martes, 28 de mayo de 2013

Inside Google's Secret Lab: From Boloomberg BusinessWeek

Sergey Brin wearing Google Glass
Photograph by David Paul Morris/Bloomberg
Sergey Brin wearing Google Glass

Features

Inside Google's Secret Lab

By

(Corrects to reflect that Edward Teller did not win a Nobel Prize; also corrects Astro Teller's relationship to Sebastian Thrun)
 
Last February, Astro Teller, the director of Google’s (GOOG) secretive research lab, Google X, went to seek approval from Chief Executive Officer Larry Page for an unlikely acquisition. Teller was proposing that Google buy Makani Power, a startup that develops wind turbines mounted on unmanned, fixed-wing aircraft tethered to the ground like a kite. The startup, Teller told Page, was seeing promising results, and, he added proudly, its prototypes had survived all recent tests intact.
Page approved Google X’s acquisition of Makani, which was being completed for an undisclosed amount at press time. He also had a demand. “He said we could have the budget and the people to go do this,” Teller says, “but that we had to make sure to crash at least five of the devices in the near future.”

As the polymath engineers and scientists who work there are fond of saying, Google X is the search giant’s factory for moonshots, those million-to-one scientific bets that require generous amounts of capital, massive leaps of faith, and a willingness to break things. Google X (the official spelling is Google [x]) is home to the self-driving car initiative and the Internet-connected eyeglasses, Google Glass, among other improbable projects.
  The biggest moonshot of all may be the skunk works itself: With X, Google has created a laboratory whose mandate is to come up with technologies that sound more like plot contrivances from Star Trek than products that might satisfy the short-term demands of Google’s shareholders. “Google X is very consciously looking at things that Google in its right mind wouldn’t do,” says Richard DeVaul, a “rapid evaluator” at the lab. “They built the rocket pad far away from the widget factory, so if the rocket blows up, it’s hopefully not disrupting the core business.”
Since its creation in 2010, Google has kept X largely hidden from view. Over the past month, Bloomberg Businessweek spoke to many of X’s managers and project leaders, who work with abundant resources and few of the constraints that smothered similar corporate research efforts in the past. “Anything which is a huge problem for humanity we’ll sign up for, if we can find a way to fix it,” Teller says.
“Anything which is a huge problem for humanity we’ll sign up for”Illustration by Rami Neimi“Anything which is a huge problem for humanity we’ll sign up for”
Google X seeks to be an heir to the classic research labs, such as the ­Manhattan Project, which created the first atomic bomb, and Bletchley Park, where code breakers cracked German ciphers and gave birth to modern cryptography. After the war, the spirit of these efforts was captured in pastoral corporate settings: AT&T’s (T) Bell Labs and Xerox (XRX) PARC, for example, became synony­mous with breakthroughs (the transistor and the personal computer among them) and the inability of each company to capitalize on them.

That was last century. NASA’s budget has been clipped by 11 percent since 1990. Companies are pulling back on basic research as well, preferring to buy disruptive innovation when they see it in startups. “I’m pessimistic,” says John Seely Brown, the former director of PARC. “It’s shocking how much research is no longer being done. We have no understanding of how fast China is catching up. I think we are a very complacent nation.”
Google X occupies a pair of otherwise ordinary two-­story red-brick buildings about a half-mile from Google’s main campus. There’s a burbling fountain out front and rows of company-issued bikes, which employees use to shuttle to the main campus. Inside one of the buildings, frosted glass covers the conference room windows. A race car tricked out with self-driving technology is parked in the lobby. The car doesn’t actually work; it was put there as an April Fools’ joke. Some of the hallway whiteboards are filled with diagrams of that multigenerational nerd fantasy: space elevators. Media outlets have speculated that Google X is working on such contraptions, which would involve giant cables that connect the earth to orbiting space platforms. Google X is working on no such project, but employees have embraced the concept. It keeps every­one guessing.

