product:ipad

  • Foldable devices are the future!
    https://hackernoon.com/foldable-devices-are-the-future-945e98a085b4?source=rss----3a8144eabfe3-

    But not before we solve the issues with their screens.A new touch #technology for Foldables and Dual-screen devices.I had this idea about HoverSense to improve touchscreen technology back when I purchased the 1st iPad. In fact, I started developing initial concepts in early 2014, right after I left Cisco and before I joined Microsoft.The original goal was to help visually impaired people and even blind people to use touch devices in a better way (there are more than 300 million blind people around the world).But then, after receiving feedback from a few of my friends, peers and colleagues, I realized that I’ve got something even more unique here, something that can come handy when we eventually start seeing foldable devices, something that can change the way we all use touchscreens and (...)

    #hci #smartphones #ux #apple

  • How to Sell Your #ipad Online With The Best Offers And Quick Cash
    https://hackernoon.com/how-to-sell-your-ipad-online-with-the-best-offers-and-quick-cash-22efee5

    The modern world tends to buy products, and use them to the point of satisfaction of their wants, then sell them if it they’re in a reusable condition. iPads and other Apple products are pretty expensive, and hence these are often the best products for resale. Used Apple products also have good demand, because some people can’t afford the firsthand products. Through the domain of iGotOffer, you can sell your iPad and get the right amount of money out of it.Process of SaleThere are three simple steps to sell your iPad quickly. These steps are explained below.● Find an Offer for Your Product: This is the first step and is a hassle-free process. You can get great prices for your iPad from the domain of iGotOffer. It will help you have a peace of mind that you have an offer in hand before you (...)

    #ipad-online #sell-your-ipad #quick-cash #selling

  • Microsoft rät indirekt vom Office-2019-Kauf ab | heise online
    https://www.heise.de/newsticker/meldung/Microsoft-raet-indirekt-vom-Office-2019-Kauf-ab-4300654.html

    Microsoft essaye de vous décourager d’acheter Office 2019 - afin de vous vendre Office 365 . La raison est évidente : Pour Office 2019 vous ne payez qu’une seule fois alors que pour Office 365 vous payez tous les ans. Les arguments ressemblent ceux des vendeurs d’automobiles et n’ont d’intérêt que pour les utilisateurs les plus dépendants et les moins flexibles.

    On se demande pourquoi quelqu’un voudrit encores utiliser un MS-Office payant en dehors des grandes entreprises qui obligent leurs employés à apprendre l’utilisation du monstre. Après tout il y a

    Free Microsoft Office Online, Word, Excel, PowerPoint
    https://products.office.com/en/office-online/documents-spreadsheets-presentations-office-online

    Which browsers work with Office Online - Office Support
    https://support.office.com/en-us/article/which-browsers-work-with-office-online-ad1303e0-a318-47aa-b409-d3a5e

    Desktop and laptop computers

    Use the most recent versions of the following browsers for the best experience with Office Online.

    Windows 10 : Microsoft Edge, Internet Explorer 11, Mozilla Firefox, or Google Chrome

    Windows 8, 8.1, or 7 (SP1): Internet Explorer 11, Firefox or Chrome

    Windows Vista (SP2) : Firefox or Chrome, but some features may not be available. We recommend updating to at least Windows 7 (SP1).

    Mac OS X (10.10 and later) : Apple Safari 10+ or Chrome

    Linux : Office Online works in both Firefox or Chrome on Linux, but some features may not be available.

    If your organization is dependent upon Internet Explorer 8 or Internet Explorer 9 to access older web apps and services, you may want to consider upgrading to Internet Explorer 11 and evaluating Enterprise Mode for Internet Explorer 11. This update helps provide better backward compatibility for legacy web apps.

    iOS Devices

    iPad : If you’re using at least iOS 10.0 we recommend using the Office for iPad apps instead. You’ll find them in the Apple app store.

    If you’re using an older version of iOS then Safari is the best browser for Office Online on iPads, but some features may not be available.

    iPhone : If you’re using at least iOS 10.0 we recommend using the Office for iPhone apps instead of the browser. You’ll find them in the Apple app store.

    If you’re using an older version of iOS then Safari is the best browser for Office Online on iPhones but some features may not be available.

    Note: Not sure which version of iOS you have? See Find the software version on your iPhone, iPad or iPod (Apple Support)

    Android

    There are currently no browsers on Android that are officially supported with Office Online. We recommend using the Office for Android apps instead. You’ll find them in the Google Play store.

    Other devices

    Most Office Online features will work in the Microsoft Edge browser on Hololens or XBox One.

    #software #Microsoft #lock-in #marketing #publicité

  • Google will stop peddling a data collector through Apple’s back door
    https://techcrunch.com/2019/01/30/googles-also-peddling-a-data-collector-through-apples-back-door

    It looks like Facebook was not the only one abusing Apple’s system for distributing employee-only apps to sidestep the App Store and collect extensive data on users. Google has been running an app called Screenwise Meter, which bears a strong resemblance to the app distributed by Facebook Research that has now been barred by Apple, TechCrunch has learned. In its app, Google invites users aged 18 and up (or 13 if part of a family group) to download the app by way of a special code and (...)

    #Apple #Google #Facebook #smartphone #iPad #iPhone #Screenwise #VPN #iOS #BigData #marketing (...)

