company:target

GameStop appoints George Sherman as new CEO
▻https://www.gamesindustry.biz/articles/2019-03-22-gamestop-appoints-george-sherman-as-its-new-ceo

Sherman held executive roles at Best Buy, Target and Home Depot

#Publishing #Jobs

Führer hört mit | Telepolis
▻https://www.heise.de/tp/features/Fuehrer-hoert-mit-3399287.html

14. Juni 2013 - von Markus Kompa

Die NSA des Dritten Reichs

Hitler verdankte seinen Machterhalt nicht zuletzt seinem Abhörgeheimdienst „Forschungsamt“, der Freund und Feind gleichermaßen belauschte

Zu den größten Staatsgeheimnissen des Dritten Reichs gehörte Hitlers Abhörgeheimdienst. Unter der Tarnung als „Forschungsamt (FA) des Reichsluftfahrtministeriums“ waren bis zu 6.000 Personen damit beschäftigt, vor allem das eigene Volk abzuhören. Die gigantische Organisation verfügte in jeder deutschen Großstadt über eine Niederlassung und war in der Lage, jedes deutsche Telefon abzuhören. Die damals für das Fernmeldewesen zuständige Post war ohnehin in Staatshand.

Ersonnen hatte das Unternehmen der Funkaufklärer Gottfried Schapper, NSDAP-Mitglied seit 1920. Bereits 1927 hatte er versucht, die verstreuten Abhör- und Entschlüsselungsabteilungen des Reichswehrministeriums zu zentralisieren. Schappers Vision vom Überwachungsstaat stieß jedoch bei Hitler im März 1933 auf Interesse. Zuvor waren Post-, Telegrafen- und Fernsprechgeheimnis aufgehoben worden. Die Realisierung oblag Hermann Göring, der die Geheime Staatspolizei (Gestapo) aufzog und für das Reichsluftfahrtministerium zuständig war.
Gottfried Schapper

Die Behörde, die selbst in keinem Telefonbuch stand, wurde in der Schillerstraße in Berlin-Charlottenburg untergebracht und brachte es auf sagenhafte 1.900 Büros, übertraf damit also die anderen Geheimdienste Abwehr und Gestapo. An diese durften Informationen nur mit Görings Einwilligung weitergegeben werden.

In Berlin lasen die Abhörer täglich bis zu 34.000 inländische und 9.000 Auslands-Telegramme und Fernschreiben mit, was dadurch erleichtert wurde, dass das europäische Kabelnetz durch Berlin und Wien verlief. Als ertragreich erwies sich das Abhören von Diplomaten, was nicht nur Hitler taktische Vorteile verschaffte, sondern auch ermöglichte, belauschte despektierliche Äußerungen zu streuen und dadurch Zwietracht zu sähen.

Hitlers Lauschgeheimdienst erklärt nicht nur dessen Gabe zur „Vorsehung“, sondern spielte auch eine wesentliche Rolle für seinen innerparteilichen Machterhalt. So war der argwöhnische Diktator nicht nur über Kritiker informiert, sondern kontrollierte auch seine eigenen Leute. Propagandaminister Joseph Goebbels befahl er etwa, sich von seiner Geliebten Lida Baarova zu trennen. Ab dem Zweiten Weltkrieg wurden abgehörte NS-Kritiker von der Gestapo in Konzentrationslager gesteckt.

Die Lauscher begnügten sich nicht nur mit dem Anzapfen von Telefonen, sondern verwanzten auch Gebäude mit versteckten Mikrofonen. Legendär ist der „Salon Kitty“, ein Berliner Bordell, in dem 1939 bis 1942 die deutschen Geheimdienste die mitunter illustren Gäste abhörten und Kompromat sammelten.

Neben der Überwachung des eigenen Landes spielte das militärische Abhören eine wesentliche Rolle. Bereits die „Schlacht bei Tannenberg“ (1914) war deshalb gegen eine Übermacht gewonnen worden, weil die Funkaufklärung die Pläne des russischen Generalstabs abgehört hatte.

Auch Rommels strategische Erfolge und seine sprichwörtliche Hellsichtigkeit (etwa in Nordafrika) hatte dieser seiner fähigen Horchkompanie und ihren Codeknackern zu verdanken. Funktäuschungen wurden ein fester Bestandteil der Kriegsführung. Die US-Strategen maßen dem Aufbau ihres 1944 gegründeten Abhörgeheimdienstes „Target Intelligence Committee (TICOM)“ höchste Priorität bei, während umgekehrt die deutschen Generäle vor Angriffen gesteigerten Wert auf die strikte Wahrung von Funkstille legten.

Nach den Bombenangriffen Ende 1943 war die Berliner Lauschzentrale kaum noch einsatzfähig. Ab Januar 1945 vernichteten die Abhörer fast alle ihre Akten, damit diese nicht dem Feind in die Hände fielen. Ende April 1945 versenkten Soldaten die letzten Kisten mit wichtigem geheimen Material in einem See an der tiefsten Stelle. Die Alliierten suchten bis in die 50er Jahre vergeblich nach den Geheimnissen der Deutschen, einige FA-Dokumente fand man in einer Außenstelle in Flensburg. Die GRU verhörte in Moskau ca. 50 FA-Leute, um Hitlers Geheimwissen zu rekonstruieren.