To read the full article, go to: http://www.businessweek.com/articles/2013-05-22/inside-googles-secret-lab

Stone is a senior writer for Bloomberg Businessweek in San Francisco. Follow him on Twitter @BradStone.
 

jueves, 16 de mayo de 2013

Consumer Electronics (From BusinessWeek) This Week

Dorsey at April's New Economy Summit 2013 in Tokyo
 
Dorsey at April's New Economy Summit 2013 in Tokyo

Consumer Electronics

Square Unveils an IPad Stand With a Twist

 
May 14, 2013
 
Square, the San Francisco payment startup run by celebrated Twitter co-founder Jack Dorsey, has equipped more than three million small merchants with its familiar white credit-card swiper attachment that plugs into smartphones and iPads.

The company has had considerably less success getting into larger restaurants and retailers that conduct business with traditional point-of-sale equipment such as the age-old cash register.

On Tuesday, Square unveiled plans to break into that massive segment of the marketplace with its second piece of hardware, called the Square Stand. The white, angular stand is designed to lock onto a checkout counter and snugly display a second- or third-generation iPad running Square’s point-of-sale application, Square Register. The device includes an industrial-strength credit-card reader and has three USB ports that allow it to connect to other point-of-sale devices such as barcode scanners, receipt printers, and cash boxes. “This opens the door to folks who didn’t think Square was for them,” says Dorsey. “This is for bricks-and-mortar folks running high volume stores.”

A swiveling iPad stand, even one as radiantly white and slickly packaged as the Square Stand, may seem a fairly trivial product announcement. But it represents something a bit more audacious than meets the eye. For the last three years, Square has been trying to change the way merchants conduct business by driving down credit-card processing fees and producing software that gives physical businesses the same kind of customer data enjoyed by e-commerce sites. Square’s target is the billion-dollar point of sale market, dominated by NCR (NCR), MICROS Systems (MCRS), and other established payment providers. Along with Square, tech companies such as PayPal (EBAY), Groupon (GRPN), and Google (GOOG) are competing to take a bigger part of real-world transactions, but no one has cracked the market in a significant way.

The challenge has been merchant inertia. Partly this is about the retailers clinging to such old standbys as barcode scanners and receipt printers set up in traditional check-out stands and partly it’s their  lingering notion that letting customers pay via mobile devices floating around their stores feels unprofessional. Square Stand is meant to solve all those problems by fixing the iPad into place at the front of the store, and then working with existing peripherals. “It takes the excuses off the table,” says Dorsey.

Meanwhile, Stand can also work for businesses that have already embraced iPads as payment devices but have been forced to come up with their own creative ways to affix tablets into place.

The Square Stand will cost $299 and will go on sale in July on the Square website and in Best Buy (BBY) outlets. (Apple (AAPL), which sells Square’s smaller readers, will not carry the device at launch.) The Stand will begin appearing on the counters of 15 merchants this week, including Blue Bottle Coffee outlets in San Francisco and New York.

One place the Square Stand could eventually appear is in Starbucks (SBUX) stores. The coffee giant invested $25 million in Square last year and its chief executive officer, Howard Schultz, sits on Square’s board. Others have wondered why the rollout of Square technology in Starbucks’s cafes has seemed so slow. Dorsey says Square already processes all of Starbucks’s credit-card transactions in the United States and is experimenting with ways to integrate its hardware into the cafes. He says Starbucks could make a good home for the Square Stand. “They want humans to be able to see their baristas’ eyes and we are working hard to help them with that,” he says.
Stone is a senior writer for Bloomberg Businessweek in San Francisco. Follow him on Twitter @BradStone.

martes, 14 de mayo de 2013

Bloomberg BusinessWeek: Putting a Price Tag on Immigration Reform

U.S. Marine and newly naturalized American citizens take the Oath of Allegiance during a Naturalization Ceremony at the Jacob K. Javits Federal Building in New York, on April 19.

U.S. Marine and newly naturalized American citizens take the Oath of Allegiance during a Naturalization Ceremony at the Jacob K. Javits Federal Building in New York, on April 19.

Immigrants

Putting a Price Tag on Immigration Reform

May 08, 2013
 
Very soon, Congress will assess the price of immigration reform. That is, lawmakers will come up with a tally, in dollars, of the sweeping immigration bill’s costs to taxpayers and the revenue it will bring in.
 
Even before the U.S. has officially scored the bill, the Heritage Foundation, a conservative think tank, has already calculated its own price tag for giving amnesty to unauthorized immigrants: $6.3 trillion over 50 years. Heritage comes up with its huge number by adding all the public services that naturalized immigrants could conceivably use. Politically, the number will accomplish what its authors likely intended: Garner press coverage and make many conservative lawmakers think twice about voting for the bill.
 
