Last month, at Gartner Symposium, we introduced the concept of digital humanism. This concept emerged after reflecting on the profound philosophical considerations that will be driven in an era of digital business.
Digital business will require us to orchestrate a vast array of sensors, data, and devices into impactful new systems. The manner in which we conduct this orchestration will ultimately be value-driven. And we believe there are two value systems that we must choose from.
The first is digital machinism. In this value system, people and organisations are seen to benefit from technology through automation. That is the ongoing dilution or removal of peoples’ direct involvement in activities and processes. The other value system is digital humanism. Digital humanists specifically seek opportunities, through technology, to redefine the way people can achieve their goals or to enable people to achieve things they didn?t previously believe possible.
Examples are ultimately the best way to illustrate a point. So, let me turn your attention to a recent presentation by Prasad Setty, Vice President of People Analytics & Compensation at Google.
In the presentation, Setty talks about one of his department?s first efforts at a applying a data and analytics approach to HR decision making. Their target was the process used to determine the bi-annual promotions of its engineers. After very careful analysis, they developed an algorithm that resulted in what he claims had a 90% accuracy rate for 30% of promotion cases.
This is a perfect example of digital machinism. The very purpose of this project was to automate the promotion process by dramatically reducing people?s role in it. The exchange for the loss of individual control was a reportedly higher level of decision accuracy.
Now, if ever there was an audience you think would warmly embrace an algorithmic approach to HR decisions it would be the very Google engineers whose professional lives are absorbed turning the world into a mass of algorithms.
The result? Google engineers hated it.
Sweet irony? If that were the end of the story, it would be. But to Setty, and Google?s credit they looked further and discovered that engineers:
??didn?t want to use the model to make decisions for them. They wanted to use it to examine their own decision making process.”
??didn?t want to use the model to make decisions for them. They wanted to use it to examine their own decision making process.”
This is precisely the perspective of digital humanism. Rather than removing people as part of a broader system, we seek to enable them to be a more effective part of it. As Setty pointed out, his ?doh? moment was realizing that his team should be letting people make people decisions.
That realisation, as I see it, can be extended. Let people make decisions. This doesn?t mean that we cease automating. In fact, the digital humanist embraces automation as an important tool to enable people to achieve their goals. But note – automation is a tool. It is not the goal.
The Mobile Application Development Platforms (MADP) Magic Quadrant is one of the more popular reports read by clients. However, mobile development is such a broad space that we can’t cover all the sub-segments of the market in that MQ report. This is why we have recently introduced a couple of Market Guides to address other categories of mobile development products.
One guide is the Market Guide for Mobile Web Adaptation Platforms. Mobile Web adaptation platforms take existing websites and content and adapt them to mobile form factors to create a user experience specifically for the target mobile device. Although these platforms may share some attributes with MADPs, they specifically target websites and Web content to transform to mobile form factors.
Some platforms offer advanced capabilities in transcoding graphics, complex layout adaptation, server-side logic extension, and mobile device feature integration, such as geolocation. Platform providers range from visual development-oriented tools to full development platforms, and many vendors offer end-to-end consulting, design, development and management. Mobile Web adaptation vendors provide a server-based solution via a cloud service for global coverage ? typically leveraging PaaS partners like Amazon or IBM ? while some also permit on-premises deployments.
Another guide is the Market Guide for Rapid Mobile App Development Tools. Most IT groups are unable to keep up with the growing demand for mobile apps within most organizations. Traditional approaches to delivering mobile apps using conventional coding and MADP tools demand skills that are in short supply and result in relatively long delivery times. Alternative, faster approaches are required for rapid delivery by a wider range of people. Tools that meet these needs can be classified as being RMAD tools, a burgeoning market. Users for these tools can come from many areas of an organization, and are not concerned with the intricate details of mobile app mechanics. Their object is to produce useful apps as rapidly and as easily as they might create a presentation using a typical office productivity suite.
A combination of better mobile client technologies, useful integration and communications standards and increasing app demand is driving the emergence of a new wave of tools for developing mobile apps. Many approaches are being taken, including drag-and-drop codeless tools, code generation and orchestration, model-driven development, virtualization, business process mapping, component assembly, app configuration, forms construction and others. Significant innovation is driving this market, and replacing traditional coding approaches, such as native development tools, with more effective rapid mobile app development tools that automatically build the scaffolding around the business processes.
As you can see, there are plenty of options out there for building an enterprise mobile app strategy and portfolio. We expect the mobile market to continue to evolve and innovate at a rapid pace, so stay tuned for more research from our team.