Der gigantische Abhördienst der Nazis geriet zum Vorbild für die Geheimdienste des Kalten Kriegs. So hat die aus dem TICOM hervorgegangene „National Security Agency (NSA)“ an die 40.000 Mitarbeiter, also etwa doppelt so viele wie der Auslandsgeheimdienst „Central Intelligence Agency (CIA)“, der zudem ebenfalls über eine hauseigene Abhörabteilung verfügte. In der Geheimdienstwelt gelten die Abhörer stets als die wertvollsten Abteilungen, weil die beschafften Informationen meistens zuverlässig sind. Während angeworbene Agenten zum Aufschneiden und Lügen neigen, pflegen belauschte Personen ihr Wissen zuverlässig und ohne taktische Auswahl preisgeben.

Ausgerechnet Überwachungseiferer Schapper wurde selbst ein Sicherheitsrisiko. So schüttete der immer mehr dem Alkohol zusprechende Schapper häufig sein Herz einem Freund aus, dessen Bruder für den sowjetischen Geheimdienst GRU spionierte, wo man Schappers Informationen zu schätzen wusste.

(Der Autor bedankt sich beim Geheimdiensthistoriker Peter-Ferdinand Koch für die freundliche Überlassung eines Manuskripts über die Geschichte geheimdienstlichen Abhörens.)

#histoire #nazis #télécommunication #surveillance #Forschungsamt

High score, low pay : why the gig economy loves gamification | Business | The Guardian
▻https://www.theguardian.com/business/2018/nov/20/high-score-low-pay-gamification-lyft-uber-drivers-ride-hailing-gig-econ

https://i.guim.co.uk/img/media/e0dd320bc41c0cda02c61aca6302309bf2254519/156_780_2993_1795/master/2993.jpg?width=1200&height=630&quality=85&auto=format&fit=crop&overlay-align=bottom%2Cleft&overlay-width=100p&overlay-base64=L2ltZy9zdGF0aWMvb3ZlcmxheXMvdGctZGVmYXVsdC5wbmc&s=2583a89deeb34f63b0f978d48b4c630e

Using ratings, competitions and bonuses to incentivise workers isn’t new – but as I found when I became a Lyft driver, the gig economy is taking it to another level.

Every week, it sends its drivers a personalised “Weekly Feedback Summary”. This includes passenger comments from the previous week’s rides and a freshly calculated driver rating. It also contains a bar graph showing how a driver’s current rating “stacks up” against previous weeks, and tells them whether they have been “flagged” for cleanliness, friendliness, navigation or safety.

At first, I looked forward to my summaries; for the most part, they were a welcome boost to my self-esteem. My rating consistently fluctuated between 4.89 stars and 4.96 stars, and the comments said things like: “Good driver, positive attitude” and “Thanks for getting me to the airport on time!!” There was the occasional critique, such as “She weird”, or just “Attitude”, but overall, the comments served as a kind of positive reinforcement mechanism. I felt good knowing that I was helping people and that people liked me.

But one week, after completing what felt like a million rides, I opened my feedback summary to discover that my rating had plummeted from a 4.91 (“Awesome”) to a 4.79 (“OK”), without comment. Stunned, I combed through my ride history trying to recall any unusual interactions or disgruntled passengers. Nothing. What happened? What did I do? I felt sick to my stomach.

Because driver ratings are calculated using your last 100 passenger reviews, one logical solution is to crowd out the old, bad ratings with new, presumably better ratings as fast as humanly possible. And that is exactly what I did.

In a certain sense, Kalanick is right. Unlike employees in a spatially fixed worksite (the factory, the office, the distribution centre), rideshare drivers are technically free to choose when they work, where they work and for how long. They are liberated from the constraining rhythms of conventional employment or shift work. But that apparent freedom poses a unique challenge to the platforms’ need to provide reliable, “on demand” service to their riders – and so a driver’s freedom has to be aggressively, if subtly, managed. One of the main ways these companies have sought to do this is through the use of gamification.

Simply defined, gamification is the use of game elements – point-scoring, levels, competition with others, measurable evidence of accomplishment, ratings and rules of play – in non-game contexts. Games deliver an instantaneous, visceral experience of success and reward, and they are increasingly used in the workplace to promote emotional engagement with the work process, to increase workers’ psychological investment in completing otherwise uninspiring tasks, and to influence, or “nudge”, workers’ behaviour. This is what my weekly feedback summary, my starred ratings and other gamified features of the Lyft app did.

There is a growing body of evidence to suggest that gamifying business operations has real, quantifiable effects. Target, the US-based retail giant, reports that gamifying its in-store checkout process has resulted in lower customer wait times and shorter lines. During checkout, a cashier’s screen flashes green if items are scanned at an “optimum rate”. If the cashier goes too slowly, the screen flashes red. Scores are logged and cashiers are expected to maintain an 88% green rating. In online communities for Target employees, cashiers compare scores, share techniques, and bemoan the game’s most challenging obstacles.
Advertisement

But colour-coding checkout screens is a pretty rudimental kind of gamification. In the world of ride-hailing work, where almost the entirety of one’s activity is prompted and guided by screen – and where everything can be measured, logged and analysed – there are few limitations on what can be gamified.