    ##profiling

  • How Cartographers for the U.S. Military Inadvertently Created a House of Horrors in South Africa
    https://gizmodo.com/how-cartographers-for-the-u-s-military-inadvertently-c-1830758394

    The visits came in waves, sometimes as many as seven a month, and often at night. The strangers would lurk outside or bang on the automatic fence at the driveway. Many of them, accompanied by police officers, would accuse John and Ann of stealing their phones and laptops. Three teenagers showed up one day looking for someone writing nasty comments on their Instagram posts. A family came in search of a missing relative. An officer from the State Department appeared seeking a wanted fugitive. Once, a team of police commandos stormed the property, pointing a huge gun through the door at Ann, who was sitting on the couch in her living room eating dinner. The armed commandos said they were looking for two iPads.

    la suite de https://splinternews.com/how-an-internet-mapping-glitch-turned-a-random-kansas-f-1793856052

    #internet #IP #géolocalisation

  • Cheap Words | The New Yorker
    https://www.newyorker.com/magazine/2014/02/17/cheap-words

    Amazon is a global superstore, like Walmart. It’s also a hardware manufacturer, like Apple, and a utility, like Con Edison, and a video distributor, like Netflix, and a book publisher, like Random House, and a production studio, like Paramount, and a literary magazine, like The Paris Review, and a grocery deliverer, like FreshDirect, and someday it might be a package service, like U.P.S. Its founder and chief executive, Jeff Bezos, also owns a major newspaper, the Washington Post. All these streams and tributaries make Amazon something radically new in the history of American business.

    Recently, Amazon even started creating its own “content”—publishing books. The results have been decidedly mixed. A monopoly is dangerous because it concentrates so much economic power, but in the book business the prospect of a single owner of both the means of production and the modes of distribution is especially worrisome: it would give Amazon more control over the exchange of ideas than any company in U.S. history. Even in the iPhone age, books remain central to American intellectual life, and perhaps to democracy. And so the big question is not just whether Amazon is bad for the book industry; it’s whether Amazon is bad for books.

    According to Marcus, Amazon executives considered publishing people “antediluvian losers with rotary phones and inventory systems designed in 1968 and warehouses full of crap.” Publishers kept no data on customers, making their bets on books a matter of instinct rather than metrics. They were full of inefficiences, starting with overpriced Manhattan offices. There was “a general feeling that the New York publishing business was just this cloistered, Gilded Age antique just barely getting by in a sort of Colonial Williamsburg of commerce, but when Amazon waded into this they would show publishing how it was done.”

    During the 1999 holiday season, Amazon tried publishing books, leasing the rights to a defunct imprint called Weathervane and putting out a few titles. “These were not incipient best-sellers,” Marcus writes. “They were creatures from the black lagoon of the remainder table”—Christmas recipes and the like, selected with no apparent thought. Employees with publishing experience, like Fried, were not consulted. Weathervane fell into an oblivion so complete that there’s no trace of it on the Internet. (Representatives at the company today claim never to have heard of it.) Nobody at Amazon seemed to absorb any lessons from the failure. A decade later, the company would try again.

    Around this time, a group called the “personalization team,” or P13N, started to replace editorial suggestions for readers with algorithms that used customers’ history to make recommendations for future purchases. At Amazon, “personalization” meant data analytics and statistical probability. Author interviews became less frequent, and in-house essays were subsumed by customer reviews, which cost the company nothing. Tim Appelo, the entertainment editor at the time, said, “You could be the Platonic ideal of the reviewer, and you would not beat even those rather crude early algorithms.” Amazon’s departments competed with one another almost as fiercely as they did with other companies. According to Brad Stone, a trash-talking sign was hung on a wall in the P13N office: “people forget that john henry died in the end.” Machines defeated human beings.

    In December, 1999, at the height of the dot-com mania, Time named Bezos its Person of the Year. “Amazon isn’t about technology or even commerce,” the breathless cover article announced. “Amazon is, like every other site on the Web, a content play.” Yet this was the moment, Marcus said, when “content” people were “on the way out.” Although the writers and the editors made the site more interesting, and easier to navigate, they didn’t bring more customers.

    The fact that Amazon once devoted significant space on its site to editorial judgments—to thinking and writing—would be an obscure footnote if not for certain turns in the company’s more recent history. According to one insider, around 2008—when the company was selling far more than books, and was making twenty billion dollars a year in revenue, more than the combined sales of all other American bookstores—Amazon began thinking of content as central to its business. Authors started to be considered among the company’s most important customers. By then, Amazon had lost much of the market in selling music and videos to Apple and Netflix, and its relations with publishers were deteriorating. These difficulties offended Bezos’s ideal of “seamless” commerce. “The company despises friction in the marketplace,” the Amazon insider said. “It’s easier for us to sell books and make books happen if we do it our way and not deal with others. It’s a tech-industry thing: ‘We think we can do it better.’ ” If you could control the content, you controlled everything.

    Many publishers had come to regard Amazon as a heavy in khakis and oxford shirts. In its drive for profitability, Amazon did not raise retail prices; it simply squeezed its suppliers harder, much as Walmart had done with manufacturers. Amazon demanded ever-larger co-op fees and better shipping terms; publishers knew that they would stop being favored by the site’s recommendation algorithms if they didn’t comply. Eventually, they all did. (Few customers realize that the results generated by Amazon’s search engine are partly determined by promotional fees.)

