A hand-picked group of 67 innovative IT vendors began showing wares
yesterday, hoping to pique the interest for their nascent products
with those in the audience of around 550 enterprise IT leaders.
CSS Problem-Solving04/09/2004 04:01 PM Save your sanity. After spending an hour debugging CSS with Tim Bray
this morning, I've written up some of my handier CSS problem-solving
techniques.
Solving the in-home TV distribution problem
Solving the in-home TV distribution problem03/29/2005 06:51 AM The “Triple Play” chorus has become deafening. Everyone and their
brother has a triple play strategy – big telcos, little telcos,
PTTs, IOCs, just about any size, shape or form of telco wants to head
off the cable guys at the pass with a TV strategy.
Statistical Education Through Problem Solving
(STEPS) was a collaborative project between seven universities
throughout the United Kingdom "to develop problem-based teaching and
learning materials for statistics." The materials draw on specific
problems arising in Biology, Business, Geography and Psychology to
help students learn that statistical issues are "important natural
parts of the process of reaching conclusions." The software developed
as a result of this project, which utilizes the computer and graphical
illustration to support learning, is available to educational
institutions free of charge and can be downloaded from this website.
(Note that other organizations are expected to purchase the software.)
A glossary of statistical terms is provided in the software program as
well as on this website. Although the funding for the project ended in
1995 and the website was last updated in January 2004, the material is
still current and useful for teaching statistics. The authors note
that the STEPS modules are intended to be used to support existing
coursework, and "not intended to replace lecturing staff or to provide
a self-study course in statistics. This has been added to Statistics Resources
Subject Tracer™ Information Blog. [From The NSDL Scout Report
for Math, Engineering, and Technology, Copyright Internet Scout
Project 1994-2005. http://scout.wisc.edu/
Solving the "what you're looking at" problem with Video Conferencing
For years - I believe one of the things holding up video
conferencing was that the viewer sees the other person either looking
up or to the see - there's no eye contact, as the camera on the others
side is NOT the screen. This creates a very disturbing anomaly that
(IMHO) has prevented everyone but very geeky people to utilize this
breakthrough technology.
So now.......
i2i, in development at Microsoft's research lab in
Cambridge, UK, is a two-camera system which very carefully follows an
individual's movement.
It uses a specially developed algorithm to fuse what each camera
sees to create an accurate stereo "cyclopean" image.
This means it looks as if users are looking each other in the eye.
It can also display floating 3D emoticons.
"We were able to come up with an algorithm that was able to take
two images and capture a corresponding map in 3D," said Antonio
Criminisi, lead researcher of Microsoft's Machine Learning and
Perception Group.
"Using this powerful technology, we can now synthetically create an
image as if the person is looking at you."
I don't necessarily buy the synthetic character angle, but just
getting cameras to show you eye contact is huge....
So whwther or not thsi works - will depend on the issue of "are
peopel willing to trade off and NOT see teh actual human (but a
synthetic one) - all for the purpos eof seeing that person - in the
eye.
jack Shafer (Slate): Honey, They Shrunk the
Newspaper: Reading the electronic versions of the New York Times and
Washington Post.. That these editions induce claustrophobia,
even when displayed on a large flat-panel monitor, cannot be denied.
For a sense of how poorly the facsimile of a broadsheet newspaper
translates onto a computer screen, imagine reading a newspaper through
a six-pane colonial window in which five of the panes have been
blacked out. I haven't had this sort of tunnel vision while reading
since the last time I endured newspaper microfilm at the city
library.
Web Crossing Brainstorm plug-in aids team problem-solving
Web Crossing Brainstorm plug-in aids team problem-solving04/26/2004 11:42 AM Web Crossing Inc. on Monday released its new Brainstorm Plug-in, an
add-on for the company's eponymous online collaboration software. The
new plug-in uses a three-stage brainstorming process to help online
teams work through problems. It's free for a limited time and
available for download now.
