Aperture 3
- Crocodoc Sets Its Sights On Adobe Acrobat With New Update
- Google Hands Out Its First 1337 Cash Prize For A Chrome Bug
- Green E-Biller Transactis Raises $2.5 Million
- Location Isn’t A War Between Two Sides, It’s A Gold Rush For Everyone
- Apple Starts Accepting iPad Applications; Launch Apps Must Be Submitted By March 27
- Yahoo Chief Technologist Sam Pullara Leaves To Become An EIR At Benchmark
- Bootstrapped Social Network For Families Genoom Hits 1 Million Users
- WorkSnug Augmented Reality iPhone App Hits SF And NYC For Mobile CoWorkers
- Apple iPad? The Germans Have Other Ideas
- Skype Legend Morten Lund Will Rock GeeknRolla, April 20, London
| Integrating Ethics Into The Core Of Your Startups: Why And How Posted: 20 Mar 2010 07:00 AM PDT
It is best to be aware of the temptations and to prevent the lapses from occurring. As Enron, Bernie Madoff, and Lehman Brothers have shown, it's a slippery slope. Once you start compromising your values for short-term gains, there is no turning back. Business ethics are not something you need to start worrying about when your company reaches a certain size; they need to be sewn into the fabric of your startup from the get-go. The lessons are the same for tech businesses as they are for investment banks and for third-world economies. Harvard Business School professor Michael Beer researched the difference between companies that perform at high levels for extended periods and those that implode when they reach a certain size. When analyzing the spectacular failures in the recent financial meltdown, he found that: • Of the original Forbes 100 (named in 1917), 61 had ceased to exist by 1987. Of the remaining 39, only 18 stayed in the top 100, and their return during the period 1917 to 1987 was 20% less than that of the overall market. • Of companies in the original Standard & Poor’s 500-stock index of 1957, only 74 remained in 1997; of these, only 12 outperformed the S&P 500 in the period 1957 to 1998. • The average CEO tenure in the U.S. is 4.2 years, less than half the 10.5-year average in 1990. Beer posited three core reasons for the failure of so many Wall Street firms in the fall of 2008: the firms lacked a higher purpose (in other words, they were focused on short-term gains, profits, and bonuses); they lacked a clear strategy; and they mismanaged their risk. Companies like Charles Schwab and US Bancorp were able to avoid the fallout by having a laser-like focus on customer service and on honesty and transparency. Neither company touched the subprime mortgage securitization market, because they saw it as risky and simply not the kind of business that served the company’s long-term interests. Even outside Wall Street, companies like Cisco Systems, Southwest Airlines, and Costco Wholesale, with the strongest sense of higher purpose, achieved the greatest success. Take Costco. Wall Street analysts have long chastised Costco’s management for paying high wages and keeping employees around for a long time, because this results in higher benefits costs. But the company's CEO, Jim Sinegal, lives by his belief that keeping good employees is strategic for Costco's long-term success and growth. The company's per-employee sales are considerably higher than those of key rivals such as Target and Wal-Mart; customer service at the stores is phenomenal and fast; and Costco continues to expand, both in number of warehouses and in products and services for business and consumer customers. The culture of the company flows downward from Sinegal and his focus on employees and, by extension, to customers. One of the problems that Beer found with the failed banks was that their employees lacked the ability to "speak truth to power". Employees felt intimidated by superiors; the institutions' internal voice of conscience and purpose was silenced by a maniacal focus on short-term profits and whatever scheme would bring them in. The silencing of employees who sought to challenge strategy and risk-management practices likely also undermined the banks’ moral authority and emboldened those who already felt inclined to do the wrong thing. With a muted internal voice, these organizations lacked a moral compass. As a result, they drove off a cliff with astonishing speed.