    In late 2007, at a press conference in New York, Bezos unveiled the Kindle, a simple, lightweight device that—in a crucial improvement over previous e-readers—could store as many as two hundred books, downloaded from Amazon’s 3G network. Bezos announced that the price of best-sellers and new titles would be nine-ninety-nine, regardless of length or quality—a figure that Bezos, inspired by Apple’s sale of songs on iTunes for ninety-nine cents, basically pulled out of thin air. Amazon had carefully concealed the number from publishers. “We didn’t want to let that cat out of the bag,” Steele said.

    The price was below wholesale in some cases, and so low that it represented a serious threat to the market in twenty-six-dollar hardcovers. Bookstores that depended on hardcover sales—from Barnes & Noble and Borders (which liquidated its business in 2011) to Rainy Day Books in Kansas City—glimpsed their possible doom. If reading went entirely digital, what purpose would they serve? The next year, 2008, which brought the financial crisis, was disastrous for bookstores and publishers alike, with widespread layoffs.

    By 2010, Amazon controlled ninety per cent of the market in digital books—a dominance that almost no company, in any industry, could claim. Its prohibitively low prices warded off competition.

    Publishers looked around for a competitor to Amazon, and they found one in Apple, which was getting ready to introduce the iPad, and the iBooks Store. Apple wanted a deal with each of the Big Six houses (Hachette, HarperCollins, Macmillan, Penguin, Random House, and Simon & Schuster) that would allow the publishers to set the retail price of titles on iBooks, with Apple taking a thirty-per-cent commission on each sale. This was known as the “agency model,” and, in some ways, it offered the publishers a worse deal than selling wholesale to Amazon. But it gave publishers control over pricing and a way to challenge Amazon’s grip on the market. Apple’s terms included the provision that it could match the price of any rival, which induced the publishers to impose the agency model on all digital retailers, including Amazon.

    Five of the Big Six went along with Apple. (Random House was the holdout.) Most of the executives let Amazon know of the change by phone or e-mail, but John Sargent flew out to Seattle to meet with four Amazon executives, including Russ Grandinetti, the vice-president of Kindle content. In an e-mail to a friend, Sargent wrote, “Am on my way out to Seattle to get my ass kicked by Amazon.”

    Sargent’s gesture didn’t seem to matter much to the Amazon executives, who were used to imposing their own terms. Seated at a table in a small conference room, Sargent said that Macmillan wanted to switch to the agency model for e-books, and that if Amazon refused Macmillan would withhold digital editions until seven months after print publication. The discussion was angry and brief. After twenty minutes, Grandinetti escorted Sargent out of the building. The next day, Amazon removed the buy buttons from Macmillan’s print and digital titles on its site, only to restore them a week later, under heavy criticism. Amazon unwillingly accepted the agency model, and within a couple of months e-books were selling for as much as fourteen dollars and ninety-nine cents.

    Amazon filed a complaint with the Federal Trade Commission. In April, 2012, the Justice Department sued Apple and the five publishers for conspiring to raise prices and restrain competition. Eventually, all the publishers settled with the government. (Macmillan was the last, after Sargent learned that potential damages could far exceed the equity value of the company.) Macmillan was obliged to pay twenty million dollars, and Penguin seventy-five million—enormous sums in a business that has always struggled to maintain respectable profit margins.

    Apple fought the charges, and the case went to trial last June. Grandinetti, Sargent, and others testified in the federal courthouse in lower Manhattan. As proof of collusion, the government presented evidence of e-mails, phone calls, and dinners among the Big Six publishers during their negotiations with Apple. Sargent and other executives acknowledged that they wanted higher prices for e-books, but they argued that the evidence showed them only to be competitors in an incestuous business, not conspirators. On July 10th, Judge Denise Cote ruled in the government’s favor.

    Apple, facing up to eight hundred and forty million dollars in damages, has appealed. As Apple and the publishers see it, the ruling ignored the context of the case: when the key events occurred, Amazon effectively had a monopoly in digital books and was selling them so cheaply that it resembled predatory pricing—a barrier to entry for potential competitors. Since then, Amazon’s share of the e-book market has dropped, levelling off at about sixty-five per cent, with the rest going largely to Apple and to Barnes & Noble, which sells the Nook e-reader. In other words, before the feds stepped in, the agency model introduced competition to the market. But the court’s decision reflected a trend in legal thinking among liberals and conservatives alike, going back to the seventies, that looks at antitrust cases from the perspective of consumers, not producers: what matters is lowering prices, even if that goal comes at the expense of competition.

    With Amazon’s patented 1-Click shopping, which already knows your address and credit-card information, there’s just you and the buy button; transactions are as quick and thoughtless as scratching an itch. “It’s sort of a masturbatory culture,” the marketing executive said. If you pay seventy-nine dollars annually to become an Amazon Prime member, a box with the Amazon smile appears at your door two days after you click, with free shipping. Amazon’s next frontier is same-day delivery: first in certain American cities, then throughout the U.S., then the world. In December, the company patented “anticipatory shipping,” which will use your shopping data to put items that you don’t yet know you want to buy, but will soon enough, on a truck or in a warehouse near you.