As a piece of research adding to the immigration debate, it makes some questionable assumptions. For one, the report projects that all 11 million undocumented immigrants living in the U.S. will choose eventually to become citizens—despite the fact that some will be disqualified or may not choose to endure the expensive, decade-long process the bill proposes they go through.
 
The dollar amount becomes inflated because the report factors in things that don’t normally go into scoring, says Douglas Holtz-Eakin, who was director of the Congressional Budget Office from 2003 to 2005. For example, the report factors in the cost of immigrants who become citizens using public roads ($476 per household, says Heritage). It also calculates the cost for the 4 million U.S. citizen children of immigrants attending public school, which Heritage deems “a direct and inevitable result of the unlawful immigration of the parents.” (The report doesn’t calculate the tax contribution of those children after they graduate and enter the workforce.)
 
Another reason Heritage thinks immigrants will be a tax drain is that the think tank assumes their incomes will rise only 5 percent after citizenship, though other economists predict they could rise between 10 percent and 15 percent. When Congress last enacted immigration reform, in 1986, incomes of immigrants who got amnesty rose 15 percent over three years. And when the Congressional Budget Office scored President George W. Bush’s failed immigration overhaul legislation six years ago, officials found that immigrants would contribute more in taxes than they collected in benefits: The 2006 bill would have boosted U.S. revenues by about $66 billion between 2007 and 2016 and would have increased direct spending by $54 billion.
 
“The assumption is that they’re poor and will always be poor,” says Benjamin Johnson, executive director of the American Immigration Council, a pro-immigration group in Washington, D.C., that has criticized the report. “The message is that these are the takers.”
 
“We are not picking and choosing numbers. On the contrary, ours is the only study that considers all government taxes and expenditures,” Heritage economist Robert Rector, who authored the study, said in an email. “The fact that unlawful immigrants will be a net drain on the tax base is common sense—you don’t even need a study for it. People with an average tenth grade education are not going to pay enough taxes to offset the benefits they receive.” (Rector’s co-author, Jason Richwine, the Washington Post reported today, also argued in his 2009 doctoral dissertation that immigrants with low IQs should be prohibited from entering the country. Heritage told the newspaper it had no association with Richwine’s earlier paper.)
 
When it’s the CBO’s turn to tally the official score, the numbers and assumptions—no surprise here—are likely to be quite different from Heritage’s. But that won’t make the task of coming up with a price tag any any easier. The big decision the CBO has to make is whether to look narrowly at the bill’s impact on the federal budget or examine the bill’s wider impact on the the economy as a whole. Of course, not all pieces of legislation need to be examined in this way, but one that potentially allows millions more people into the labor force kind of asks for it.
 
Then you get into some very difficult questions. To estimate something like naturalized immigrants’ tax payments, the CBO could take a stab at how many will start companies, how much money they will save, whether the balances of payment they send to family members back home will increase along with their rising incomes, and how soon they may be able to shift to higher-paying jobs they are excluded from now. One recent estimate by a left-leaning think tank, the Center for American Progress, takes into account a broader array of benefits and concludes that legalization with a path to citizenship could add $1.4 trillion to U.S. GDP over the next decade.
 
Between an approach that looks at immigrants as takers and one that maximizes all possible contributions immigrants could make to society, the latter is the one favored by economists, who tend to think that immigration will add jobs and wealth to the economy. Opponents of immigration reform will be disappointed to find that the CBO will likely adopt more of a macroeconomic approach. Which is why those opponents sought to get their numbers out first.
Dwoskin is a staff writer for Bloomberg Businessweek in Washington.

jueves, 9 de mayo de 2013

Small Business: BusinessWeek "Online Sales Tax"

Amazon's fulfillment center in Phoenix; the company is among those supporting the online sales tax measure
Amazon's fulfillment center in Phoenix; the company is among those supporting the online sales tax measure

Financing

As Online Sales Tax Passes Senate, What's the Word on Main Street?