1) Create a culture of openness and welcome dissent – Internal constructive critics are your best friends — too often, founders are blinded by their own enthusiasm for their creative vision and then are surrounded by sycophants, kissing up. Founders who fall out of touch rapidly lose their ethical bearings. At Intel, founder Robert Noyce and Gordon Moore did not look for sycophantic followers in selecting the brilliant, contentious, but relentlessly honest Andy Grove as their colleague and successor. Similarly, Craig Barrett and Paul Otellini have consistently fought for different points of view internally — without undermining the enterprise, and always reinforcing Intel's self-critical core ethic. 2) Lead by example. The authenticity of the leader's character is essential — if colleagues don't believe you, they will not take needed risks on your behalf — such as training subordinates to be able to do their own jobs. Startups are often defined by the hip clichés of VC firms, adoring press, and HR consultants — but the startups don't really practice what they preach. 3) Learn from immediate peers or distant models. Too often, founders atrophy because they believe that the unique quality of their business or technological mission means that they too are truly unique in leadership values. Steve Jobs has patterned himself after Polaroid founder Ed Land — and tried to learn from Land's strengths and weaknesses. Henry Ford regretfully once claimed "History is bunk" but in reality revered Thomas Edison. Michael Dell put legendary tech entrepreneur (Teledyne) and educator Dr. George Kozmetsky on his board right from the start to learn from this brilliant then septuagenarian. 4) Recognize your own fallibility as a leader, know your limits, and beware of the myth of immortality. Entrepreneurs often are horrified at the thought of leadership succession. The founders of great firms such as Google, Cisco, Amgen, and Microsoft have known that they would need to prepare for a day when they no longer could be the lone day-to-day internal boss, primary external ambassador, and symbolic cultural icon. The founder of the original (pre-Starbucks) coffee house chain Chock-Full-o-Nuts started his first café on Broadway 43rd Street in 1923 and was a great national success. Sadly, sixty years later, as a dying man who had been flat on his back for two years at Massachusetts General Hospital in Boston, he still clung to the job of leader of the enterprise, his full-time physician serving as acting president. 5) Remember that institutional character — like a liquid cupped in your hand — is fragile; easily lost; and hard, if not impossible, to regain. Egomaniacal moves, personal grandiosity, greed, and deception create impressions that are hard to erase. Whole Foods founder, John Mackey, sabotaged the integrity of his own exalted brand, damaging the company's internal pride and customer admiration far more badly than any competitor could have, due to his self-inflating and his misleading "anonymous" blogging, hiding his identity through an anagram of his wife's name, "rehodab." I'll add another very important point: Establish an independent board. Venture firms often demand a majority of board seats as a condition for their investments. Conflicts invariably arise. The board begins to serve the needs of VCs and management, rather than of the company itself, which loses the independent voice to warn it not to do the wrong things. The inconvenient truth is that all board members have a fiduciary duty to act in the interests of the company, and not in their own interests. Board members must not engage in transactions in which they or their partners stand to gain. They are legally required to avoid these conflicts of interest. Finally, remember that in business, you have to make tough choices at every juncture. Though business decisions usually have clear consequences and outcomes, ethical decisions are always hard. Making the right choice doesn’t always bring success, but ethical lapses almost always lead to failure. No matter what the consequence, doing what’s ethical and right is always the better long-term strategy. Editor's note: Guest writer Vivek Wadhwa is an entrepreneur turned academic. He is a Visiting Scholar at UC-Berkeley, Senior Research Associate at Harvard Law School and Director of Research at the Center for Entrepreneurship and Research Commercialization at Duke University. Follow him on Twitter at @vwadhwa.      
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| Check-In Fatigue. Or, Why I’m Rooting For An All-Out Location War. Posted: 19 Mar 2010 07:04 PM PDT
Seeing as location was this year’s Twitter at SXSW, and seeing as I write a lot about location, I wanted to try to use as many of the services as I could during the actual conference. I drastically underestimated how much work that would actually be. At first, I was using all of the services I had on my phone to check-in when I arrived at a place in Austin. This included: Foursquare, Gowalla, Loopt, Whrrl, Brightkite, Burbn, MyTown, CauseWorld, Hot Potato, Plancast, and (at certain places) Foodspotting. Even with great AT&T service, this would take a solid 10 minutes or more to check-in to all of them. And it took even longer when I’d have to pause to explain to my friends what the hell I was doing on my phone all that time. This was at every venue we stopped at. The situation simply wasn’t tenable. By the second day, I had cut the services I would check-in to in half. It still wasn’t close to being something I would consider doing on a regular basis. By the end of my time in Austin, I was down to using only two services — yes, the two in the midst of the “war” — Foursquare and Gowalla. Pretty much everyone I knew in Austin were also using both Foursquare and Gowalla to send out all their check-ins. And all seemed to agree: it was still too tedious to use even just two services to do the same thing. In the end, there should be only one. And so it should be no surprise that a few companies are already working on a solution for this problem. One is by the creators of Brightkite, who managed to obtain the killer check.in domain name. The team showed me a preview of the app at a party one night, and I immediately knew it was exactly what I needed (see a preview of it here). But there’s a problem with this solution too. Currently, Gowalla’s API is read-only, which means you actually can’t use another app to check-in to the service. I spoke with CEO Josh Williams a bit about this just prior to SXSW, and he noted that the main thinking behind this is to maintain the user experience Gowalla is looking for (a very Apple-like argument). But, he did say that eventually he thinks they will open up a two-way API — maybe once they have time to create some best practices documentation, he noted.