Every Sunday morning, I receive an algorithmically generated “challenge” from Lyft that goes something like this: “Complete 34 rides between the hours of 5am on Monday and 5am on Sunday to receive a $63 bonus.” I scroll down, concerned about the declining value of my bonuses, which once hovered around $100-$220 per week, but have now dropped to less than half that.

“Click here to accept this challenge.” I tap the screen to accept. Now, whenever I log into driver mode, a stat meter will appear showing my progress: only 21 more rides before I hit my first bonus.

In addition to enticing drivers to show up when and where demand hits, one of the main goals of this gamification is worker retention. According to Uber, 50% of drivers stop using the application within their first two months, and a recent report from the Institute of Transportation Studies at the University of California in Davis suggests that just 4% of ride-hail drivers make it past their first year.

Before Lyft rolled out weekly ride challenges, there was the “Power Driver Bonus”, a weekly challenge that required drivers to complete a set number of regular rides. I sometimes worked more than 50 hours per week trying to secure my PDB, which often meant driving in unsafe conditions, at irregular hours and accepting nearly every ride request, including those that felt potentially dangerous (I am thinking specifically of an extremely drunk and visibly agitated late-night passenger).

Of course, this was largely motivated by a real need for a boost in my weekly earnings. But, in addition to a hope that I would somehow transcend Lyft’s crappy economics, the intensity with which I pursued my PDBs was also the result of what Burawoy observed four decades ago: a bizarre desire to beat the game.

Former Google “design ethicist” Tristan Harris has also described how the “pull-to-refresh” mechanism used in most social media feeds mimics the clever architecture of a slot machine: users never know when they are going to experience gratification – a dozen new likes or retweets – but they know that gratification will eventually come. This unpredictability is addictive: behavioural psychologists have long understood that gambling uses variable reinforcement schedules – unpredictable intervals of uncertainty, anticipation and feedback – to condition players into playing just one more round.

It is not uncommon to hear ride-hailing drivers compare even the mundane act of operating their vehicles to the immersive and addictive experience of playing a video game or a slot machine. In an article published by the Financial Times, long-time driver Herb Croakley put it perfectly: “It gets to a point where the app sort of takes over your motor functions in a way. It becomes almost like a hypnotic experience. You can talk to drivers and you’ll hear them say things like, I just drove a bunch of Uber pools for two hours, I probably picked up 30–40 people and I have no idea where I went. In that state, they are literally just listening to the sounds [of the driver’s apps]. Stopping when they said stop, pick up when they say pick up, turn when they say turn. You get into a rhythm of that, and you begin to feel almost like an android.”

In their foundational text Algorithmic Labor and Information Asymmetries: A Case Study of Uber’s Drivers, Alex Rosenblat and Luke Stark write: “Uber’s self-proclaimed role as a connective intermediary belies the important employment structures and hierarchies that emerge through its software and interface design.” “Algorithmic management” is the term Rosenblat and Stark use to describe the mechanisms through which Uber and Lyft drivers are directed. To be clear, there is no singular algorithm. Rather, there are a number of algorithms operating and interacting with one another at any given moment. Taken together, they produce a seamless system of automatic decision-making that requires very little human intervention.

For many on-demand platforms, algorithmic management has completely replaced the decision-making roles previously occupied by shift supervisors, foremen and middle- to upper- level management. Uber actually refers to its algorithms as “decision engines”. These “decision engines” track, log and crunch millions of metrics every day, from ride frequency to the harshness with which individual drivers brake. It then uses these analytics to deliver gamified prompts perfectly matched to drivers’ data profiles.

To increase the prospect of surge pricing, drivers in online forums regularly propose deliberate, coordinated, mass “log-offs” with the expectation that a sudden drop in available drivers will “trick” the algorithm into generating higher surges. I have never seen one work, but the authors of a recently published paper say that mass log-offs are occasionally successful.

Viewed from another angle, though, mass log-offs can be understood as good, old-fashioned work stoppages. The temporary and purposeful cessation of work as a form of protest is the core of strike action, and remains the sharpest weapon workers have to fight exploitation. But the ability to log-off en masse has not assumed a particularly emancipatory function.

After weeks of driving like a maniac in order to restore my higher-than-average driver rating, I managed to raise it back up to a 4.93. Although it felt great, it is almost shameful and astonishing to admit that one’s rating, so long as it stays above 4.6, has no actual bearing on anything other than your sense of self-worth. You do not receive a weekly bonus for being a highly rated driver. Your rate of pay does not increase for being a highly rated driver. In fact, I was losing money trying to flatter customers with candy and keep my car scrupulously clean. And yet, I wanted to be a highly rated driver.
How much is an hour worth? The war over the minimum wage
Read more

And this is the thing that is so brilliant and awful about the gamification of Lyft and Uber: it preys on our desire to be of service, to be liked, to be good. On weeks that I am rated highly, I am more motivated to drive. On weeks that I am rated poorly, I am more motivated to drive. It works on me, even though I know better. To date, I have completed more than 2,200 rides.