 
Last night the U.S. Senate passed the Marketplace Fairness Act, which would require online sellers with more than $1 million in annual revenue to collect sales tax on transactions across state lines. Are Main Street shop owners hoping the essence of the bill makes it through the House of Representatives and is signed into law?

Depends on who you ask, though many businesses, large and small, and advocacy groups support it, as Karen E. Klein pointed out in January. Small Business Majority Chief Executive Officer John Arensmeyer says his group backs the bill: “We know from all the research we’ve done—not on this issue, but in general—that one of the fundamental things that small business owners believe in is a level playing field.” That sounds similar to the National Retail Federation, which has long championed the bill as a means to keeping brick-and-mortar businesses on level ground with online retailers.

Opposition to the bill has generally fallen along two lines. Anti-tax lobbyists, led by Grover Norquist’s Americans for Tax Reform, have criticized it as a new tax on consumers. E-commerce giant EBay (EBAY), meanwhile, has argued that the law would place undue compliance burdens on small Internet sellers and has proposed exempting businesses with less than $10 million in annual revenue from collecting sales tax from out-of-state customers.

Last month, National Federation of Independent Business spokeswoman Jean Card told me her lobbying group had a neutral position on the bill because its membership is divided.

It has been widely noted that the bill doesn’t introduce a new tax, but requires businesses to start collecting levies already on the books—with an estimate of $23 billion in annual revenue at stake. As I reported last month, the Senate bill would require states to provide businesses with free tax-compliance software to help manage the process of collecting out-of-state sales tax.

As for what happens next, the issue is headed for the House, where Richard Rubin reports it is unlikely to move fast. Still, he writes, House Republican leadership, including Speaker John Boehner (R-Ohio) and Majority Leader Eric Cantor (R-Va.), have deferred it to House Judiciary Committee Chairman Bob Goodlatte (R-Va.), who has not come out against the bill. “I am open to considering legislation concerning this topic,” Goodlatte said in a statement posted online last night, adding that he doesn’t believe the Senate’s bill is “sufficiently simplified yet.”
Clark is a reporter for Bloomberg Businessweek covering small business and entrepreneurship.

lunes, 15 de abril de 2013

"Margaret Thatcher"


Margaret Thatcher, Britain's Prime Euro-Skeptic

Bloomberg BusinessWeek : Global Economics

Margaret Thatcher, Britain's Prime Euro-Skeptic

By
 
Prime Minister David Cameron called Margaret Thatcher, who died on April 8 at age 87, Britain’s greatest peacetime leader. She deserves the accolade. Taking office in 1979, Thatcher transformed an economy crippled by militant unions and a moribund public sector. She declared war on organized labor and state-owned enterprises—and won. It’s a testament to her success that subsequent Labour governments tried to unwind almost nothing of her economic legacy. In domestic policy, Thatcher settled the big arguments once and for all.
 
In her policy toward Europe, things were different. Again she declared war, this time on the visionaries who wanted to change the European Economic Community from a free-trade zone with benefits into a United States of Europe, and on their dupes (as she saw them) in her own Conservative Party. In this battle she gave her life, politically speaking. The argument over Britain’s place in Europe wasn’t settled, though. It rages as fiercely as ever today.
 
Thatcher was ejected from 10 Downing Street in 1990 not by voters but by her own party—and the subject that aligned her former allies against her was Europe. Reluctantly, Thatcher had acceded to demands from her economic ministers that the U.K. should join Europe’s exchange rate mechanism, the precursor to the single currency. But she refused to bend further.
 
Returning from a European Community meeting in Rome, she gave a speech in Parliament that attacked plans from the European Commission (the Community’s executive branch) for a politically integrated Europe. “No, no, no,” she said. Her exasperated deputy prime minister, Geoffrey Howe, decided to quit. Howe, until then a Thatcher loyalist, was one of the most boring speakers the House of Commons ever produced—a former Labour minister once said that facing his criticism was like being “savaged by a dead sheep”—but his resignation statement was electrifying. It dispelled the illusion of Thatcher’s power and sparked the rebellion that brought her down.
 