Macromedia offers Director MX 2004 demo, Breeze tour
Baxa Corporation Completes Six Sigma Training for Problem-Solving and Process Improvement
Baxa Corporation Completes Six Sigma Training for Problem-Solving and Process Improvement06/11/2004 02:01 AM Baxa Corporation announces the completion of a pilot training program
in the Six Sigma methodology. Funded by a government grant, Baxa
trained a select cross-functional team in the process and practices of
Six Sigma to kick off a broader-based program. The ten-week course
recently "graduated" its attendees to move on to create measurable
results through hands-on implementation of the program's tools and
methods throughout the company. [PRWEB Jun 11, 2004]
Hollywood Doesn't Seem To Have A Problem With Stolen Ideas
Hollywood Doesn't Seem To Have A Problem With Stolen Ideas04/14/2004 03:34 AM Considering just how loud the MPAA is screaming about how much
"piracy" impacts their business, it's fascinating to read this article
in USA Today (found at TechLawAdvisor) about how so many movies these days take ideas from older movies - to the point that you could
consider some to be an unofficial remake of another movie. Yet,
despite all of this copying, there are almost no lawsuits - even while
the MPAA screams about how important "intellectual property" is, they
don't seem to do much to protect it. Of course, it's pretty standard
for Hollywood pitches to simply use other combinations of old movies
as shorthand for new movies: "It's Out of Africa meets
Pretty Woman." In that context, it's not so weird. But
compared to the overall industry denying any plausibility for
"derivative works" while thriving off of such works themselves is
quite a contrast.
CPS: DAVE POLLARD'S CREATIVE PROBLEM-SOLVING PROCESS
In previous articles I've
described the Innovation Process of gurus like Clay
Christensen and Peter
Drucker (and my own), and a process for tapping the
Wisdom of Crowds.
Since then, I've talked to several business leaders about these
processes, and they suggested I integrate them together to create a
Creative Problem-Solving Process. The diagram above is the first draft
of this CPS process.
It appears there may be as many as 12 steps in the process involved in
solving problems or making critical decisions, whether in a business
context or a broader social context. In most cases, many of these
steps
are side-stepped or short-circuited, often because the problem-solvers
or decision-makers think they already have the information or
perspective that doing them would provide. Perhaps this is why so many
unimaginative solutions are developed and so many bad decisions are
made?
The process of solving problems, when it's undertaken thoroughly, can
involve three different forms of interactivity (conversation,
collaboration and canvassing), in engaging the energies of three
different aggregations of people (individuals, teams, and 'crowds').
The following table summarizes the 12 steps, and the interactivity,
methods, deliverables and some facilitation tools for each:
Action
Interactivity
Methods
Deliverables
Some Tools
A Teach
Conversation
Training
Competencies
Creativity
Techniques,
Collaboration Skills
B. Listen
Canvassing
Continuous Scan,
Intelligence-Gathering
Identified Needs,
Insights
Environmental
Scanning,
Minto Fact-Based Research
C. Understand
Conversation
Analysis
Root Causes
Root Cause
Analysis,
Fishbone Diagrams
D. Organize
Collaboration
Coordination
Solution Team,
Improvisational Plan
'Getting Things
Done',
PKM, Improv
E. Think Ahead
Conversation
Iteration
Future State
Visions
Thinking-Ahead
Process,
Future-State Visioning
F. Reach Out
Canvassing
Engagement
Commitment,
Attention,
Status Quo Dissatisfaction
'ChangeThis'
Manifestos
G. Brainstorm
Conversation,
Collaboration
Creation,
Ideation
Solution
Alternatives,
Innovation Culture
Accelerated Solutions
Environment
H. Survey
Canvassing
Qualifying
Collective Wisdom,
Consensus
Wisdom of Crowds
process
I. Design
Collaboration
Crafting
Prototypes
Rapid Prototyping,
Natural Design
J. Experiment
Collaboration
Parallel Processing
Proof of Concept
True Collaboration
Training
K. Challenge
Collaboration
Questioning,
Critical Thinking
Solution
Qualification,
Issues & Landmines
Seven Thinking Hats
L. Deploy
Canvassing
Offering
Solutions
Project Management,
One-Step-at-a-Time
Applying the process to a
business problem:
Nash Instruments makes digital thermometers and other medical
instruments for hospitals. They manufacture in Mississippi, taking
advantage of low labour costs, but foreign competitors manufacturing
in
China have undercut them. The company is on the verge of bankruptcy,
and 300 employees are depending on Nash's ingenuity to reinvent their
company to save their jobs.
So we start by teaching the core Solution Team of Nash the process,
and
creativity techniques so they can imagine a successful future for
their
company, not limited to incremental improvements. Then, with the
Solution Team, we canvass customers and end-users of the company's
products and other similar instruments, and find out what untapped
needs they have. We also study trends in the market, and scan across
other industries, science, technologies, and nature, to surface new
developments that might be adapted or applied to Nash's products,
processes, platforms, technologies, supply chain or distribution
channels, core competencies, customer experience, brand, service or
community wrap-arounds, or business model. Perhaps we discover that
what customers are most unhappy with is the poor quality, ambiguity
and
reliability of these instruments -- and that what customers want
aren't
cheaper instruments,
but
simpler, more durable, more accurate ones. That they are buying the
cheap ones made in China only because none of them differentiate
themselves in other ways.