#Lyft #Uber #Travail #Psychologie_comportementale #Gamification #Néo_management #Lutte_des_classes

The Book of Circles: Visualizing Spheres of Knowledge

by Manuel Lima

▻https://www.papress.com/html/product.details.dna?isbn=9781616895280

https://www.papress.com/17pix/480covers/9781616895280.jpg

In this follow-up to his hugely popular The Book of Trees and Visual Complexity, Manuel Lima takes us on a lively tour through millennia of circular information design. Three hundred detailed and colorful illustrations from around the world cover an encyclopedic array of subjects’architecture, urban planning, fine art, design, fashion, technology, religion, cartography, biology, astronomy, and physics, all based on the circle, the universal symbol of unity, wholeness, infinity, enlightenment, and perfection. Clay tokens used by ancient Sumerians as a system of recording trade are juxtaposed with logos of modern retailers like Target; Venn diagrams are discussed alongside the trefoil biohazard symbol, symbols of the Christian trinity, and the Olympic rings; and a diagram revealing the characteristics of ten thousand porn stars displays structural similarities to early celestial charts placing the earth at the center of the universe. Lima’s introduction provides an authoritative history of the circle, and a preface describes his unique taxonomy of the many varieties of circle diagrams, rounding out this visual feast for infographics enthusiasts.

Projet cartographie expérimentale
Tags généraux : #cartoexperiment #biblioxperiment
Tags particulier : #visualisation #complexité_visuelle

Amazon retire de la vente une peluche intelligente à cause de failles de sécurité
▻http://www.lefigaro.fr/secteur/high-tech/2018/06/07/32001-20180607ARTFIG00101-amazon-retire-de-la-vente-une-peluche-intelligent

Les peluches connectées Cloud Pets ont disparu du site Amazon aux États-Unis. En revanche, les jouets sont toujours disponibles en France. Aux États-Unis, Amazon a retiré de la vente des peluches connectées de la marque Cloud Pets, après les protestations de plusieurs associations. En cause : de nombreuses failles de sécurité mettant à mal la vie privée des enfants et de leurs parents. Connectées à Internet et par Bluetooth à une application mobile, ces peluches permettent de jouer, de chanter en (...)

#CloudPets #Target #Walmart #Amazon #eBay #Bluetooth #enfants #jeunesse #surveillance #hacking (...)

##EFF

Uber Paid Hackers to Delete Stolen Data on 57 Million People - Bloomberg
▻https://www.bloomberg.com/news/articles/2017-11-21/uber-concealed-cyberattack-that-exposed-57-million-people-s-data

https://assets.bwbx.io/images/users/iqjWHBFdfxIU/iAY_gIX_taEE/v0/1200x813.jpg

Hackers stole the personal data of 57 million customers and drivers from Uber Technologies Inc., a massive breach that the company concealed for more than a year. This week, the ride-hailing firm ousted its chief security officer and one of his deputies for their roles in keeping the hack under wraps, which included a $100,000 payment to the attackers.

Compromised data from the October 2016 attack included names, email addresses and phone numbers of 50 million Uber riders around the world, the company told Bloomberg on Tuesday. The personal information of about 7 million drivers was accessed as well, including some 600,000 U.S. driver’s license numbers. No Social Security numbers, credit card information, trip location details or other data were taken, Uber said.

“None of this should have happened, and I will not make excuses for it.”
At the time of the incident, Uber was negotiating with U.S. regulators investigating separate claims of privacy violations. Uber now says it had a legal obligation to report the hack to regulators and to drivers whose license numbers were taken. Instead, the company paid hackers to delete the data and keep the breach quiet. Uber said it believes the information was never used but declined to disclose the identities of the attackers.

Dara KhosrowshahiPhotographer: Matthew Lloyd/Bloomberg
“None of this should have happened, and I will not make excuses for it,” Dara Khosrowshahi, who took over as chief executive officer in September, said in an emailed statement. “We are changing the way we do business.”

After Uber’s disclosure Tuesday, New York Attorney General Eric Schneiderman launched an investigation into the hack, his spokeswoman Amy Spitalnick said. The company was also sued for negligence over the breach by a customer seeking class-action status.

Hackers have successfully infiltrated numerous companies in recent years. The Uber breach, while large, is dwarfed by those at Yahoo, MySpace, Target Corp., Anthem Inc. and Equifax Inc. What’s more alarming are the extreme measures Uber took to hide the attack. The breach is the latest scandal Khosrowshahi inherits from his predecessor, Travis Kalanick.

Kalanick, Uber’s co-founder and former CEO, learned of the hack in November 2016, a month after it took place, the company said. Uber had just settled a lawsuit with the New York attorney general over data security disclosures and was in the process of negotiating with the Federal Trade Commission over the handling of consumer data. Kalanick declined to comment on the hack.

Joe Sullivan, the outgoing security chief, spearheaded the response to the hack last year, a spokesman told Bloomberg. Sullivan, a onetime federal prosecutor who joined Uber in 2015 from Facebook Inc., has been at the center of much of the decision-making that has come back to bite Uber this year. Bloomberg reported last month that the board commissioned an investigation into the activities of Sullivan’s security team. This project, conducted by an outside law firm, discovered the hack and the failure to disclose, Uber said.

Here’s how the hack went down: Two attackers accessed a private GitHub coding site used by Uber software engineers and then used login credentials they obtained there to access data stored on an Amazon Web Services account that handled computing tasks for the company. From there, the hackers discovered an archive of rider and driver information. Later, they emailed Uber asking for money, according to the company.