Here’s the question Britain is still wrestling with almost 25 years later: Was Thatcher right about Europe? On the whole, history has been kinder to her assessment of the European project than to that of her assassins. If anybody in the U.K. regrets Britain’s decision to stay out of the euro system, they’re keeping quiet. The European Union’s serial bungling over its economic crises, seen most recently in the Cyprus debacle, seems to justify Thatcher’s most withering rebukes, and then some.
But how well did her contempt advance her own cause? Not that well. When it came to Europe, Thatcher had an attitude problem, one that other Europeans would recognize as characteristically British. She was right on points of substance but expressed and inflamed a national disdain for the European project that served her country badly.
 
British euro-skepticism has two strands, and Thatcher exemplified both. The rational strand is pragmatic and liberal (in the European sense). It’s fearful of big government and hopes to keep a self-replicating bureaucracy in check. It wants to locate democratic accountability mainly at the national level until a real European political identity has established itself, and it thinks that process shouldn’t be rushed. It recognizes Britain’s acute dependence on a thriving European economy, celebrates the gains from trade in Europe’s single market, and is open to further integration to serve that purpose, but it rejects political union as a goal in its own right.
 
There’s also an irrational, illiberal strand. Its core is chauvinistic and attached not just to Britain’s history—“We will fight them on the beaches,” and all that—but also to the myth of its undiminished geopolitical weight. Britain doesn’t need Europe, according to this view. What’s Europe ever done for us?
 
In 1988, Thatcher gave a speech to the College of Europe in Bruges that stands as an eloquent statement of liberal euro-skepticism. “Britain does not dream of some cozy, isolated existence on the fringes of the European Community,” she said. “Our destiny is in Europe, as part of the Community.” At the same time, “the Community is not an end itself. Nor is it an institutional device to be constantly modified according to the dictates of some abstract intellectual concept. … [It’s] a practical means by which Europe can ensure the future prosperity and security of its people.”
 
Well said. The problem was that most other times, Thatcher gave every appearance that she really did dream of some cozy, isolated existence on the fringes of Europe. Howe accused her of seeing “a continent that is positively teeming with ill-intentioned people, scheming, in her words, to ‘extinguish democracy,’ to ‘dissolve our national identities,’ and to lead us ‘through the back door into a federal Europe.’ ” He was right: That’s what she saw. Many British voters saw the same, and still do.
 
Unlike Thatcher, Cameron is pro-European. He’s trying to express the rational part of British euro-skepticism and suppress the irrational part, which lives, as Howe put it, in a “ghetto of sentimentality” about the past. It hasn’t worked. At home, the failure of the euro project has strengthened the skeptics’ resolve. In Europe, Britain’s decision to stay out is no less resented for having been proved right, and patience with the U.K.’s endless equivocation is all but exhausted.
Cameron recently announced a review of powers transferred (Thatcher liked to say “surrendered”) to Brussels in successive treaty revisions, to see whether some should be returned to national governments. Guided by this, he says he’ll renegotiate Britain’s membership in the EU and put the new deal to a referendum—in or out—by the end of 2017.
 
With the U.K. economy reeling from the crash and from Cameron’s efforts to revive it with austerity, the prime minister and his party are on track to lose the next election. The promised referendum is in part geared to help the Conservatives’ chances. It serves the goal of appeasing Tory euro-skeptics and cloaking the party’s divisions. It’s likely to be popular with voters, too, even if politicians in the rest of Europe see another stunt that sets Britain at odds with the rest. France and Germany say they’ll have nothing to do with Cameron’s review.
 
Regardless of his tactical calculations, an exercise of the kind Cameron proposes is needed. The EU is caught between two models. In fiscal terms, it’s still an association of nation states subject to the push and pull of democratic politics, but in monetary terms, the 17-member euro area is one place with one central bank and one policy.
 
The economic crisis has put these models in violent opposition. Stabilizing the financial system without further fiscal integration will impose enormous stresses on the euro area’s weaker economies. There’s no going back: Dissolving the euro system would make an even bigger mess. The only option is closer fiscal coordination and more burden-sharing—which, in turn, demands another look at the obligations of countries such as Britain remaining in the EU but outside the euro area.
 
With goodwill, this overdue discussion might satisfy not just Cameron and his allies but also others still intent on “ever closer union,” the goal enshrined in the Union’s founding documents. The answer is a formalized multispeed Union, one that can accommodate countries seeking full political integration as well as those that wish to remain, until further notice, nation states. But there is no goodwill, so this conversation isn’t happening. Europe’s sense of purpose and common welfare has evaporated just when it’s most needed.
 