The third step is to analyze the root causes of the company's current
predicament. We know from the previous step that price really isn't
the
differentiating factor that's hurting the company's sales, but why
isn't the company, with its skilled, domestic workforce, able to
produce a better product? And are there other aspects to the
undifferentiated 'customer experience', such as service quality? Or a
distribution or marketing problem? Or lack of product diversity or
innovation? Suppose we discover that the root problems are that the
company has compromised on materials quality to try to reduce cost,
that it's slow to exploit new technologies, and that it has developed
a
reputation for unresponsive service. Once we know this, we refine the
Solution Team, and develop the plan and timeline for solving the root
problems.and meeting the untapped customer needs.
Then we conduct Thinking-the-Customer-Ahead sessions, using an
iterative 'what-if' process to enable some of Nash's most
forward-thinking customers and potential customers to understand where
their businesses, and instrumentation needs, are headed, which in turn
allows Nash to craft a Future State Vision that satisfies those needs.
Maybe we discover that the future of medical instrumentation is
wireless, that displays are going to have to be flatter and sharper,
that measurements in several medical technologies will need to be two
orders of magnitude more precise, and that in some cases the tools
will
become so sophisticated that the instrument manufacturer will have to
become part of the virtual medical team, on call 24/7 to assist in
interpretation of the results.
And then we reach out to the larger constituency, all current and
potential customers and end-users, articulating the promise that Nash
could deliver and fomenting dissatisfaction with the status quo,
creating a sense of urgency in the minds of customers and end-users,
articulating the unmet need, and also creating that sense of urgency
in
Nash's own people.
Next we do the creative work of inventing or reinventing products,
processes, platforms, technologies, channels, brands, and even
business
models, and growing the core competencies needed to deliver on them.
But we don't put all our eggs in one basket: We develop a suite of
alternative solutions. And
then we use the Wisdom of
Crowds
process to present them to the 'crowd', as large a group of existing
and potential customers and users and employees as possible, and use
the crowd's collective intelligence to help us select the best of
these
alternatives before taking
them to market. Nash's reputation is a problem -- trying to go upscale
with a new generation of sophisticated, precise instruments will be a
marketing nightmare. maybe a whole new division with a new name is
needed? And should the company try to overcome its employees'
near-total ignorance of how hospitals use its instruments, so they can
offer virtual interpretation, or leave this niche to others? And
should
it overhaul its supply chain in favour of better-quality material
suppliers, or even bring production of these materials in-house and
cut
out the middleman?
Now, with the confidence that we have the optimal solutions, we can
design working prototypes of these solutions, and we can
collaboratively run parallel experiments with different
implementations
of these solutions, failing fast and inexpensively to winnow out the
implementations that don't work in practice. How would wireless
instruments avoid interference with, and from, other medical
technologies in the operating room and on the patient's night-table.
What different techniques can be used to increase read-out precision
without a commensurate increase in equipment cost? And when medical
instruments need to be made in two 'flavours', one for sophisticated
hospital use and the other for patients to self-diagnose and
self-monitor, how do the price points differ and how should
functionality and ease-of-use be traded off? Should Nash even be in
both markets?
And then the implementations that succeed must pass the final hurdle,
another collaborative process that encourages skeptical, critical
thinking people in the organization to challenge whether this solution
really is optimal, and unearth landmines and other problems the
developers may not have thought about. Maybe the designers didn't
consider that baby-boomer patients' eyes are weakening and the display
in a new consumer product just isn't large enough? Or that one of the
new suppliers of a critical material is in financial difficulty?
Once the solutions have passed this final test, they're ready for
launch. The launch of dramatically new products, processes and
technologies is a difficult process, and if not done properly and
quickly can make an enormously promising innovation into a production
or market failure. The launch needs careful project management, using
a
rigorous, tightly-controlled, one-step-at-a-time process.