Another problem is that currently each of these check-in services has their own places database. That means that a place on Foursquare may be slightly different than a place on Gowalla, even though they’re technically the same place. Worse, there are plenty of duplicates for some venues since people are allowed to create their own. Check.in works around this place problem by doing a look-up on each service and letting you pick the correct check-in spot. But it’s a bit slow, and still seems rather tedious. A better solution would be for the various services to adopt a standard for places. The Activity Streams group is working on such a concept. Yahoo may also be able to implement such a system on top of its WOEID system. Of course, any service that adopts such a standard would be risking at least part of their business since these place databases are one of the keys to each service. Meanwhile, Facebook is thinking about aggregating data from both Foursquare and Gowalla for its own upcoming location implementation. Might that be the one location stop to rule them all (of course, the writing back to Gowalla would still likely be an issue)? Not if Twitter has anything to say about it. I love that all these startups are emerging around location right now (at least a dozen more have emailed me just since I’ve been back from SXSW). But I’m starting to worry that this is going to turn into a repeat of the social wars, where we all have 15 different profiles we constantly have to update across a range of networks. During our Realtime Crunchup last year, I brought up this issue during our panel on location. All the players on stage (including Twitter, Foursquare, Hot Potato, Google Latitude, GeoAPI, and SimpleGeo) seemed to want to say that they could all get along and play nicely together for the betterment of location as a whole. I didn’t buy it then, and I’m definitely not buying it now. From a business perspective, it doesn’t make sense for these guys to all play nicely with one another and make it so you don’t have to use their services. The need to take steps to ensure that you will use their service, and will do so instead of a rival service. That’s the way it works, and that’s the way it has always worked. And that’s why it’s a war. Right now, it’s just the early stages where all sides are arming themselves. Soon, they’ll try to kill one another. And that may not be such a bad thing. [photo: flickr/intagiblearts]      
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| The Man Corporations Love and Xenophobes Hate Posted: 19 Mar 2010 04:49 PM PDT
Murthy's idea was so successful that it quickly became controversial—not only within the United States where some Americans feel Indians are "stealing jobs," but also in India where many are concerned about a tech economy that doesn't make anything. I wanted to meet with Murthy, because in many ways he’s the best person to address what Indians at home and abroad are facing and where Indian entrepreneurship goes from here. Here are a few highlights from our meeting: His Day Job. Murthy thought he was stepping down from Infosys back in 2002, but he couldn't fully let go. As such, he still works pretty much full time for the company, traveling to meet with customers and running a lot of the company's mentoring and training programs. The more surprising aspect of his job: He personally signs off on the architecture of every building on each one of Infosys' campuses that employ some 17,000 people around the world. The one we were sitting in was spread of eight acres and had some remarkable buildings, including one that looked like the Luxor casino in Las Vegas. I asked why this was a top priority—after all, many Valley campuses are plush but from an architecture standpoint look about the same. He said when GE and other American multinationals were starting to come into his business everyone thought Infosys would lose the local talent war. So Murthy studied why people want to work at a particular place. One of the results was the comfort and design of the facilities. That was in 1994 when Infosys was designing the very building we were sitting in as we had this conversation. "I've been in charge of every building since– all over the world," he says. Hurting or Helping Local Entrepreneurship? Given exactly how plush Murthy and his colleagues have worked to make Infosys, has he indirectly hurt Bangalore's entrepreneurship scene by making the risk of leaving so daunting? He smiled when I asked this and said, "We may have unwittingly. But I do feel like the spirit of entrepreneurship is alive and kicking in Bangalore." Further, I asked about Bangalore's Zippo-flipping, free-spending generation of young techies who've graduated to a huge wave of multinational jobs that pay them far more than their parents ever made, in many cases more than the rest of their families combined. Murthy didn't deny that that instant-gratification, “gimmie” contingent was strong in the city he helped build, economically speaking. But he blames the Internet and the mass-cross-pollination of Western pop culture, not the bigger paycheck from companies like his. "We are moving towards a uniform, global culture with an intense competitive spirit and an intense desire for instant gratification," he says. "But I have a firm belief that each generation is better than the previous one. The Indian entrepreneurs today are more daring than we were." (This from a man who became a capitalist after after hitchhiking across communist Eastern Europe and getting thrown in jail for chatting up someone's girlfriend on a train. "More daring" is a tall order, young Indian techies.)