Here at Gartner we have a multitude of inputs that we can use to understand what is on our clients’ minds, and how our research is resonating with those clients. It’s no secret we love data, and whether we are looking at client surveys, focus groups, document page-view metrics, or document “quick-value” scores ? we can get a robust view of what our clients are thinking and what they are working on in terms of their own Supply Chain initiatives.
For most of us though, when it comes to really hearing the “voice of the customer,” nothing comes even close to being out in the field, and meeting with folks to talk about their interests first-hand. I recently attended our Enterprise Supply Chain Leaders Peer Forum event, in lovely Miami, which brought together over 100 senior supply chain leaders from across many industry sectors. In the keynote presentations, we got to hear first-hand success stories from Supply Chain leaders at Diageo, Medtronic, and Seagate about their impressive transformation journies. And we got to spend two invigorating days, looking at Supply Chain best practices along both industry and “key focus area” dimensions.
Based on that experience, for the most recent edition of our Gartner Supply Chain Newsletter, we offered up a cross-section of different Research topics. These were the areas that were really buzzing down in Miami. They included things like performance metrics, Centers of Excellence, visibility, change management, analytics, and network design ? to name a few. The Newsletter (which is only available to Gartner Suppy Chain clients) included a number of research notes that tied directly back to what Peer Forum attendees were talking about. In full transparency, they were also talking about the Alligator Jerky at the snack break table – but sorry, there were no notes on that one!
For those of you who are not clients, we have developed a series of on-demand webinars this year – and some of those webinars also touch on these topics and feature additional research. You can find these at:
(Hint: if you are not a Gartner client, or don’t have a Gartner.com id, you’ll be asked to register. Once at the webinar list, type “supply chain” into the search box for our list of webinars)
Hope to see even more of you at the next Peer Forum!
First, what is Hadoop?
Not so fast, amigos. You don’t just jump into something like Hadoop with half a parachute. You will need to pave a few dirt roads first on your way to the rainbow.
Let’s start with . . . well, how about this: DATA.
As you may have guessed, it’s all about data. Data is the most overused word in marketing and means both everything and nothing. What is it really? Let’s just agree that it is information that is interesting . . . and move on.
To this day, much of the data used by marketers sits in databases, and big companies invest a lot in big data warehouses. These are what we call relational databases, or RDBs, which have been around since the pre-Disco era. In fact, since exactly 1970, when they were first described in a paper by a guy at IBM. They store data in tables with a now-familiar format: each row is a record and various columns are values.
The “relational” part refers to the use of many different tables that can be related to one another, which breaks the thing down into more practical pieces. For example, one table could store a list of digital ad campaigns, days they ran and product names; another table could store the specific offers in ads for each product. If you wanted to get a list of all offers that ran on a particular day, you could write a “query” that calls on both tables. This query is likely written in a language called SQL, which simply means “structured query language.” Its mission in life is to get answers out of RDBs.
Now, there’s nothing wrong with RDBs and data warehouses, and they are not going anywhere. But for marketers, in the past decade or so, they have started needing a little help. The problem — and I’m sure you’ve seen it coming from the county line — is a little thing called: BIG DATA.
Actually, it’s not just big data. It’s the Internet, which enables massive connectivity, making a world of information freely available that wasn’t in town before. There’s also the problem of formats, with data routinely popping up in videos, images, audio, social chatter, social profiles, machine and metadata — all sorts of things that don’t fit neatly into rows and columns, tend to take up a lot more space in memory than names and numbers, and yet contain information of great interest to marketers.
(You could substitute “people” for marketers here and not lose the plot, but — as I’ve said in the past, and continue to insist, — marketers are people.)
In fact, data warehouses can and do house all formats, including cat videos. The problem is not whether they can handle Big Data: they can. The problem is that they are too good, in a sense, for the problem at hand. They are secure, reliable, safe, compliant — and expensive. To scale them up to process deep insights from all the cat videos generated by your brand’s fans would no doubt be more expensive than those videos are worth. As anyone who has used their company’s internal workflow system knows, RDBs are slow and steady. Digital marketers on the other hand favor zippy and sloppy . . . and above all cheap.
There is also the problem of structure. Rows and columns are a beauty to behold, but what are we to do with a bunch of Tweets? What about a klatsch of captions? A list of friends of friends in a social network? Forget about those cat videos. Much of the information we care about these days just isn’t formatted correctly for the RDBs and never will be.
And let’s pause to admire scale here. It’s often underestimated. Real big data is really, really big. For example, we all know what a gigabyte is. We have a few of those on our phone. Imagine a gigabyte is equivalent to the population of your podunk hometown back in rural Iowa, the one you escaped last summer for that internship on Showtime’s most excellent House of Lies. So what’s a terabyte? That is equivalent to the population of the entire Los Angeles metro area. Your typical enterprise data warehouse for a big company can be a terabyte. (Ever hear of Teradata?) When you start talking in petabytes, you’re getting into big data indeed. That’s the equivalent of the entire population of the planet Earth — if it had a lot more people.