It's all common sense. The reason it is so rarely used is that few
organizations have the competencies to do more than two or three of
the
12 steps effectively. I've worked on all 12 steps at one point or
another in my career, and they are not
easy to master, but when they're done well, they yield astonishing
results. The answer, I think, isn't just to bring in consultants to
facilitate the process and then breeze out again. Advisers need to
teach businesspeople how to do this for themselves, and then steward
them through the process a couple of times to ensure they follow it
properly. In a world where innovation will soon again be recognized as
the only sustainable competitive business advantage, learning this
process may the most important education for tomorrow's business
leaders.
And there's no reason to believe this same process couldn't be used to
effectively address broader social, economic and environmental
problems
as well. I'll explore that in a future article.
AP: UN Report Offers Rape Prevention Ideas (AP)
AP: UN Report Offers Rape Prevention Ideas (AP)03/24/2005 05:04 AM AP - A new United Nations report on sex abuse by peacekeepers
describes the U.N. military arm as dysfunctional and recommends
requiring nations to pursue legal action against perpetrators,
according to the report's author.
Congress offers competing ideas on fighting ID theft
Congress offers competing ideas on fighting ID theft06/17/2005 04:55 PM Senators at a hearing this week offered a number of competing ideas to
fight identity theft, including a proposal to license data brokers and
a national law to notify potential victims of a data breach.
.Mac offers demo, discount for Spider-Man 2
.Mac offers demo, discount for Spider-Man 209/16/2004 03:59 AM Apple has announced that .Mac
members can now download a free demo of Aspyr Media's Spider-Man 2 and
receive a 33 percent discount on the game when they order it from the
online Apple Store. Spider-Man 2 features 18 missions spread across
nine levels and pits the superhero against Dr. Octopus, Rhino and
other popular villains from the long-running comic book series. The
game also includes voice-over work by the stars of the film --
including Tobey Maguire, Kirsten Dunst and Alfred Molina -- and takes
players to many encounters taken directly from the big screen
adventure. The demo, which .Mac members can find in their Software
folder, offers the game's tutorial and first level.
Aspyr offers Indiana Jones demo
Aspyr offers Indiana Jones demo12/12/2003 08:06 AM Aspyr Media Inc. is offering gamers
a playable demo version of their recently released title Indiana Jones
and the Emperor's Tomb. Licensed from LucasArts, Indiana Jones and the
Emperor's Tomb is a third person action game featuring the legendary
adventurer and archaeologist seen in movies. This game brings Indy to
1935, where he must prevent a powerful Chinese artifact from falling
into the wrong hands. Indy goes up against nefarious figures from the
Chinese underground and, of course, Nazis, as he gains a new partner
-- the lovely Mei Ying. The game features plenty of action as Indy
makes his way through level after level of danger and pitfall,
battling enemies, collecting artifacts and clues and more.
Aspyr offers Call of Duty demo
Aspyr offers Call of Duty demo05/28/2004 10:51 AM Aspyr Media Inc. on Friday offered a
playable demo version of its new World War II-era first person
shooter Call of Duty. The game takes you to famous historical battles
from D-Day to Stalingrad as you fight in the persona of US, British
and Russian soldiers assaulting the Nazi war machine. System
requirements for the demo call for a G3/G4/G5/700MHz or faster, 256MB
RAM and an ATI Radeon 7500 or Nvidia GeForce2 MX or better 3D graphics
card with at least 32MB of VRAM. The demo measures in at 256.4MB, so
make sure to download from a fast connection, or be prepared to wait a
while. More general information about Call of Duty is available from
Aspyr's Web site.
Feral offers Commandos Battle Pack demo03/14/2005 04:36 PM Feral Interactive has released a demo version of Commandos Battle Pack
-- their forthcoming Mac conversion of Pyro's popular squad-based
action strategy games.
Toshiba Offers New Partner Discounts On Demo Notebooks
Aspyr offers Medal of Honor Breakthrough demo, more
Aspyr offers Medal of Honor Breakthrough demo, more07/02/2004 11:35 AM Aspyr Media Inc. on Friday released a playable
demo version of the latest expansion pack for Medal of Honor to
get the Mac treatment: Medal of Honor Allied
Assault Breakthrough. This expansion pack brings Medal of Honor
players to the desert sands of North Africa and then to Italy as they
fight Nazis during World War II. The demo measures 189.9MB and
requires Mac OS X v10.2.6 or later or Mac OS 9.2.2, G3/800MHz or
faster and 256MB RAM. While this demo version does not require
original Medal of Honor: Allied Assault in order to work, the full
version does -- it costs US$29.99.