A patchwork of state and federal laws require companies to alert people and government agencies when sensitive data breaches occur. Uber said it was obligated to report the hack of driver’s license information and failed to do so.

“At the time of the incident, we took immediate steps to secure the data and shut down further unauthorized access by the individuals,” Khosrowshahi said. “We also implemented security measures to restrict access to and strengthen controls on our cloud-based storage accounts.”

Uber has earned a reputation for flouting regulations in areas where it has operated since its founding in 2009. The U.S. has opened at least five criminal probes into possible bribes, illicit software, questionable pricing schemes and theft of a competitor’s intellectual property, people familiar with the matters have said. The San Francisco-based company also faces dozens of civil suits.

U.K. regulators including the National Crime Agency are also looking into the scale of the breach. London and other governments have previously taken steps toward banning the service, citing what they say is reckless behavior by Uber.

In January 2016, the New York attorney general fined Uber $20,000 for failing to promptly disclose an earlier data breach in 2014. After last year’s cyberattack, the company was negotiating with the FTC on a privacy settlement even as it haggled with the hackers on containing the breach, Uber said. The company finally agreed to the FTC settlement three months ago, without admitting wrongdoing and before telling the agency about last year’s attack.

The new CEO said his goal is to change Uber’s ways. Uber said it informed New York’s attorney general and the FTC about the October 2016 hack for the first time on Tuesday. Khosrowshahi asked for the resignation of Sullivan and fired Craig Clark, a senior lawyer who reported to Sullivan. The men didn’t immediately respond to requests for comment.

Khosrowshahi said in his emailed statement: “While I can’t erase the past, I can commit on behalf of every Uber employee that we will learn from our mistakes.”

The company said its investigation found that Salle Yoo, the outgoing chief legal officer who has been scrutinized for her responses to other matters, hadn’t been told about the incident. Her replacement, Tony West, will start at Uber on Wednesday and has been briefed on the cyberattack.

Kalanick was ousted as CEO in June under pressure from investors, who said he put the company at legal risk. He remains on the board and recently filled two seats he controlled.

Uber said it has hired Matt Olsen, a former general counsel at the National Security Agency and director of the National Counterterrorism Center, as an adviser. He will help the company restructure its security teams. Uber hired Mandiant, a cybersecurity firm owned by FireEye Inc., to investigate the hack.

The company plans to release a statement to customers saying it has seen “no evidence of fraud or misuse tied to the incident.” Uber said it will provide drivers whose licenses were compromised with free credit protection monitoring and identity theft protection.

#Uber #USA

Saudi Arabia hires 10th lobby firm | TheHill
▻http://thehill.com/business-a-lobbying/lobbying-hires/298975-saudi-arabia-hires-tenth-lobby-firm

http://thehill.com/sites/default/files/article_images/saudileaders04182016getty.jpg

A review of disclosures by The Hill shows that Saudi Arabia is now paying upward of $1.3 million in lobbying fees per month — including payments to its other firms, Hogan Lovells, MSLGroup, DLA Piper, Podesta Group and BGR Group. Targeted Victory, a Republican ad firm, is working through a subcontract with MSLGroup.

Quand la distribution devient entièrement robotisée

▻http://www.lemonde.fr/robotique/article/2016/09/21/quand-la-distribution-devient-entierement-robotisee_5001201_4620106.html

Lorsque la société américaine Target Corp. a décidé de réorganiser l’un de ses plus grands centres de distribution de Californie, elle avait le choix : construire un nouvel entrepôt avec des technologies ou prendre le risque sur une nouvelle lignée de robots, ceux de la société Symbotic LLC. C’est le second choix qui a été fait, explique The Wall Street Journal.

http://s1.lemde.fr/image/2016/09/21/644x322/5001197_3_02f7_robots-kiva-dans-un-centre-d-amazon-a_7772d764f278714a9a860b3325f40795.jpg

Le système d’automatisation de Symbotic comprend des robots qui peuvent se déplacer de façon autonome entre les différents lieux de stockage d’un centre de distribution. Ils peuvent monter et descendre les allées pour empiler et récupérer des objets. Ils se coordonnent avec des robots plus conventionnels, qui exécutent, eux, des tâches simples.

Et quand un robot Symbotic est « malade » ou connaît un dysfonctionnement, il se met de lui-même en retrait et alertes des techniciens pour effectuer les réparations ou l’entretien. C’est très différent d’autres entrepôts automatisés où les robots sont limités à des pistes fixes et sont moins flexibles dans ce qu’ils peuvent faire.

Rick Cohen, patron de Symbotic, a déclaré dans une interview : « Je pense que dans les cinq ans, cela va changer la distribution. » L’objectif des entrepôts automatisés est de contrôler les trois grands coûts de la distribution : le travail, le temps et l’immobilier, pour répondre aux coûts élevés de cette industrie à faible marge. Jusqu’à présent, les détaillants de produits de consommation ont trouvé difficile d’automatiser les procédures, même simples. Ces tâches ont été effectuées par environ 867 300 personnes dans des entrepôts aux Etats-Unis, selon les plus récentes données du département du travail.