You get the idea. It’s not uncommon to encounter SaaS platforms for marketers these days that process petabytes of data. For example, although estimates vary, Google alone churns through more than 25 petabytes per day. Facebook’s daily user logs could be ten times bigger. Obviously, even at much smaller scales, big data is a big headache for your step-by-step, pricey, high-end data warehouse.
What’s a marketer person to do?
One answer is to try something called PARALLEL PROCESSING. Like many things in data and computer science, it’s a concept that sounds more abstract that it is. It doesn’t solve the problem of structure, but it does help with that of scale. Processing a lot of data, piece by piece, takes a long time. Enterprise data warehouse jobs are still sometimes left overnight to finish up. Parallel processing as been around a long time, and the idea here is to break the problem up into smaller pieces, which can be solved simultaneously.
An analogy I owe to United Health Care’s former V.P. of Informatics, Mark Pitts, is this: If you give one person a deck of cards and ask her to find the ace of spades, she has to go through the cards until she hits it. But if you give 52 people one card each and ask the crowd for the ace of spades, the girl with the ace sees it right away. That’s parallel processing.
Okay, so now we’re at Hadoop?! Right?!! Hashtag sigh. Not quite.
Our last step before we reach the depot is MAPREDUCE. Don’t give up. This is interesting. About ten years ago, Google faced a big data problem. (Because it’s Google, it faced this before the rest of us.) As you know, they need to crawl the Internet and index links and keywords and so on, and the Internet grows exponentially. It’s not a trivial problem. They needed a way to apply parallel processing without incurring massive hardware costs — which meant figuring out some way to process huge amounts of information quickly without having to copy it, bring it into a data warehouse, analyze it, report results, and so on.
In 2004, two researchers at Google released a now-famous paper called “MapReduce: Simplified Data Processing on Large Clusters.” (It actually isn’t that hard to read.) MapReduce was designed as a conceptual framework (not a Google product), to allow people to:
Whew. What’s interesting is that Google’s computational problems weren’t all that difficult. The questions it needed to answer were things like, “How many other web pages link back to this URL?” or “How many times does the phrase ‘cat video’ appear in this blog post?” The problem wasn’t super-fancy questions, it was scale, structure, time . . . basically, the mess we see in our digital world.
Google’s paper, by Jeffrey Dean and Sanjay Ghemawat, is rather eloquent here:
“The issues of how to parallelize the computation, distribute the data, and handle failures conspire to obscure the original simple computation with large amounts of complex code to deal with those issues.”
MapReduce was created to “deal with those issues” by formalizing and hiding all those “large amounts of complex code” so that the programmer could focus on the (often simple) question they were trying to answer. It is plumbing, behind-the-scenes, a framework rather than a language or algorithm or product or song. Rather than doing all the RDB things like copying data, structuring it, performing analysis — rather than all that, MapReduce proposed the idea of doing the analysis wherever the data is in little batches and combining the results. It skips the step where data itself is moved around and only moves around code and results.
How does it work? Well, the name is helpful. It’s divided into a “map” phase and a “reduce” phase.
An example? Say you have War and Peace and you want a list of all the unique words in it and a count of how many times each appears. Imagine each page of the book is sitting on a different website somewhere. Your Map function will stroll out to each site simultaneously and sort the words and count them, storing this output in a temporary file. The Reduce function then takes all the temporary files and merges them into an answer.
So the value added by the MapReduce framework is:
As you can sense here, everything in MapReduce’s world is designed to facilitate parallel processing in messy environments where machines break down and connections are lost. In other words, it’s not baroque or luxury, but it gets the job done — pronto!
Now, whether MapReduce itself was revolutionary, or even all that original, is a topic for another day. Google didn’t invent either map or reduce, but Google’s approach certainly made its own life easier and has caught on like you wouldn’t believe.
And now, finally . . . HADOOP!
We’re here. MapReduce itself isn’t a programming language or a technology. To run it, you still need operating systems, web servers, connections, and so on. In order to implement it in the real world, there was a need for some kind of end-to-end solution, preferably open source so it could develop into a standard that could be used and improved by anyone.
Hadoop itself was developed by two engineers, one of whom joined Yahoo, and was inspired directly by Google’s paper. (Hadoop is supposedly the name of one of the engineers’ kids’ stuffed animals, an elephant.) It was adopted by Apache and is today the leading open source big data handling platform. Its development has continued in the past seven years, and we’ll cover some of these developments another time.