    Amazon employs or subcontracts tens of thousands of warehouse workers, with seasonal variation, often building its fulfillment centers in areas with high unemployment and low wages. Accounts from inside the centers describe the work of picking, boxing, and shipping books and dog food and beard trimmers as a high-tech version of the dehumanized factory floor satirized in Chaplin’s “Modern Times.” Pickers holding computerized handsets are perpetually timed and measured as they fast-walk up to eleven miles per shift around a million-square-foot warehouse, expected to collect orders in as little as thirty-three seconds. After watching footage taken by an undercover BBC reporter, a stress expert said, “The evidence shows increased risk of mental illness and physical illness.” The company says that its warehouse jobs are “similar to jobs in many other industries.”

    When I spoke with Grandinetti, he expressed sympathy for publishers faced with upheaval. “The move to people reading digitally and buying books digitally is the single biggest change that any of us in the book business will experience in our time,” he said. “Because the change is particularly big in size, and because we happen to be a leader in making it, a lot of that fear gets projected onto us.” Bezos also argues that Amazon’s role is simply to usher in inevitable change. After giving “60 Minutes” a first glimpse of Amazon drone delivery, Bezos told Charlie Rose, “Amazon is not happening to bookselling. The future is happening to bookselling.”

    In Grandinetti’s view, the Kindle “has helped the book business make a more orderly transition to a mixed print and digital world than perhaps any other medium.” Compared with people who work in music, movies, and newspapers, he said, authors are well positioned to thrive. The old print world of scarcity—with a limited number of publishers and editors selecting which manuscripts to publish, and a limited number of bookstores selecting which titles to carry—is yielding to a world of digital abundance. Grandinetti told me that, in these new circumstances, a publisher’s job “is to build a megaphone.”

    After the Kindle came out, the company established Amazon Publishing, which is now a profitable empire of digital works: in addition to Kindle Singles, it has mystery, thriller, romance, and Christian lines; it publishes translations and reprints; it has a self-service fan-fiction platform; and it offers an extremely popular self-publishing platform. Authors become Amazon partners, earning up to seventy per cent in royalties, as opposed to the fifteen per cent that authors typically make on hardcovers. Bezos touts the biggest successes, such as Theresa Ragan, whose self-published thrillers and romances have been downloaded hundreds of thousands of times. But one survey found that half of all self-published authors make less than five hundred dollars a year.

    Every year, Fine distributes grants of twenty-five thousand dollars, on average, to dozens of hard-up literary organizations. Beneficiaries include the pen American Center, the Loft Literary Center, in Minneapolis, and the magazine Poets & Writers. “For Amazon, it’s the cost of doing business, like criminal penalties for banks,” the arts manager said, suggesting that the money keeps potential critics quiet. Like liberal Democrats taking Wall Street campaign contributions, the nonprofits don’t advertise the grants. When the Best Translated Book Award received money from Amazon, Dennis Johnson, of Melville House, which had received the prize that year, announced that his firm would no longer compete for it. “Every translator in America wrote me saying I was a son of a bitch,” Johnson said. A few nonprofit heads privately told him, “I wanted to speak out, but I might have taken four thousand dollars from them, too.” A year later, at the Associated Writing Programs conference, Fine shook Johnson’s hand, saying, “I just wanted to thank you—that was the best publicity we could have had.” (Fine denies this.)

    By producing its own original work, Amazon can sell more devices and sign up more Prime members—a major source of revenue. While the company was building the Kindle, it started a digital store for streaming music and videos, and, around the same time it launched Amazon Publishing, it created Amazon Studios.

    The division pursued an unusual way of producing television series, using its strength in data collection. Amazon invited writers to submit scripts on its Web site—“an open platform for content creators,” as Bill Carr, the vice-president for digital music and video, put it. Five thousand scripts poured in, and Amazon chose to develop fourteen into pilots. Last spring, Amazon put the pilots on its site, where customers could review them and answer a detailed questionnaire. (“Please rate the following aspects of this show: The humor, the characters . . . ”) More than a million customers watched. Engineers also developed software, called Amazon Storyteller, which scriptwriters can use to create a “storyboard animatic”—a cartoon rendition of a script’s plot—allowing pilots to be visualized without the expense of filming. The difficulty, according to Carr, is to “get the right feedback and the right data, and, of the many, many data points that I can collect from customers, which ones can tell you, ‘This is the one’?”

    Bezos applying his “take no prisoners” pragmatism to the Post: “There are conflicts of interest with Amazon’s many contracts with the government, and he’s got so many policy issues going, like sales tax.” One ex-employee who worked closely with Bezos warned, “At Amazon, drawing a distinction between content people and business people is a foreign concept.”

    Perhaps buying the Post was meant to be a good civic deed. Bezos has a family foundation, but he has hardly involved himself in philanthropy. In 2010, Charlie Rose asked him what he thought of Bill Gates’s challenge to other billionaires to give away most of their wealth. Bezos didn’t answer. Instead, he launched into a monologue on the virtue of markets in solving social problems, and somehow ended up touting the Kindle.

    Bezos bought a newspaper for much the same reason that he has invested money in a project for commercial space travel: the intellectual challenge. With the Post, the challenge is to turn around a money-losing enterprise in a damaged industry, and perhaps to show a way for newspapers to thrive again.