La situation est en train de changer alors que la hausse du coût du travail et les coûts des terrains menacent les bénéfices, et que les acteurs de la distribution font face à une concurrence accrue d’Amazon.com Inc. et d’autres sociétés technologiques qui bouleversent les pratiques établies. L’avenir est donc aux entrepôts entièrement automatisés. Au cours de l’année prochaine, Symbotic prévoit de déployer près d’une douzaine d’entrepôts alimentaires entièrement automatisés à travers le pays, de la Pennsylvanie à la Californie, au service des chaînes d’épicerie.

NOAH Internet Conference 2016 | Berlin 08 - 09 June
▻https://www.noah-conference.com
Une rencontre des protagonistes de la disruption à l’européenne se tiendra le 8 et 9 juin à Berlin. Si vous avez envie de découvrir un nid de crabes de casseurs d’aquis sociaux suivez les infos sur cette rencontre digne d’un Bilderberg des économies dites « nouvelles » . On y rencontrera les acteurs représentant les commanditaires principales des nouveaux lois du travail en Europe. La plupart des participants actifs sont des jeunes à la recherche de capital pour leurs startups déjà bien vus par les investisseurs.

The preeminent European event where Internet CEOs, executives and investors gain deep insights into the latest proven concepts, network with senior executives and establish new business relationships.

Now in our 8th year, we are delighted to be hosting two upcoming events with very different underlying themes. NOAH Berlin (8-9 Jun 2016) presents a unique discussion platform for CEOs and founders from established champions and disruptive challengers across a number of key industry verticals. NOAH London (10-11 Nov 2016) is focused on connecting capital with great companies and helping service providers to find relevant customers.

Day 1

Welcome Note
Marco Rodzynek CEO NOAH Advisors Ltd
Jens Mueffelmann CEO Axel Springer Digital Ventures
Keynote
Klaus Hommels CEO Lakestar
Keynote
Carlos Watson Founder & CEO OZY

Home Automation & IoT
Niall Murphy Founder & CEO Evrythng
Ludovic Le Moan CEO Sigfox
Christian Deilmann CEO tado
Andreas Rudyk CEO Smartfrog
Philipp Pausder Managing Director Thermondo

Keynote
Thomas Ebeling CEO ProSiebenSat.1

B2B
Karim Jalbout Head of the European Digital Practice Egon Zehnder
Thomas Bergen Co-Founder & CEO getAbstract
Steve Oriola CEO Pipedrive
Peter F. Schmid CEO Wer Liefert Was
Or Offer CEO SimilarWeb
Andreas Koenig CEO TeamViewer
Torben Majgaard Founder & CEO Ciklum
Mark Schwerzel Deputy CEO Bureau van Dijk

Fintech
Roelant Prins CCO Adyen
Antonio Gagliardi Co-Founder and Managing Director CompareEuropeGroup
Jacob de Geer CEO iZettle
Phil Lojacono CEO Advanon
Jeremias Meier CEO & Co-Founder Bexio
Yoni Assia CEO & Founder Etoro
Oren Levy CEO Zooz
Raffael Johnen Co-Founder & CEO auxmoney

Fintech - Banking Deep Dive
Markus Pertlwieser CDO Private, Wealth & Commercial Clients Deutsche BankAlexander Graubner-Müller CEO & Co-Founder Kreditech
Valentin Stalf Founder & CEO Number26

Who Will Win the Banking Client of the Future? - 2:2
Markus Pertlwieser CDO Private, Wealth & Commercial Clients Deutsche Bank
Dr. Tim Sievers CEO & Founder Deposit Solutions
Alexander Graubner-Müller CEO & Co-Founder Kreditech
alentin Stalf Founder & CEO Number26
Christin Martens Editor-in-Chief Business Insider

VC Panel
Rainer Maerkle General Partner Holtzbrinck Ventures
Yann de Vries Partner, Investments Atomico
Yaron Valler General Partner Target Global
Christian Leybold Managing Director E.ventures
Timm Schipporeit Principal Index Ventures
Luciana Lixandru Vice President Accel Partners
Ankur Kamalia Managing Director – Head of Venture Portfolio Management & DB1 Ventures Deutsche Börse AG
Bo Ilsoe Managing Partner Nokia Growth Partners (NGP)

Fireside Chat
Oliver Samwer Founder & CEO Rocket Internet
Marco Rodzynek CEO NOAH Advisors Ltd

NOAH Top Picks
Dr. Holger Klärner VP Fast Growing Tech McKinsey & Company

Mobility
Hakan Koç Founder & Managing Director Auto1 Group
Harold Goddijn CEO TomTom
Christian Vollmann Patron of smart urban pioneers smart
Nir Erez CEO Moovit
Daniel Ishag Founder & CEO Karhoo
Nicolas Brusson COO & Co-Founder BlaBlaCar
Shahar Waiser Founder & CEO Gett
Simone Menne CFO Lufthansa Group

Keynote
Greg Ellis CEO Scout24

NOAH Top Picks
Rudolph W. Giuliani Former Mayor of New York City Chair Cybersecurity and Crisis Management Practice, Greenberg Traurig LLP Greenberg Traurig

1:1
Peter Terium CEO RWE
Rainer Sternfeld Founder & CEO Planet OS
Marco Rodzynek CEO NOAH Advisors Ltd

1:1
Dr. Mathias Döpfner CEO Axel Springer SE
Henry Blodget CEO, Editor-In-Chief Business Insider

