- USB Armory — another Linux-on-a-stick, but this one has some nifty dimensions and security applications in mind.
- Who’s the Boss? — The Elf on the Shelf essentially teaches the child to accept an external form of non-familial surveillance in the home when the elf becomes the source of power and judgment, based on a set of rules attributable to Santa Claus. Excellent deconstruction of ludic malware. (via Washington Post)
- Bezos on Time (Business Insider) — Where you are going to spend your time and your energy is one of the most important decisions you get to make in life. We all have a limited amount of time, and where you spend it and how you spend it is just an incredibly levered way to think about the world. This (he says at 9 p.m. in the office, in a different city from his family!).
Our biggest opportunities as designers and product creators lie in a context-driven approach to designing user experiences.
Editor’s note: This is an excerpt from our recent book Designing Multi-Device Experiences, by Michal Levin. This excerpt is included in our curated collection of chapters from the O’Reilly Design library. Download a free copy of the Experience Design ebook here.We have entered a world of multi-device experiences. Our lives have become a series of interactions with multiple digital devices, enabling each of us to learn, buy, compare, search, navigate, connect, and manage every aspect of modern life.
Consider the hours we spend with devices every day — interacting with our smartphones, working on our laptops, engaging with our tablets, watching shows on television, playing with our video game consoles, and tracking steps on our fitness wristbands. For many of us, the following are true:
- We spend more time interacting with devices than with people.
- We often interact with more than one device at a time.
The number of connected devices has officially exceeded the seven-billion mark, outnumbering people (and toothbrushes) on the planet. By 2020, this number is expected to pass 24 billion. This inconceivable quantity not only attests to the growing role of these devices in our digital lives, but also signals an increasing number of devices per person. Many individuals now own multiple connected devices — PCs, smartphones, tablets, TVs, and more — and they are already using them together, switching between them, in order to accomplish their goals. Ninety percent of consumers use multiple devices to complete a task over time (PDF). For example, shopping for an item might entail (1) searching and exploring options at home on the PC, (2) checking product information and comparing prices in-store using your smartphone, and (3) writing product reviews on a tablet. Eighty-six percent of consumers use their smartphones while engaging with other devices and during other media consumption activities. Read more…
Andreas Antonopoulos urges the Canadian Senate to resist the temptation to centralize bitcoin.
Editor’s note: our O’Reilly Radar Summit: Bitcoin & the Blockchain will take place on January 17, 2015, at Fort Mason in San Francisco. Andreas Antonopoulos, Vitalik Buterin, Naval Ravikant, and Bill Janeway are but a few of the confirmed speakers for the event. Learn more about the event and reserve your ticket here.
We recently announced a Radar summit on present and future applications of cryptocurrencies and blockchain technologies. In a webcast presentation one of our program chairs, Kieren James-Lubin, observed that we’re very much in the early days of these technologies. He also noted that the technologies are complex enough that most users will rely on service providers (like wallets) to securely store, transfer, and receive cryptocurrencies.
As some of these service providers reach a certain scale, they will start coming under the scrutiny of regulators. Certain tenets are likely to remain: currencies require continuous liquidity and large financial institutions need access to the lender of last resort.
There are also cultural norms that take time to change. Take the example of notaries, whose services seem amenable to being replaced by blockchain technologies. Such a wholesale change would entail adjusting rules and norms across localities, which means going up against the lobbying efforts of established incumbents.
One way to sway regulators and skeptics is to point out that the decentralized nature of the (bitcoin) blockchain can unlock innovation in financial services and other industries. Mastering Bitcoin author Andreas Antonopoulos did a masterful job highlighting this in his recent testimony before the Canadian Senate:
“Traditional models for financial payment networks and banking rely on centralized control in order to provide security. The architecture of a traditional financial network is built around a central authority, such as a clearinghouse. As a result, security and authority have to be vested in that central actor. The resulting security model looks like a series of concentric circles with very limited access to the center and increasing access as we move farther away from the center. However, even the most outermost circle cannot afford open access.
Andrew “bunnie” Huang on understanding the interplay between software, hardware, and the existing supply chain.