    Lately, digital titles have levelled off at about thirty per cent of book sales. Whatever the temporary fluctuations in publishers’ profits, the long-term outlook is discouraging. This is partly because Americans don’t read as many books as they used to—they are too busy doing other things with their devices—but also because of the relentless downward pressure on prices that Amazon enforces. The digital market is awash with millions of barely edited titles, most of it dreck, while readers are being conditioned to think that books are worth as little as a sandwich. “Amazon has successfully fostered the idea that a book is a thing of minimal value,” Johnson said. “It’s a widget.”

    There are two ways to think about this. Amazon believes that its approach encourages ever more people to tell their stories to ever more people, and turns writers into entrepreneurs; the price per unit might be cheap, but the higher number of units sold, and the accompanying royalties, will make authors wealthier. Jane Friedman, of Open Road, is unfazed by the prospect that Amazon might destroy the old model of publishing. “They are practicing the American Dream—competition is good!” she told me. Publishers, meanwhile, “have been banks for authors. Advances have been very high.” In Friedman’s view, selling digital books at low prices will democratize reading: “What do you want as an author—to sell books to as few people as possible for as much as possible, or for as little as possible to as many readers as possible?”

    The answer seems self-evident, but there is a more skeptical view. Several editors, agents, and authors told me that the money for serious fiction and nonfiction has eroded dramatically in recent years; advances on mid-list titles—books that are expected to sell modestly but whose quality gives them a strong chance of enduring—have declined by a quarter.

    #Amazon

  • A Dark Consensus About Screens and Kids Begins to Emerge in Silicon Valley - The New York Times
    https://www.nytimes.com/2018/10/26/style/phones-children-silicon-valley.html

    SAN FRANCISCO — The people who are closest to a thing are often the most wary of it. Technologists know how phones really work, and many have decided they don’t want their own children anywhere near them.

    A wariness that has been slowly brewing is turning into a regionwide consensus: The benefits of screens as a learning tool are overblown, and the risks for addiction and stunting development seem high. The debate in Silicon Valley now is about how much exposure to phones is O.K.

    “Doing no screen time is almost easier than doing a little,” said Kristin Stecher, a former social computing researcher married to a Facebook engineer. “If my kids do get it at all, they just want it more.”

    Among those is Chris Anderson, the former editor of Wired and now the chief executive of a robotics and drone company. He is also the founder of GeekDad.com.

    “On the scale between candy and crack cocaine, it’s closer to crack cocaine,” Mr. Anderson said of screens.

    Technologists building these products and writers observing the tech revolution were naïve, he said.

    “We thought we could control it,” Mr. Anderson said. “And this is beyond our power to control. This is going straight to the pleasure centers of the developing brain. This is beyond our capacity as regular parents to understand.”

    He has five children and 12 tech rules. They include: no phones until the summer before high school, no screens in bedrooms, network-level content blocking, no social media until age 13, no iPads at all and screen time schedules enforced by Google Wifi that he controls from his phone. Bad behavior? The child goes offline for 24 hours.

    “I didn’t know what we were doing to their brains until I started to observe the symptoms and the consequences,” Mr. Anderson said.

    #Addiction #Education #Ecrans #Enfants

  • iSad : an #upgrade or ’hang on’ dilemma
    https://hackernoon.com/isad-an-upgrade-or-hang-on-dilemma-5be394651f20?source=rss----3a8144eabf

    iSad: an upgrade or ‘hang on’ dilemmaSitting on the fence for two years till #apple gave me a gentle pushI first felt the need to upgrade my #ipad on Sep 13, 2016, the day iOS 10 launched. That was when I finally accepted that Apple wasn’t going to give any more OS upgrades for my iPad 3. However, there wasn’t anything really serious lacking in my iPad to justify upgrading to an expensive new iPad. Besides, my iPad and I have been together for six years now. So I’m pretty attached to it, and didn’t really feel good about breaking up with it. So I decided to hang on to it, till I got a good deal on the latest iPad model.But this turned out to be a neverending cycle. The more I waited for a price drop, the closer I got to the launch of the newer iPad model, and the more I felt like waiting a bit (...)

    #obsolescence #battery

  • Think Big, Use Gratitude to Change Your Attitude, and Carry Your Dreams With You
    https://hackernoon.com/think-big-use-gratitude-to-change-your-attitude-and-carry-your-dreams-wi

    Nir’s Note: This guest post comes from Brendan Kane who has built technology for MTV, Paramount, Taylor Swift, Rihanna, and the NHL. In this article, Brendan describes how he reprogramed the way he views the world using little more than his iPhone and iPad to find happiness.We all have the power to change our lives and find happiness. I know this because I found ways to reprogram my inner circuitry and change my perspective of the world to ultimately find happiness. A few simple steps inserted into my daily routine dramatically improved my life and helped me feel more happy, joy, and fulfillment. Surprisingly, many of my new rituals were made possible using the technology I carry with me every day.Think Big“Because the people who are crazy enough to think they can change the world are (...)

    #life-lessons #business #startup #tech #entrepreneurship

  • Your Analytics Lies to You
    https://webperf.ninja/2017/analytics-lie

    “It is common for my clients to focus their attention on flagship devices from Apple and Samsung, “because all of our customers have them”. Unfortunately your analytics is coming up short again. For one, GA will group all iPhone models into a homogenous ‘iPhone’ device; it does the same with iPads. How can you develop a solid device lab when you don’t know which of the eleven iPhone models generate the most traffic?”