Mobility - 1:1
Travis Kalanick CEO UBER
Dr. Dieter Zetsche Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars Daimler

Music
Thomas Hampson Baritone | Ambassador IDAGIO
Wolfram Rieger Pianist IDAGIO

Day 2

Day 1 Summary
Marco Rodzynek CEO NOAH Advisors Ltd

Company Presentation
Michael Gross Vice Chairman WeWork

Winners Make Winners - The Strong Performance of Interhyp with ING - 1:1
Ralph Hamers CEO ING Group
Michiel Goris CEO Interhyp

Consumer Goods
Olaf Koch Chairman of the Management Board Metro Group
Olivier Marcheteau COO Vestiaire Collective
Jeff Lipkin CFO Harry’s
Robyn Ward Founder Mahtay
Fabian Siegel Co-Founder & CEO Marley Spoon
Daniel Sobhani CEO Freeletics
Luke Waite Co-Founder Titan Black

Consumer Goods - 1:1
Herbert Hainer CEO adidas Group
Florian Gschwandtner CEO & Co-Founder Runtastic
Marco Rodzynek CEO NOAH Advisors Ltd

NOAH Top Picks
Euan Davis Senior Director Cognizant

Credit Suisse: Corporate Private Banking `connecting your wealth
Henrik Herr Head Germany & Austria International Wealth Management Credit Suisse
Florian Gschwandtner CEO & Co-Founder Runtastic

Retail
Tim Stracke Co-CEO Chrono24
Rubin Ritter Member of the Management Board Zalando SE
Dr. Oliver Lederle Founder & CEO MYTOYS GROUP
Niklas Östberg CEO Delivery Hero
Alexander Frolov General Partner Target Global
Dr. Philipp Kreibohm Co-Founder Home24
Thierry Petit Co-Founder & Co-CEO Showroomprive.com
Philip Rooke CEO Spreadshirt
Susanne Zacke Member of the Board Auctionata

Travel & Tourism
Johannes Reck CEO GetYourGuide
Bo Ilsoe Managing Partner Nokia Growth Partners (NGP)
Glenn Fogel Head of Worldwide Strategy and Planning Priceline Group
Hugo Burge CEO Momondo Group
Joachim Hunold Founder Air Berlin
Jochen Engert Founder & Managing Director FlixBus

7 Steps Needed for the Internet Economy in Europe
Clark Parsons CEO Internet Economy Foundation

Advertising
Ragnar Kruse CEO Smaato
Zvika Netter CEO & Co-Founder Innovid
Jürgen Galler Co-Founder and CEO 1plusX
Tim Schumacher Chairman Eyeo
Carl Erik Kjærsgaard Chairman and Co-Founder Blackwood Seven

Healthcare, Science & Education
Mariusz Gralewski Founder & CEO Docplanner
Markus Witte Founder and CEO Babbel
Dr. Torsten Oelke Executive Chairman CUBE
Jessica Federer Chief Digital Officer Bayer
Friedrich Schwandt Founder & CEO Statista
Stanislas Niox-Chateau CEO Doctolib

Fintech - 1:1
Christian Mylius Managing Partner Innovalue Management Advisors
Julian Teicke Founder & CEO FinanceFox

Technology, Media & Gaming
Polina Montano Co-founder and COO JobToday
Klaas Kersting Founder & CEO flaregames
Hermione Mckee Head of Finance Wooga
Hanna Aase CEO Wonderloop
Christian Sauer CEO Webtrekk
Nora-Vanessa Wohlert
Founder and Managing Director EDITION F
Susann Hoffmann Founder and Managing Director EDITION F
Peter Würtenberger CEO upday
Eric Léandri President and Co-Founder Qwant
Lucas von Cranach Founder & CEO Onefootball

What We’re Working on at NOAH: An Outlook for the Next 3 Years
Marco Rodzynek CEO NOAH Advisors Ltd

Les organisateurs se comportent comme une secte extrémiste - même les musiciens du « get together » font partie d’une startup potentiellement disruptive. Comme ca on est sûr de toujours communiquer sur la même longueur d’ondes bien à l’abri des critiques et contestations.

Les conditions générales de vente le disent explicitement :

The event is invitation only and generally tickets are not transferable. However, please contact us with your request and we can review.
...
The ticket price for NOAH16 Berlin is EUR 690 for Internet companies and corporates, EUR 850 for service providers; EUR 990 for small investors, EUR 1,490 for large investors and EUR 3,000 for investment bankers. All mentioned prices are excluding VAT. This price includes two full days including breakfast, lunch, and drinks and cocktail party.

Effectivement.

#Berlin #disruption #startup #économie #politique #capitalisme

La semaine commence très bien. La société italienne #Hacking_Team, spécialisée dans la réalisation et la vente d’armes numériques (piratage des ordinateurs des dissidents, espionnage) a été... piratée. Le pirate a mis en ligne 400 Go d’archives internes de la boîte.