Is India's Tech Community Too Addicted to Services? Clearly, services has been a great business for Infosys and the hundreds of dollar-millionaires and even more rupee-millionaires that the company's generous stock program has created. But a lot of Indian CEOs and investors complain that in most cases services-based tech businesses are a great way to get revenues quick, but not a way to build a huge, high-growth business. There's a big question of whether India's tech sector has a worrying lack of product-building know-how. Murthy says it's a progression. "India missed the industrial revolution, but Indians had intelligence," he says. "We had to make do with pen and paper. We were always forced to look at the abstract. What is happening in India today is the creation of jobs. Let's create jobs as long as they are legal and ethical, it doesn't matter, as long as we make money. The time will come for creating products. I wouldn't lose sleep over this. If we create enough jobs we'll raise the confidence of the youngsters and they'll create products."
India's Infrastructure. Here's something it's hard for even Murthy to be upbeat about: India's shoddy physical infrastructure. Murthy has traveled the world and it's frustrating that so much money has poured into the country he loves, and yet, the infrastructure is still so shockingly bad. There is progress—Infosys for instance has benefited from a new overpass that cuts down on the drive to the campus by more than thirty minutes. (See!) But it's not moving nearly fast enough, he says. "I don't know if we will reach the level of the United States or China," he adds. Murthy gave a more nuanced explanation than the usual "it's corruption" answer you get in India. He explained that 65% of India's population lives in rural areas and 35% live in cities. And there's such polarity between the quality of life that politicians have to appear to be doing more for the villages than the cities if they want to get re-elected. That leaves prosperous economic cities blighted by poor sewage systems, pollution spewing generators and beggars weaving through traffic tapping on car windows. "Different emerging nations take different paths," he says. "In China, they chose to emphasize giving people economic freedom first and political freedom second. In India we chose the opposite path."
Hurting or Helping US-based Indians? All you have to do is read the comments on one of Vivek Wadhwa's posts to see the ugly, anti-immigrant, anti-Indian fervor that's been whipped up in America, post-recession. A lot of it has to do with outsourcing. I asked Murthy if he felt his company and industry's huge success has indirectly made life harder for Indian-Americans. He turned the blame on xenophobes like Lou Dobbs and grandstanding politicians who use the wedge issue to get viewers and votes. But it's an issue he has to address a lot. He answers it by saying every morning he gets up and gets a Pepsi out of his GE Fridge and drives his American car to work where he sits down at his Dell computer. India used to have companies that made soft drinks, refrigerators, cars and computers. But the American ones were better. Allowing them in hurt Indian workers in the short term, but provided a far better quality of life for a much bigger swath of Indians long term. He argues outsourcing has done the same thing for US companies. Greater efficiencies and cost-savings enables these companies to stay competitive and there's no reason they can't—in theory—plow those savings into better local jobs or job training. This argument isn't going to pacify hate-mongers, because nothing will. Murthy knows that too and while he regrets it, he seems to accept it as reality.
Advice for Entrepreneurs. Murthy has started a $170 million venture fund, so although he spends most of his time still at Infosys, he clearly cares about encouraging the next generation of entrepreneurs. He had two big pieces of advice for them. One, be able to articulate what you do in one sentence. If you can't, you don't have a good idea. And two, make sure the market is ready. Businesses are killed, not congratulated, for being ahead of their time.      