PressThink's Top Ten Ideas for 2004: Introduction12/26/2004 10:34 AM These are my top ten ideas for the year 2004. The year in press
think, as it were. I chose not the "best" ideas, but the ones most
useful to me in figuring out what's going on. They weren't
necessarily born in '04, either. But they emerged this year. Some
have authors; usually it is many authors. Ready?
Aspyr offers Jedi Academy demo, Call of Duty details
Aspyr offers Jedi Academy demo, Call of Duty details01/23/2004 02:21 PM It's a busy Friday for Aspyr Media
Inc.. They released a demo version of Star Wars Jedi Knight: Jedi
Academy, available for download from MacGameFiles.
com. They also published a mini Web site containing information
about Call of
Duty, a new World War II-era action game that took center stage
for Aspyr's announcements from Macworld Conference & Expo earlier
this month.
The Ten Most Important Ideas of 2004: Business & the Economy
This is the second installment
of my three annual 'top 10 ideas' lists. The list for Blogs and the Internet is here;
the one for Politics &
Society will be out later this month. Here are my nominations
for the 10 Most Important Ideas of 2004: Business & the Economy:
The
Wisdom of Crowds: The idea:
The
best answers to business problems are found by canvassing groups (the
larger the better) of reasonably informed, unbiased, engaged people;
the group's answer is almost invariably much better than any
individual
expert's answer, better than the answer of the experts as the group,
even better than consultants' or management's experienced judgement.
The evidence is in James Surowiecki's book of
the same name. I've written about this a lot in the last year.
Personal
Productivity Improvement: The
idea:
The best way to improve business productivity today is bottom-up, by
analyzing one-on-one your front-line employees' technology,
information, learning and workflow
management
impediments to productivity, and coaching them to overcome them.
Almost
everyone wants to work more effectively, but top-down training,
centralized databases and complicated, unintuitive tools aren't
working. Personalized help with managing information overload, solving
the "I can't find it"
problems, and organizing and prioritizing workload to Get Things Done,
is what
is needed. Four years ago Peter Drucker said
this would be the greatest business challenge of the century, and
we're only just starting to realize he was right.
The Recognition of Corporatism's Excesses: The idea:
The corporation is the very foundation of our modern economy, and the
overwhelmingly preferred form of business, but there is a growing
public backlash against the corporation's amorality and single-minded
pursuit of short-term profit at any cost. Books
likeThe Corporation,
The People's Business and
People Before Profit
prescribe solutions that would dramatically affect the behaviour of
corporate managers, boards and shareholders, but these solutions
may
be essential to save the reputation of business as a whole and restore
the integrity of our increasingly entangled and dysfunctional economic
and political systems.
The Importance of Courage: The idea:
We live in a time of risk-aversion, brought on by the consequences of
spectacular corporate failures and embarrassing scandals and swindles,
and this mentality will continue to paralyze innovation and progress
until business leaders and individual workers start to exhibit some
much-needed courage
. Fear of failure, of inefficiency, has brought about a kind of corpora
te anorexia
that manifests itself in outsourcing and offshoring, in massive serial
layoffs, in making decisions that are long-term dysfunctional out of
cowardice to tell investors to be patient. Courage is not about making
decisions that are foolhardy, it's about taking calculated
risks, about daring to experiment, and about learning quickly and
inexpensively from failure as well as success. Without such courage a
business is lame, inflexible, vulnerable.
The Search for Elegant
Simplicity: The idea:
Technology has given us the ability to build enormous functionality
into almost everything we build, but the very best desi
gns are simple, do one thing very well, and are almost austere.
Like nature's finest creations, the products of Apple and Google
search pages conceal their astonishing complexity where the user can't
see it, and the result are things of great beauty and utility. By
contrast, today's cellphones now have user manuals twice the size and
weight of their products -- monsters of over-engineering. In a world
of
too much unnecessary complexity, consumers and employees are beginning
to make it clear in many ways that less is more, smaller is better,
and
as Einstein said of scientific
theories, business products "should be as simple as possible, but no
simpler."
An Economy Dependent on Living Beyond Our Means: The idea:
Consumption by the end-consumer underlies the entire now-ubiquitous
capitalist economic system, but increasingly consumption, by
individuals, corporations and governments is fueled by spiraling and
unsustainable
levels of debt, and the taking from the Earth of vastly more than it
can replenish. The result is a deficit economy that is staggeringly fragile,
dependent on everyone's willingness to incur more and more debt, to
fund others' ever-shakier debt loads, and to demand very modest
interest rates in return. It's a Ponzi
scheme,
and eventually those of us who are wise will get out before the crash,
and leave the naive and foolish holding the bag, and bankrupt. It's an
extremely unhealthy way to try to make an unsustainable economy carry
on, quarter by quarter, devoid of fundamental support, with everyone
wondering who's going to blink first.