Editor’s note: this interview with Andrew “bunnie” Huang is an excerpt from our recent report, When Hardware Meets Software, by Mike Barlow. The report looks into the new hardware movement, telling its story through the people who are building it. For more stories on the evolving relationship between software and hardware, download the free report.Andrew “bunnie” Huang has a Ph.D. in electrical engineering from MIT, but he is most famous for reverse engineering the Xbox, establishing his reputation as one of the world’s greatest hardware hackers. He sees an evolving relationship between hardware and software.
“It used to be that products were limited solely by the capability of their hardware. Early radios, for example, had mechanical buttons that acted directly on the physics of the receiver,” says Huang. “As hardware becomes more capable, the user experience of the hardware is more dictated by the software that runs on it. Now that hardware is ridiculously capable — you basically have supercomputers in your pockets that cost next to nothing — pretty much the entire user experience of the product is dictated by the software. The hardware simply serves as an elusive constraint on the user experience.”
Hardware is “a cage,” says Huang, and good software developers learn to work within the constraints of the hardware. “When I work with programmers on new products, I take the first prototype, put it on the desk and I say, ‘Welcome to your new cage.’ That’s the reality. There’s a hard wall. But we try to build the cage big enough so there are options for programmers. A quad core Android phone with a gigabyte of memory is a pretty big cage. Sometimes when programmers feel constrained, they’re just being lazy. There’s always more than one way to skin a cat in the software world.” Read more…
The history of computing has been a constant pendulum — that pendulum is now swinging back toward distribution.
The trifecta of cheap sensors, fast networks, and distributing computing are changing how we work with data. But making sense of all that data takes help, which is arriving in the form of machine learning. Here’s one view of how that might play out.
Clouds, edges, fog, and the pendulum of distributed computingThe history of computing has been a constant pendulum, swinging between centralization and distribution.
The first computers filled rooms, and operators were physically within them, switching toggles and turning wheels. Then came mainframes, which were centralized, with dumb terminals.
As the cost of computing dropped and the applications became more democratized, user interfaces mattered more. The smarter clients at the edge became the first personal computers; many broke free of the network entirely. The client got the glory; the server merely handled queries.
Once the web arrived, we centralized again. LAMP (Linux, Apache, MySQL, PHP) buried deep inside data centers, with the computer at the other end of the connection relegated to little more than a smart terminal rendering HTML. Load-balancers sprayed traffic across thousands of cheap machines. Eventually, the web turned from static sites to complex software as a service (SaaS) applications.
Then the pendulum swung back to the edge, and the clients got smart again. First with AJAX, Java, and Flash; then in the form of mobile apps, where the smartphone or tablet did most of the hard work and the back end was a communications channel for reporting the results of local action. Read more…
Jeff Veen on design teams, flat design and skinny jeans, and full-stack design.
I recently sat down with Jeff Veen, vice president of products at Adobe, and CEO and founder of Typekit. Veen has been a designer for more than 20 years; he is an entrepreneur, writer, cyclist, and lover of burritos. His resume includes Adaptive Path; Wired; WebMonkey; Google; and TypeKit, which was acquired by Adobe. Our conversation covered leadership, hiring designers, and the significance of trends.
Design’s leading role
Design is finally receiving the attention and respect of non-designers. Veen talks about a different dynamic, one in which design plays a leading role in the development of products and services:
“The analogy I always give is that when we started Adaptive Path in 2001, one of our stated values was to have design get a seat at the table, and we meant the board table — like the C level. I feel it is entirely possible to have your own table as a designer and invite other people to have their seats. That is still the exception to the rule, which is probably fine; it probably maps to the wide variety of businesses and products that are out there. But increasingly so, the kind of thinking beind the analytical process and the types of problem solving that designers are particularly good at tends to fit well with the kind of digital interactive, largely consumer-based product development that we’re doing these days.
“I think to embrace design means that you need to populate your company with leadership that has a design background. That is a true signifier — not like, “You know, we should hire a couple of designers. We should spruce up the website,” but really investing in design. Where is the leadership? Where’s the decision-making for the priorities, for the direction and vision of not just the product but the company itself? Where is that embodied? Is it embodied at the same level that a good engineer is? It obviously needs to be. [It’s a sign that] a company understands the value of design.”