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| Opera, Safari Beat Chrome On Google’s Own JavaScript Conformance Test Posted: 19 Mar 2010 04:39 PM PDT
Back in June, Google launched Sputnik, a suite of tools that runs over 5,000 tests to check a web browser’s JavaScript conformance. Last week, they made the tool a lot easier for anyone to use, with a version that works in the web browser. The results are interesting. Notably, both the Opera and Safari web browsers beat Google’s own Chrome browser in the test. As you can see in the picture above, Opera is the clear leader, with only 78 failures (the closer to the center, the less errors). Safari came in second with 159 errors, with Chrome in third with 218 errors. Firefox is close behind with 259 errors, while Internet Explorer is the outlier with 463 errors. These tests were run on Windows machines, with the latest released version of each browser. Using the web tool on my Mac, though, shows similar results (at least for Opera, Chrome, Safari, and Firefox — there is no IE for Mac anymore). While much of the focus on JavaScript is about speed (that’s what the SunSpider test measures, for example), Sputnik is interesting because it focuses on conformity, making it more like the Acid3 test, which tests web standards compliance. Chrome, Safari, and Opera have all passed Acid3, with Firefox getting very close (94/100 for Firefox 3.6). IE, meanwhile, again lags behind with just 20/100 for IE8. And even the new IE9 preview only scores 55/100. Speaking of IE9, I tried to run the Sputnik tool in the preview build of the new browser on Windows 7. Unfortunately, it completely shut down several times after getting up to about 50 failures after only a few hundred of the 5,000+ tests — not a good sign. But again, it’s just a very early preview release of the browser, and early SunSpider results for the browser have been good.      
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| Posted: 19 Mar 2010 04:18 PM PDT
Since so many of these amazing new features are direct side-loads from iPhoto, it smooths the process and makes the program as a whole more approachable, though whether existing Aperture users will find them helpful is questionable. Brushes, on the other hand, are a welcome addition to any photographer’s toolset, and depending on how dedicated you are, may be worth the price of admission.      
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| Crocodoc Sets Its Sights On Adobe Acrobat With New Update Posted: 19 Mar 2010 03:22 PM PDT
Aside from the ability to save to PDF, the new version includes a freehand pen tool, a tool to convert any website to PDF (which you can then add notes to), and a new API. In a few days, the company will be releasing its application on Google’s recently-launched App Marketplace. The service will also be rolling out a Flash-based embeddable document viewer (similar to what you’ll find on DocStoc and Scribd) that lets you both view and mark up embedded documents. CEO Ryan Damico says that these features make Crocodoc more competitive with Adobe’s $400 Acrobat Pro software because the free Acrobat Reader most people have doesn’t allow them to mark up and save their documents (personally, I’ve been avoiding any software with the word ‘Acrobat’ in its title for years). Damico does acknowledge that there are still plenty of premium features that Crocodoc doesn’t have that Adobe’s paid software does, but says that this basic editing/saving functionality is what most people are after, anyway. Damico says that in the long term, Crocodoc is hoping to “do to Acrobat what Gmail did to Outlook” by taking a widely used desktop application and bringing it online.      
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| Google Hands Out Its First 1337 Cash Prize For A Chrome Bug Posted: 19 Mar 2010 01:45 PM PDT
Back in January, Google announced that it would follow Mozilla’s lead and start offering cash bounties for bugs found in the code of Chromium (the open-source browser behind Chrome), or Chrome by the community. Google both matches Mozilla’s $500 and ups the bounty all the way up to $1,337 (yes, 1337) for “particularly severe or particularly clever” bugs. This week, they rewarded the first of those. As noted on the Chrome Release blog, Google made four cash payments on Wednesday. There were two $500 prizes (both for memory errors), one $1,000 prize (for a cross-orgin bypass), and the first-ever $1,337 prize. The lucky receipient of that was a man named Sergey Glazunov, who located a bug that Google is calling, “High Integer overflows in WebKit JavaScript objects.” This crowd-sourced bug hunting seems like a great idea, especially for a browser moving through development as quickly as Chrome. Chrome has only existed for a year and a half and already they’re testing version 5.0. Stable builds of both the Mac and Linux version of the browser are likely to launch at some point over the next few months.      
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| Green E-Biller Transactis Raises $2.5 Million Posted: 19 Mar 2010 01:35 PM PDT
Banks, cable companies, and utilities all want to get rid of their paper bills and get customers on their electronic billing systems. Just as there were back-office billing providers for the paper era, there are now back-office electronic billers. A company in Charlotte, North Carolina called Transactis is one of them, and it just raised a $2.5 million round led by New York City-based Metamorphic Ventures. CEO Joe Proto and other existing shareholders also participated in the round. The round is an extension of a $3 million series C the company raised last year, and brings the total capital raised to $10.5 million. Transactis works primarily with banks and payment processors to take over the whole e-billing process for them, from presenting the bills via email to collecting the cash. More and more consumers are opting to go paperless (it’s the green thing to do), and companies save on the paper, printing, and postage costs. Email billing is a growth business, and Transactis is carving out a nice little niche for itself.      