    #GoogleAnalytics_analytics_browser_marketshare_clevermarks

  • Early Facebook and Google Employees Form Coalition to Fight What They Built - The New York Times
    https://www.nytimes.com/2018/02/04/technology/early-facebook-google-employees-fight-tech.html

    SAN FRANCISCO — A group of Silicon Valley technologists who were early employees at Facebook and Google, alarmed over the ill effects of social networks and smartphones, are banding together to challenge the companies they helped build.

    The cohort is creating a union of concerned experts called the Center for Humane Technology. Along with the nonprofit media watchdog group Common Sense Media, it also plans an anti-tech addiction lobbying effort and an ad campaign at 55,000 public schools in the United States.

    The effect of technology, especially on younger minds, has become hotly debated in recent months. In January, two big Wall Street investors asked Apple to study the health effects of its products and to make it easier to limit children’s use of iPhones and iPads. Pediatric and mental health experts called on Facebook last week to abandon a messaging service the company had introduced for children as young as 6. Parenting groups have also sounded the alarm about YouTube Kids, a product aimed at children that sometimes features disturbing content.

    #Economie_attention #Addiction_technologique

  • Russian voters offered chance to win iPhones for polling station selfies | World news | The Guardian
    https://www.theguardian.com/world/2018/jan/10/kremlin-russia-election-entices-voters-iphones-polling-station-selfies

    Très fort les russes.

    ttps ://i.guim.co.uk/img/media/78c0ad58d93dd4bbc6b069bf975a434198e8d983/348_299_3721_2232/master/3721.jpg ?w=1200&h=630&q=55&auto=format&usm=12&fit=crop&crop=faces%2Centropy&bm=normal&ba=bottom%2Cleft&blend64=aHR0cHM6Ly91cGxvYWRzLmd1aW0uY28udWsvMjAxNi8wNS8yNS9vdmVybGF5LWxvZ28tMTIwMC05MF9vcHQucG5n&s=c7dafd73d2a8d4a58b77faa6df86e81a

    The Kremlin is on a drive to ensure a high turnout in the presidential election in March by offering iPhones and iPads for the best polling station selfies.

    The unusual move is part of a plan by the administration to create a “holiday-like atmosphere” on voting day, Russia’s RBC media outlet reported, citing a leaked Kremlin document. Famous sportspeople, comedians, actors and bloggers will help promote the “Photo at the Polls” competition.

    Other polling station attractions are likely to include family games such as guess-the-word, footballing skills tests, and non-binding referendums on issues of interest to schoolchildren and their parents, RBC said.

    #russie #communication #marketing #opération_commerciale

  • Colgate Smart Electronic Toothbrush E1 with Artificial Intelligence uses ResearchKit, is Apple store exclusive
    http://appleinsider.com/articles/18/01/09/colgate-smart-electronic-toothbrush-e1-with-artificial-intelligence-us

    Designed with the help of dentists, the Colgate Smart Electronic Toothbrush E1 features real-time sensors and artificial intelligence algorithms to detect brushing effectiveness in 16 zones of the mouth.

    The Colgate Connect app is integrated with Apple ResearchKit, and connects to an iPhone or iPad with Bluetooth. It features a 3D brushing coach to create a custom oral care routine for the user while encouraging better brushing habits.

    “Connected health devices like the new Colgate Smart Electronic Toothbrush provide a valuable opportunity to enable people to monitor their health and wellness,” said Colgate-Palmolive Chief Technology Officer Dr. Patricia Verduin. “Using Apple ResearchKit to expand the boundaries of oral care is a testament to Colgate’s drive to create innovative solutions that help people take better care of themselves.”

    The Colgate Smart Electronic Toothbrush will be available for Recommended Retail Price $99.95 USD beginning January 9 in the US exclusively at Apple.com and in select Apple Stores.

    The toothbrush itself was designed by Kolibree, the same company that debuted the Magic Toothbrush on Monday that uses augmented reality to gamify children’s oral hygiene.

    #Intelligence_artificielle #Bullshit #Brosse_à_dent

  • ’Our minds can be hijacked’: the tech insiders who fear a smartphone dystopia | Technology | The Guardian
    https://www.theguardian.com/technology/2017/oct/05/smartphone-addiction-silicon-valley-dystopia

    “One reason I think it is particularly important for us to talk about this now is that we may be the last generation that can remember life before,” Rosenstein says. It may or may not be relevant that Rosenstein, Pearlman and most of the tech insiders questioning today’s attention economy are in their 30s, members of the last generation that can remember a world in which telephones were plugged into walls.

    It is revealing that many of these younger technologists are weaning themselves off their own products, sending their children to elite Silicon Valley schools where iPhones, iPads and even laptops are banned. They appear to be abiding by a Biggie Smalls lyric from their own youth about the perils of dealing crack cocaine: never get high on your own supply.

    #addiction #smartphones #dystopie #attention

  • A King’s Orders To The U.S. Navy – gCaptain
    http://gcaptain.com/kings-orders-u-s-navy-avoid-excess-detail-orders-instructions

    In the wake of the USS John S. McCain incident. “Every Captain in the whole military industrial complex received multiple emails demanding better ship handling from every officer.” said one pilot.” The USNS xxx’s Master said he got over 20 of them… forwarded and cc’d around the globe, covering everyone’s butt.” Another pilot said “I’ve seen these emails. Some are broad but many contain detailed lists of actions that should be taken by crews. None contain anything that will prevent the next collision at sea.”