▻http://www.numerama.com/magazine/33624-la-firme-d-espionnage-hacking-team-piratee-400-go-de-donnees-diffuse ▻http://korben.info/hacking-team-pirate-400-gb-de-donnees-dans-la-nature.html

Le torrent (sans garanties...) ▻https://mega.co.nz/#!Xx1lhChT!rbB-LQQyRypxd5bcQnqu-IMZN20ygW_lWfdHdqpKH3E

La situation légale en France, sur les armes numériques ▻http://www.legifrance.gouv.fr/affichCodeArticle.do?cidTexte=LEGITEXT000006070719&idArticle=LEGIART

#sécurité_informatique

Reprenons le contrôle de nos données
▻https://lejournal.cnrs.fr/billets/reprenons-le-controle-de-nos-donnees

Nos téléphones portables, ordinateurs, cartes bancaires ou de fidélité collectent chaque jour de nombreuses informations qui en disent long sur nous. Comment éviter les utilisations abusives et garder le contrôle de nos données personnelles ? Spécialiste du logiciel libre, Roberto Di Cosmo nous livre son analyse et invite la communauté scientifique à s’emparer de la question.

Étrange ! Une plainte déposée par deux banques états-uniennes pour le vol, en 2013, de 40 millions de numéros de cartes bancaires, retirée la semaine suivante…

Banks Drop Data-Breach Suit Against Target, Trustwave | Fox Business
▻http://www.foxbusiness.com/economy-policy/2014/04/01/banks-drop-data-breach-suit-against-target-trustwave

Two banks have dropped their lawsuit against Target Corp. (TGT) and its security assessor, Trustwave Holdings Inc., following the theft of 40 million credit- and debit-card numbers from the retailer last year, according to court documents.

Trustmark National Bank and Green Bank N.A. offered no reason for the about-face in filings, and their lawyers didn’t return requests for comment.

The suit, filed last week, drew attention in cybersecurity circles because it named Trustwave, a private Chicago firm that does many payment-card security audits in the U.S.

« Target : Women » - Meufs
▻http://m-e-u-f-s.tumblr.com/post/48481818500/target-women

▻http://www.youtube.com/watch?feature=player_embedded&v=cdjk0sviTHo

Si vous ne lui vouez pas déjà un culte, dépêchez-vous de regarder toutes les (courtes) vidéos de Sarah Haskins, qui vers 2009 taillait un short à la représentation des femmes dans la pub avec Target : Women. C’est drôle, percutant et cynique à souhait.

#publicité #femmes

Banque centrale européenne : embrouille et secret défense | Le Yéti, voyageur à domicile | Rue89 Les blogs
▻http://blogs.rue89.com/yeti-voyageur/2013/03/28/banque-centrale-europeenne-embrouille-et-secret-defense-229969

Contrairement à ce qui s’était passé avec la décote des emprunts grecs, celle des obligations chypriotes était tout bonnement impossible car elles étaient liées en grande partie à de la dette grecque qui servait de garanties pour la #BCE.

Avec la banqueroute des banques chypriotes, c’est la BCE elle-même qui aurait paumé quelque 12 milliards d’euros, et aurait déclenché un système automatique de transfert immédiat équivalent (Target 2) de la part des pays membres, en vrai argent sonnant et trébuchant. Trois milliards à débourser rien que pour l’Allemagne de Frau Merkel.

On comprend mieux l’acharnement de la Troïka, et plus précisément de Mario Draghi, à « sauver » coûte que coûte ce qui pouvait rester de l’édifice bancaire chypriote. Quitte à pulvériser le tabou de l’inviolabilité supérieure des créanciers et des actionnaires. Quitte à violer les règles mêmes de l’UE en matière de liberté de circulation des capitaux.

Mediapart, décidément seul et unique média français d’investigation qui se respecte, vient de lever un autre faisan symptomatique de l’affolement qui saisit nos oligarques de Bruxelles et de Francfort.

La Cour de justice européenne vient de voler au secours de la BCE en lui accordant le bénéfice... du secret défense ! Ce qui exempte la forteresse de M. Draghi, déjà hors de tout contrôle démocratique, de rendre compte de ce qui y est commis si bon lui semble.

Chose qui tombe parfaitement bien quand on sait que cette décision fait suite à une demande de documents par l’agence Bloomberg pour savoir comment Goldman Sachs – où officiait alors un certain Mario Draghi – avait pu plumer la Grèce en faisant exploser son taux d’endettement.

Online Retailers Rush to Adjust Prices in Real Time - NYTimes.com
▻http://www.nytimes.com/2012/12/01/business/online-retailers-rush-to-adjust-prices-in-real-time.html?pagewanted=all

The battle was fierce over the holiday weekend. At the request of The New York Times, the pricing firm Dynamite Data tracked prices at three major online retailers — Walmart.com, Amazon.com and Target.com — starting the week before Thanksgiving and going through Tuesday, after most heavy promotions ended.

The data shows that retailers paid close attention to competitors’ online prices and in-store specials, battling to undercut one another by as little as 2 cents and forcing each other into out-of-stock positions as they pushed prices down. Retailers fight to have the lowest prices to increase sales volume, aid in search-result prominence and help burnish a thrifty reputation.

#algorithmes (l’article parle de programmes informatiques) du #marketing (et de travailleurs aussi #cognitariat disons) en #temps_réel

Genre et publicité : Best-of (hilarant) de l’émission “Target Women” : “Women are pretty !”
►http://cafaitgenre.tumblr.com/post/18564696318/best-of-de-lemission-target-women-women-are

►http://www.youtube.com/watch?feature=player_embedded&v=ChQrfWxtOPg

#femmes #publicité