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| Location Isn’t A War Between Two Sides, It’s A Gold Rush For Everyone Posted: 19 Mar 2010 01:10 PM PDT
There’s been a lot of coverage lately about the location “war” between Gowalla and Foursquare. Nobody is arguing that Gowalla and Foursquare aren’t, on some levels, competing, but I do think a lot of people are missing the big picture here. Which is the impending location gold rush. My cofounder, Matt Galligan, and I firmly believe that location is in a similar position as social was in 2001 or so. By that I mean that, at the time, social was very nascent, but exciting as it gave us a whole new view of the data we consume every day. Over the course of almost 10 years we’ve seen social get baked into everything from photo sharing to financial tools. I think that location, similarly, gives us an interesting new view of our data. This momentum has been slowly gaining steam since, essentially, the iPhone was released. We, the developers and general nerd populous, finally had an open platform that had location (in the form of latitude and longitude of our users) baked into it. The first wave of location services made location the core feature. Much like social, this isn’t sustainable long-term. You can’t be “Some Company plus location” and expect to sustain users. Especially after Some Company enables location themselves. Which bring us to the second wave of location, which I think was started by our friends at Foursquare. They were, in my opinion, the first product to gain traction by moving past simple location and building an experience on top of it. It’s as if co-founders Dennis Crowley and Naveen Selvadurai said, “Okay, we have location, but that’s boring. Let’s make a game out of going out with our friends!” In other words, they worked under the assumption of having location and built a compelling experience from there. I think people who are building location-based applications need to keep two things in mind: 1. If there’s any war brewing, it’s over presence. That is the very basic question of where you and your friends are and who may know those details. Gowalla, Foursquare, Loopt, et al, if they wish to own presence, will be duking it out with Twitter and Facebook. For anyone who’s not already in this game it’s going to be very hard to break into it at this point. 2. You need to move past the mindset that location is the feature. Build products under the assumption that you have a user’s location and that you can use the social plumbing we’ve been building for the last nine years. What kind of interesting experiences can you build on top of the potent mixture of friends, location, and the real world? So who’s going to win? More than just one company. The users are going to get more interesting and compelling experiences, some familiar names will revolutionize their products with location, and some kid in a garage we haven’t heard of is about to make us all look like fools. I can’t wait. [photo: flickr/bogenfreund]      
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| Apple Starts Accepting iPad Applications; Launch Apps Must Be Submitted By March 27 Posted: 19 Mar 2010 12:09 PM PDT
The first few weeks after the iPad is released will be a huge gold rush opportunity, as users look to try out the device’s large screen for the first time. In short, if you can make it to one of the App Store’s ‘top apps’ lists, you’ll likely do very well for yourself. The only problem is that the vast majority of developers have never had access to an actual iPad — they’re all working off of emulators, save for a handful of extremely lucky developers who literally have their iPads chained to a desk. Developers can tweak their applications all they want on their computer monitors, but until they’ve actually gotten to try it out for themselves, they’ll have a hard time figuring out if their apps feel right. I expect most developers will scramble to submit what they have by March 27, and that we’ll then see numerous updates immediately afterward as developers tweak button placement and other interface elements. Some developers may choose to simply wait until they have a device in their hands so that they can try out their apps before submitting, but the App Store’s discoverability issues make this a risky move (of course, given the hundreds or thousands of applications that will launch alongside the iPad, there’s no guarantee that you’ll get noticed on launch day, either). Keep in mind that users will also be able to use scaled-up versions of iPhone applications on their iPads. Given the choice, though, there’s little doubt they’ll choose a native iPad app over an iPhone app every time.