    Most mariners will shake their heads in disgust at this #C.Y.A. mentality but few will flag them as dangerous. Which they most certainly are.

    In the short term, C.Y.A. messages send the clear message that mistakes will not be tolerated. The authors of these emails often believe they are doing good by keeping the men on their toes and focused on the problems at hand. They are partly correct, C.Y.A. messages do narrow a crew’s focus. These signals focus the mind on problems – not solutions – they also induce stress and fear and repress original thought. A watchstander needs to approach heavy traffic with plenty of rest, a clear mind and the ability to engage the problems ahead intuitively… not worried about his career and the possibility of being hit by another ship.
    […]
    #Intrusive_leadership becomes especially dangerous when dictated by leaders who lack training and experience at the helm of a ship. The Secretary of the Navy is a USMC Aviator. Chief Of Naval Operations, Adm. John Richardson, is a submarine commander. Vice Chief of Naval Operations Adm. Bill Moran, is an aviator. Adm. Scott Swift, the commander of the Navy’s Pacific Fleet and the man selected to fix the problems, is an aviator.

    In the wake of the USS Fitzgerald incident the small handful of senior U.S. Navy leaders with shipboard experience, like Adm. Michelle Howard, were not dispatched to Japan – where her indomitable leadership might have found solutions – but to ribbon cutting ceremonies in Europe.

    Joseph Konrad éditeur de gCaptain reste en pointe…
    Il appelle à la rescousse les grands anciens (directive du 21/01/1941)…
    #cover_your_ass

    And that person is a man with significant watchstanding experience aboard ships, Admiral Ernest J. King, USN, Commander in Chief of Naval forces in WWII.

    7. The corollaries of paragraph 6 are:
    (a) adopt the premise that the echelon commanders are competent in their several command echelons unless and until they themselves prove otherwise;

    (b) teach them that they are not only expected to be competent for their several command echelons but that it is required of them that they be competent;

    (c) train them — by guidance and supervision — to exercise foresight, to think, to judge, to decide and to act for themselves;

    (d) stop ‘nursing’ them;

    (e) finally, train ourselves to be satisfied with ‘acceptable solutions’ even though they are not “staff solutions or other particular solutions that we ourselves prefer.”

    • Dans une US Navy qu’il décrit comme étant commandée essentiellement par des aviateurs – et un sous-marinier, des hommes, blancs, Joseph Konrad déplore le non recours à l’expérience maritime (de navigation et de commandement à la mer) d’une amirale, femme, afro-américaine qu’on préfère employer à inaugurer les chrysanthèmes en Europe…

      Michelle Howard — Wikipédia
      https://fr.wikipedia.org/wiki/Michelle_Howard

      Michelle Janine Howard, née le 30 avril 1960 sur la March Air Reserve Base (Californie), est une amirale américaine. Elle est la première femme afro-américaine à commander un navire militaire (1999), première femme à devenir amiral quatre étoiles, à devenir femme vice-chef des Opérations navales (2014-2016), à diriger l’United States Naval Forces Europe (depuis 2016) puis l’Allied Joint Force Command Naples (depuis 2016).

    • Mêmes conclusions ici. Avec extension à la dépendance globale de la société aux technologies…

      USS Fitzgerald and USS John S. McCain Mishaps Reveal Vulnerability | Observer
      http://observer.com/2017/08/navy-uss-john-s-mccain-collision

      First, neither the Naval Academy nor OCS produces naval officers qualified to fill seagoing billets without further training. The Surface Officer Warfare School that conducted this preparation was eliminated and ensigns were sent to sea in large numbers. Commanding officers and distance learning means were put in place to conduct this training. That did not work.

      Technology is also a culprit. The bridge of a modern warship is loaded with super technology. Radars and sonars have been augmented with infrared sensors and night vision devices. Computers navigate by GPS (global positioning system) and alert watch standers of potential dangers of collision or when in restricted waters. Seaman’s eye and good seamanship have been partially replaced by technology. As a result, traditional mariners’ skills have atrophied.

      Each of the services faces potential similar problems mandated by judgments at the time that made sense given the pressures and demands. These institutional decisions have vulnerabilities of their own. For example, American military forces are entirely dependent today on the network and GPS that provide the life’s blood of C3I (command, control and intelligence) to logistics and from firing precision ordinance against the enemy to supplying cheeseburgers and smart phones to forward operation bases.

      Similarly, society at large is dependent on the Internet, cell phones and electronic everything from depositing money in banks to paying bills and having intimate conversations with friends. Cyber attacks and hacking are the most well known disrupters that exploit these vulnerabilities.

      The Pentagon is well aware of many of these vulnerabilities. Naval officers are oiling ancient sextants to navigate by the sun and stars. Soldiers and marines are reading maps instead of iPads. And “distributed operations” that assume the “net” no longer works are being practiced.

      Given that the other services may face issues similar to the Navy’s, the Pentagon would be well advised to conduct a major review of these potential vulnerabilities created by institutional choices. Two topics are less visible although possibly more important. The first has to do with preparing flag and general officer for higher command and geopolitical and strategic issues. The second has to do with civilian control of the military.