For this, Thatcher and the Tories who venerate her are partly to blame. Suspicion and resentment in dealings with Europe—embodied, for instance, in the rebate she insisted on of British contributions to the EU budget, which has acquired a kind of sacred status in U.K. politics—are part of her legacy. She aggravated Britain’s chauvinist tendencies and put its European partners eternally on guard against the grievances and machinations of perfidious Albion.
 
Her advocates will doubtless argue she stands vindicated. In a way, it’s true. Thatcher expected little of Europe, and Europe has delivered. And note the irony: Germany, for years the principal champion of “ever closer union,” today espouses a quintessentially Thatcherite position that bailouts are wicked and German taxpayers won’t pay one more euro to help the weak and worthless, who have only themselves to blame.
 
The point is, the chauvinist Thatcher was wrong then, and stone-hearted Germany is wrong now. It’s partly a question of self-interest. Britain can’t succeed if Europe fails, nor can Germany. The success of the whole depends on reviving a spirit of cooperation, generosity, and mutual respect. Thatcher would have scorned the idea, but Britain the perpetual foot-dragger has a larger obligation in this than most.
 
Crook is a columnist for Bloomberg View.  
 
 

 

jueves, 11 de abril de 2013

Bloomberg BusinessWeek Technology: Quien dijo que se acabó la innovación en las computadoras?

HP Shoots for the Moon With a New, Smaller Server




Enterprise Tech
HP Shoots for the Moon With a New, Smaller Server
By Ashlee Vance  April 08, 2013
Bottom of Form
Hewlett-Packard (HPQ) just had its most innovative moment in years. How do we know this? Well, the company has ushered forth a new creation under the Project Moonshoot banner, created a scripted webcast to accompany the product, and even had guys who would normally wear suits dress down in sports coats and jeans to model the product, thus underscoring its hipness.
HP has built is a new server—the HP Moonshot 1500. It’s special because it runs on Intel’s (INTC) low-power Atom chips, which usually go into mobile devices. As a result, HP has been able to design an entire computer server that’s about the size of an envelope and then pack hundreds of these together into a single system that basically functions as an ultracompact supercomputer. According to HP’s stats, the new server uses 89 percent less energy, takes up 80 percent less space, and costs 77 percent less than more traditional server designs.
The HP Moonshot 1500 both is and isn’t revolutionary. To its credit, HP has pushed compact server designs to the extreme and crammed an awful lot of computing power in a small amount of space. This type of system has been designed for Web and cloud computing companies that tend to buy thousands upon thousands of servers and need them to run as efficiently as possible. By using smartphone/tablet chips instead of beefier server chips, HP has provided a product that can handle the lightweight task of feeding up Web pages without consuming a lot of electricity. (Such a server would not be as well suited to, say, processing millions of transactions or large calculations.)
The problem here is that most of the Web giants, such as Amazon.com (AMZN), Facebook (FB), Microsoft (MSFT) and Google (GOOG), already design their own servers and have an Asian contract manufacturer produce them. So HP is to some degree catering to a market that it has already lost to lower-cost rivals.
HP, though, might have a strong play if you look longer term. It’s basically betting that more traditional companies will come to want and need similar computing systems as the Web giants. HP has developed its own networking, storage, and software technology to make the Moonshot 1500 operate well as a collective whole, so that customers without a ton of internal engineering expertise can still use such a complex system.
What’s more, HP plans to bring out systems later this year that use ARM-based chips from such companies as Advanced Micro Devices (AMD) and the startup Calxeda. Today, ARM chips dominate the smartphone and tablet markets, but they’ve been considered too low-powered and flimsy for use in data centers. A number of chip makers are trying to change that by creating higher-end versions of ARM that still run at low power and cost less than Intel chips, while offering such features as error checking that customers expect to see with infrastructure equipment.
There’s lots of experimentation going on with these ARM-based systems, but HP now stands as the most vocal supporter of the technology among the top-tier server sellers.
Overall, HP wants to convey that it’s an innovator again. During the webcast celebrating the release of the Moonshot system, HP executives went to great lengths to talk about how daring and bold the company was. Along these lines, the new server seems to be a step in the right direction