     
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| Yahoo Chief Technologist Sam Pullara Leaves To Become An EIR At Benchmark Posted: 19 Mar 2010 11:14 AM PDT
One of Yahoo’s key chief technologists, Sam Pullara, is leaving the company to become an Entrepreneur in Residence (EIR) at Benchmark Capital. Pullara was the technologist who headed up the development of the the Yahoo! Open Application Platform, the Yahoo! Query Language and Yahoo! Pipes. His departure follows that of veteran Yahoo senior executive Ash Patel earlier this week. Back in 2008, Yahoo was making a big push to open itself up to developers, and Pullara was one of the champions of that strategy. He was also Yahoo’s representative on the OpenSocial Foundation, which sought to create a counterweight to Facebook. Pullara has been an EIR before. In 2004, he held that position at Accel Partners and created a startup called Gauntlet Systems, which he sold to Borland in 2006. At Benchmark, he will be looking for new startup opportunities. He will also be working again with Benchmark partner Peter Fenton, who was at Accel when Pullara was there. Pullara’s last day at Yahoo will be on April 1. Yahoo has no plans to hire a replacement. Today, another Benchmark EIR, former MySQL CEO Marten Mickos, was named CEO of Eucalyptus Systems.      
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| Bootstrapped Social Network For Families Genoom Hits 1 Million Users Posted: 19 Mar 2010 10:48 AM PDT
Spain-based social networking platform provider Genoom, which lets family members communicate amongst each other on private online community sites, is about to sign up its millionth user. This isn’t exactly a huge milestone, but I think it is noteworthy since the startup is operating on a mere $80,000 in seed funding, which it raised from Midatel roughly 3 years ago. Genoom was launched in July 2007 and will cross the 1 million registered users mark by this weekend. According to company spokesperson Bob Samii, the site is now available in 17 languages and counts more than over 10 million profiles from families all over the world. On the Genoom website, users can add family trees, personal information, photos, videos, and related documents about ancestors and living relatives alike, limiting access to uploaded information through invitations and custom group privacy settings. This makes the service effectively a marriage between genealogy and social networking. Genoom offers a handy Facebook application, allowing users to access their family tree and communicate with family, all while logged into their Facebook account.
     
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| WorkSnug Augmented Reality iPhone App Hits SF And NYC For Mobile CoWorkers Posted: 19 Mar 2010 10:46 AM PDT  WorkSnug, an augmented reality iPhone app that is setting out to connect "mobile workers" (that's everybody now, right?) to the nearest places to work in major cities, is now live in New York and San Francisco. This follows launches in London and Barcelona. To kick-start a process to reach scale they've used volunteers and app users to visit and review hundreds of workspaces where the coffee is good and the screaming kids are less prevelant - rating WiFi, noise levels, power provision, "community feel", with the idea that we all hang out in a mobile kind of way these days. They have an Augmented Reality iphone app [iTunes Store link] which pulls in data from the site. 
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| Apple iPad? The Germans Have Other Ideas Posted: 19 Mar 2010 10:04 AM PDT  While every man and his dog is waiting for their preordered iPad to arrive, some Germans went their own way and yesterday presented a Slate that appears to have, well, better features. The Neofonie WePad has similar form and function as the wet dreams of our Crunchgear editors, but facts are that the German Android device has a bigger multitouch screen and a faster CPU than the iPad. Also it runs Flash, has USB ports, an inbuilt card reader and expandable memory. Additionally it allows complete multitasking and has a webcam. Beat that baby.
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| Skype Legend Morten Lund Will Rock GeeknRolla, April 20, London Posted: 19 Mar 2010 08:50 AM PDT  We've just confirmed that Morten Lund, possibly the quintessential European tech entrepreneur/investor - will be keynoting at this year's GeeknRolla in London on April 20. An entrepreneur from Copenhagen, Denmark, Lund is a talismanic figure on the European scene. While many tech players in Europe are accused of being too timid, this is a guy who - like many Silicon Valley players - bets a lot of chips at once. Indeed, his story reads like a roller-coaster ride in European entrepreneurship. Wikipedia describes Lund as a startup 'ideologist' and 'visionary' who has founded or co-invested in more than 40 high-tech start ups in the last decade, most famously Skype. In May 2008 he exited Danish social networking and mobile backup site ZYB to operator Vodafone Europe for around $49m.
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I didn’t have the same 
If you’re a photographer and use a Mac, chances are you’re using Lightroom or Aperture. Probably Lightroom, since Aperture is less popular among pros — and the latest version seems to be an acknowledgment of that. The features added in version 3 are clearly intended to draw casual shooters using iPhoto to the paid image editing honey pot.
Editor’s note: This post was written by 
There are only two weeks left until the iPad’s 
Who says you can’t attract a substantial number of users on a shoestring budget? 
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