Within seconds of the explosion of SpaceX’s Falcon 9 rocket on June 28, people who had been watching the live stream of the launch took to social media with a familiar line.
When Deutsche Bank named John Cryan as its new chief executive three weeks ago, the commentary had an insidious subtext. He has “an enormous brain”, one friend told the FT. “Very thoughtful,” said a former colleague. Ominously for Mr Cryan, these comments echoed those made about Vikram Pandit when he unexpectedly stepped down as Citigroup’s CEO in 2012. He was “too cerebral”, said critics of the Citi boss.
Coming to San Francisco for the first time in a few years brings home how much it has been transformed. Whatever you call what is happening — a boom, a bubble or a flood of money into what was known as new technology before the “new” became redundant — has augmented the city’s reality.
Sky’s victory over Skype in the European court is an odd affair, provoking some predictable reactions. For a start, there is a certain irony in the first European tech start-up to build itself into a global brand being called out by a European court for it.
But when wealthy owners of brand names made out of generic and widely used words start to throw their weight around, scepticism is usually in order. What next? A freeze on Skyy Vodka? A brake on the SkyTrains used in cities from Bangkok to Vancouver? How about a trade embargo against the Isle of Skye?
Consider this, though. While confusion between Sky, the satellite television provider owned by Rupert Murdoch, and Skype, the Microsoft-owned video calling service, seems unlikely based on current habits, those habits can change – and fast.
Entrepreneurs tend to see regulation as the enemy of innovation and progress.
But while it is true that watchdogs can struggle to keep pace with fast-changing markets and to comprehend technology companies’ novel ways of working, it is hardly surprising they sometimes resort to random barking.
Steve Jobs’ acolytes say Becoming Steve Jobs paints a more fitting picture of the Apple founder than Walter Isaacson’s “authorised” 2011 life. Most neutral readers who plough through another 435 pages of Jobsiana, will neither know nor care. But the battle of the bios will have been worth it if it sounds the death-knell for the worst of all management memes: the leadership lesson listicle.
Whenever chief executives babble about “ecosystems” — as they often do — I picture one of those school biology diagrams of a pond: bacteria at the bottom, algae floating on top, and maybe a stickleback or two darting about below the surface.
The San Francisco trial pitting Kleiner Perkins Caufield & Byers, one of Silicon Valley’s oldest and most venerable venture capital firms, against Ellen Pao, a former junior partner who claims that she faced sexual harassment and discrimination, has forced an institution that prefers to remain private into the public gaze. Among other things, it has raised questions about how well John Doerr, its de facto leader, knows his own firm.
Here is a quiz: with which big three auto companies has Google partnered to build a self-driving car? If you guessed Ford, General Motors and Fiat Chrysler, you are wrong. The correct answer is Bosch, Continental and Delphi, three of the industry’s global suppliers.
Can a man speak for women’s experiences? It is a perennial issue, leading to charges in the Twittersphere of “mansplaining”, explaining things to women that they have more expertise on themselves.
The controversy re-emerged this week, centred on Vivek Wadhwa, a lecturer at Stanford University. A blogpost by Amelia Greenhall, a tech blogger, forcefully described her anger at Mr Wadhwa having become the go-to guy for opinions on women in the tech industry.
“Many tech feminists (such as myself) like to mock Vivek Wadhwa as “The Guy Who Gets Paid to Talk About Women in Tech,” but what he does is a serious problem that hurts women in tech in tangible ways. By appointing himself the unwanted spokesman for women in tech he has kept actual, qualified women’s voices from being heard widely in the mainstream media.” Read more
Uber – arming up (Getty)
I did a double-take at Uber’s decision to fund driverless car research in partnership with Pittsburgh’s Carnegie Mellon University. Not because I think it is a strange departure for a company whose relationship with drivers is key to its success (though if I were a young Uber driver, I wouldn’t count on the job for retirement income). It was the juxtaposition of the names Uber and Carnegie that stood out. Read more
Nicolas Brusson, the founder of BlaBlaCar, the French ride-sharing start-up that in June raised $100m to expand across Europe, got the biggest laugh of the week at the DLD technology conference in Munich. Asked about operating in a “single market” with 28 sets of laws and regulations, he replied: “When you start from France, everything looks simple.”
Wobbling among the Elsa princess outfits and the dinosaur models at the Toy Fair in London’s Olympia exhibition centre this week was a four-foot, buildable robot, the $399 Meccanoid G15 KS.
With its big saucer-shaped eyes and moveable limbs, the toy has revived interest in its maker: Meccano, which was created by the British toy maker, Frank Hornby, a century ago.
Spin Master, the Canadian company that bought Meccano in 2013, hopes it will be essential kit for parents hoping to get their child interested in building and engineering.
It is very much in the spirit of the “maker movement” — an enthusiasm for manufacturing and making things, helped in part by the rise of 3D printing. Read more
© Charlie Bibby
It was a kinder, gentler and more strategic Travis Kalanick, founder of Uber, who took to the stage at the DLD technology conference in Munich on Sunday to offer the mayors of European cities a “new partnership” with the ride-hailing network, rather than a bitter legal and regulatory battle. Read more
William Agush, founder of Shuttersong (Bryce Vickmark)
In the popular imagination, technology entrepreneurs are scientific whizzkids barely out of college. The reality is a little different, according to research from Endeavor Insight, a US-based non-profit organisation that supports entrepreneurs.
The most successful founders of technology companies, it found, were steady mid-career specialists with a significant amount of industry experience.
Using data from social media sites including LinkedIn and interviews with 700 technology business founders in New York, Endeavor found that the average age a founder started their company was 31. More than a quarter were over 35 when their company was established.
Youth, it discovered, had no bearing on success. Using earlier research by the Harvard Business Review, Endeavor compared technology entrepreneurs’ ages and obvious measures of success – such as company headcount – and found age was irrelevant. Read more
As 2014 drew to a close, I became one of the last baby boomers to turn 50. Or possibly, I became one of the first Generation Xers to reach that milestone. Depending where you draw the line, either I am about to enjoy the fruits of half a century of increasing affluence and entitlement, having climbed to the top of the hierarchy I help sustain; or I am entering a period of resentment about my smug elders’ lockhold on the best jobs and homes and the damage they have inflicted on the environment and humankind
This has been the year of Uber. “Everyone is starting to worry about being Ubered,” Maurice Lévy, chief executive of advertising group Publicis, told the Financial Times this week. The sharing economy in which online platforms co-ordinate hundreds of thousands of freelancers to drive cabs, rent rooms (Airbnb), clean laundry (Washio) and perform other services has arrived.
Any good consultant can produce a report giving the answer the client prefers, and Kevin Mandia, the man hired by Sony’s film studio to investigate its embarrassing hacking attack, did so this week. Michael Lynton, Sony Pictures’ chief executive, emailed his staff Mr Mandia’s assessment that it was “an unparalleled and well-planned crime” involving “undetectable” malware.
Watson, the IBM supercomputer named after the company’s visionary founder, is probably best known for pummelling formidable human contestants on the US quiz show Jeopardy! Watson’s spectacular performance showed off its ability to master natural language, one of the thorniest challenges in computing.
But that was nearly four years ago and IBM’s showcase cognitive computing system is no longer playing games. The supercomputer, now sleeker and faster, is being put to myriad clever uses, from treating cancer to providing sophisticated advisory services for banks.
One obvious question that arises from this is, will systems like Watson put a lot of people out of work?
This was posed to Brad Becker, chief design officer for IBM, in an interview with Knowledge@Wharton, the journal of the business school of the same name. Read more