Role Models Instead of
Leaders: The idea:
In an age when almost everyone's job is unique, and each of us
uniquely
know what needs to be done in our job and how to do it, we don't need
or want business leaders who tell us what to do, or tell us what our
values should be, but rather leaders who show us how to get things
done
-- models of productivity, of courage, of responsibility.
Leaders are
role models whether they want to be or not, and their
success depends increasingly on what they show, not what they say.
Drucker's eight recommended principles
for role model leadership are shown in the chart
above.
The Co-opting of the Counter-Culture: The idea: Not only are
counter-cultural movements, from rap music to eating organic and
botanic foodsnot
disruptive or effective at 'sticking it to the man', much of the
modern economy depends
on business' substantial competence at co-opting such counter-cultural
movements, which obsolesce old products and create huge demand for
'what's cool' far more effectively than old 'planned obsolescence'
schemes ever did. For marketers, this means that viral marketing (one
of the top ten ideas on my list last year) can do much of their job
for
them. For those that want to undermine the old economy with a
counter-cultural one, better think
again.
Marketing: Two Kinds of Free Stuff: The ideas:
(a) More and more businesses are finding the most successful model for
new market penetration is to give a basic product or service away
free,
and to charge for extras that 'improve the user experience'; (b)
Useful, insightful small ideas that solve a problem that's peripheral
to what your product is all about can dramatically differentiate, add
value to, and get people talking about your product, and generate
additional revenues with almost no incremental cost to the company.
Two-tier pricing isn't new, but when the lower tier price is zero
(which is what file-sharing has led to) it can be alarming to the
owner
of the property. The answer isn't to sue the customers, or otherwise
try to get blood out of a stone, but rather to use the free first-tier
products to generate buzz for the second-tier products, so that not
only do they cover the losses from the first tier, they attract a huge
price margin. But you can't cheat: 'Limited time' freebies and those
that don't even do the basic job will rightfully be seen as coercive
and devious, and can backfire. The second kind of 'free' stuff is free
to the producer, not the consumer. Seth Godin's new book Free
Prize Inside explains how to do it, and he's even developed a
tool, Edgecraft<
/a>, to exploit it.
The End of Oil: The idea:
Yes, I know we've all heard it before, but we're running out of oil.
Deny it all you want, call it scare-mongering, the facts are that at
current rates of consumption there will be no oil left to extract,
even
at an absurd price, by the latter part of the century. Many experts in
economics and in new energy technologies agree
that the huge existing oil-dependent infrastructure simply cannot
migrate to new energy sources fast enough, and those new energy
sources
cannot be made commercial even for the very rich, in time avoid a
catastrophic 'adjustment' (depression). Think about what a sudden
quadrupling of the cost of all the materials used to make your
product,
and of the cost of living of all your employees, would do to your
business. And consider that the only thing between today's $45/barrel
oil and $160/barrel oil is a tenuous agreement between OPEC not to
charge much more for its increasingly scarce resource, and the world's
only superpower not to invade the rest of the OPEC countries as long
as
they keep the price low.
I would have liked to have put Natural Capitalism, Natural Enterprise, and The End of Work
on the list, but it would be wishful thinking to believe these ideas
have yet begun to permeate the business and economic world. Maybe next
year.
CNN.com - When geeks go camping, ideas hatch - Jan. 9, 2004
journalism.nyu.edu/pubzone/weblogs/pressthink/2004/12/2
6/tptn04_intro.html track this
site | 3 links
Six Apart at DEMO 2004
Six Apart at DEMO 200402/16/2004 10:38 AM We're very honored to have been selected to be part of DEMO 2004,
currently being held in Arizona. About DEMO:...
DEMO 2004
DEMO 200402/17/2004 11:48 AM DEMO 2004 .. Phoenix .. Demo
All About RSS at DEMO 200402/18/2004 05:21 AM The 'what's next' in tech conference highlights all the best new
products, but blogging is still a top draw.
Views From DEMO 200402/18/2004 04:02 PM This week's DEMO 2004 conference in Scottsdale, Arizona showcased 67
new products, services and innovations coming to the consumer and
enterprise technology arenas in the next 12 to 24 months. Here's a
breakdown of the hot desert show including an eWEEK.com slideshow.