    • Maybe today’s Navy is just not very good at driving ships
      https://www.navytimes.com/news/your-navy/2017/08/27/navy-swos-a-culture-in-crisis

      In the wake of two fatal collisions of Navy warships with commercial vessels, current and former senior surface warfare officers are speaking out, saying today’s Navy suffers from a disturbing problem: The SWO community is just not very good at driving ships.

      The two collisions — and a total of 17 sailors lost at sea this summer — have raised concerns about whether this generation of surface fleet officers lack the basic core competency of their trade.

      The problem is years in the making. Now, the current generation of officers rising into command-level billets lacks the skills, training, education and experience needed to operate effectively and safely at sea, according to current and former officers interviewed by Navy Times.
      […]
      For nearly 30 years, all new surface warfare officers spent their first six months in uniform at the Surface Warfare Officer’s School in Newport, Rhode Island, learning the theory behind driving ships and leading sailors as division officers.

      But that changed in 2003. The Navy decided to eliminate the “SWOS Basic” school and simply send surface fleet officers out to sea to learn on the job. The Navy did that mainly to save money, and the fleet has suffered severely for it, said retired Cmdr. Kurt Lippold.

      The Navy has cut training as a budgetary device and they have done it at the expense of our ability to operate safely at sea,” said Lippold, who commanded the destroyer Cole in 2000 when it was attacked by terrorists in Yemen.

      After 2003, each young officer was issued a set of 21 CD-ROMs for computer-based training — jokingly called “SWOS in a Box” — to take with them to sea and learn. Young officers were required to complete this instructor-less course in between earning their shipboard qualifications, management of their divisions and collateral duties.

      The elimination of SWOS Basic was the death knell of professional SWO culture in the United States Navy,” Hoffman said. “I’m not suggesting that … the entire surface warfare community is completely barren of professionalism. I’m telling you that there are systemic problems, particularly at the department head level, where they are timid, where they lack resolve and they don’t have the sea time we expect.

    • The chickens come home to roost’ - the meaning and origin of this phrase
      http://www.phrases.org.uk/meanings/chickens-come-home-to-roost.html

      The notion of bad deeds, specifically curses, coming back to haunt their originator is long established in the English language and was expressed in print as early as 1390, when Geoffrey Chaucer used it in The Parson’s Tale:

      And ofte tyme swich cursynge wrongfully retorneth agayn to hym that curseth, as a bryd that retorneth agayn to his owene nest.

      The allusion that was usually made was to a bird returning to its nest at nightfall, which would have been a familiar one to a medieval audience. Other allusions to unwelcome returns were also made, as in the Elizabethan play The lamentable and true tragedie of Arden of Feversham, 1592:

      For curses are like arrowes shot upright, Which falling down light on the suters [shooter’s] head.

      Chickens didn’t enter the scene until the 19th century when a fuller version of the phrase was used as a motto on the title page of Robert Southey’s poem The Curse of Kehama, 1810:

      Curses are like young chicken: they always come home to roost.

      This extended version is still in use, notably in the USA.

      The notion of the evil that men create returns to their own door also exists in other cultures. Buddhists are familiar with the idea that one is punished by one’s bad deeds, not because of them. Samuel Taylor Coleridge revived the imagery of a bird returning to punish a bad deed in The Rime of the Ancient Mariner, 1798. In the poem the eponymous mariner kills an albatross, which was regarded as an omen of good luck, and is punished by his shipmates by having the bird hung around his neck:

      Ah! well a-day! what evil looks
      Had I from old and young!
      Instead of the cross, the Albatross
      About my neck was hung.

  • Apple aims to get an iPad in the hands of every hospital patient
    https://techcrunch.com/2017/07/16/apple-aims-to-get-an-ipad-in-the-hands-of-every-hospital-patient/?ncid=rss
    Apple has made great strides in health in the last few years and if it gets its way, there will be an iPad in the hands of every hospital patient.

    It’s already started with a smattering of hospitals around the U.S. including Jacobs Medical Center at UC San Diego, MetroSouth Medical Center in Chicago and about a year ago at Cedars-Sinai in Los Angeles.
    #gafa #santé

  • The influence of access to eReaders, computers and mobile phones on children’s book reading frequency
    http://www.sciencedirect.com/science/article/pii/S0360131517300489

    Regular recreational book reading is a practice that confers substantial educative benefit. However, not all book types may be equally beneficial, with paper book reading more strongly associated with literacy benefit than screen-based reading at this stage, and a paucity of research in this area. While children in developed countries are gaining ever-increasing levels of access to devices at home, relatively little is known about the influence of access to devices with eReading capability, such as Kindles, iPads, computers and mobile phones, on young children’s reading behaviours, and the extent to which these devices are used for reading purposes when access is available. Young people are gaining increasing access to devices through school-promoted programs; parents face aggressive marketing to stay abreast of educational technologies at home; and schools and libraries are increasingly their eBook collections, often at the expense of paper book collections. Data from the 997 children who participated in the 2016 Western Australian Study in Children’s Book Reading were analysed to determine children’s level of access to devices with eReading capability, and their frequency of use of these devices in relation to their recreational book reading frequency. Respondents were found to generally underutilise devices for reading purposes, even when they were daily book readers. In addition, access to mobile phones was associated with reading infrequency. It was also found that reading frequency was less when children had access to a greater range of these devices.

    #lecture #livre_numérique #enfants