For now, it’s enough to say that Hadoop remains true to the MapReduce vision, containing:
In addition to speed, it has the benefit of being a flexible platform that is relatively easy (for a programmer) to pick up. A whole barnload of products and services have arisen on the Hadoop platform, and its various limitations are being papered over.
But combined with cloud services, Hadoop has opened up a new world of rapid processing of reams of unstructured data, and that’s what you need to know, marketers. For now.
So on this Thanksgiving Day in 2014, let us give thanks for the many gifts Hadoop, and MapReduce, have given us. Happy holidays!
Kimberly Harris-Ferrante here:
Changes are unfolding quickly in the insurance industry. Pressures to transform are growing, consumer preferences are steadily shifting, and competition becoming more fierce than ever before in many markets. Digital business model transformation is believed to be the answer by many to meet these new business demands. However, while this is a key tenant to staying competitive, we do not think that this transformation will be easy or not met with new challenges, or that digitalization alone is the only answer to maintain leadership position in the market. To help guide insurers, we have released our 2015 insurance prediction report which highlights 5 key predictions for global life and P&C insurers. These predictions, which address how digitalization will enable improved financial returns, the magnitude and speed of change among insurance consumers, the immaturity of big data within the industry, the security ramifications of internet of things technologies, and the slowing speed of core system replacement projects, will provide guidance for CIOs and IT leaders in building improved IT roadmaps, avoiding pending risks associated with emerging technologies, and help to understand how business transformation will be supported by new IT endeavors. We encourage business and IT leaders alike to review these predictions to update strategies accordingly and compare against 2015 IT investments in order to achieve improved business performance and avoid unnecessary risks.
I have the good fortune of coming off of 2 weeks travel in Australia – attending and supporting our Symposium (Gold Coast, Brisbane), as well as some time in Adelaide and Melbourne visiting customers and prospects. It was a great time – the weather was awesome. I even got to see close up the G20 meeting in Brisbane, which was well orchestrated by the locals and from what I can tell, well received too. Lastly, during my down time, I was able to take in some beach tome and watch an eyeful of international rugby league (I miss so much when in Atlanta). Along with a XXXX or two.
I took in a weeklong of 1-1’s with Symposium attendees (many end users, only 2 vendors) and also a couple of days of customer visits. I thought I would share a mind map of my topics and conversations. So here it is. It is only one representation of what I thought I heard, but I thought it worthwhile sharing. This is what Australian for Information Management is.
I just returned from my, and Gartner’s, final Symposium of the year. Having visited with well over 100 technology providers over the last 6+weeks in Orlando, Barcelona, and Gold Coast; it is easy for me to say that the technology industry has a good future. Whether solving old problems in new ways or creating new business opportunities through innovation, it is clear that the future is bright for firms that focus on customers, address their critical needs or opportunities, and exceed their expectations.
A big theme at the Symposium series this year was Business Moments. Gartner introduced our ideas around Business Moments –transient opportunities that are exploited dynamically- last year, with increased focus and examples this year. Be cautious about your interpretation of “exploited”—this does not mean “take advantage of for the good of you and the detriment of someone else.” By exploited, we really mean an opportunity to use digital technologies to better serve our customers. There is a collection of research (and examples) on Business Moments on gartner.com (clients only).
This year, we linked Business Moments closely to the Digital Humanist Manifesto (see my earlier blog on this topic) as Business Moments are truly human moments. If we “exploit” them for our own good, then customers may revolt. We have to get the balance right.
But what does this mean for technology providers. It means a whole lot. Business Moments are a broad ranging opportunity.
The most interesting thing is that while a Business Moment is transient, the way we handle it often takes time. It some ways, it is like a fast moving car (like the picture below taken from the window of my hotel room in Sydney). The car is only in one spot for an instant—but it still has to get to a destination. Business Moments capture the instant, but require additional activities to get to the destination.
Business Moments will trigger a wide range of activities–things like notifying people, updating systems, kicking off processes, and more. It sounds an awful lot like business process management (BPM), and it certainly poses opportunities for the BPM crowd. It is also a great opportunity for the consulting and services community–as organizations seeking to capitalize on business moments will need helping putting together the systems to get it done. But there are many other opportunities hidden in those moments. Its up to providers to uncover them and help digital businesses. Human factors will be critical as ethnography (detailed observation of behavior)and the related customer experience design will be a critical skill to identify the most important business moments–and the key activities to follow.
Be looking for more on this topic, and how providers can help digital businesses in 2015.
?Tis the season for predictions. At Gartner, we recently published our top predicts for 2015, which included this one??By 2017, 50 percent of consumer product investments will be redirected to customer experience innovations??which I discussed in a recent post.
In addition, Gartner for Marketing Leaders published a few of our own (available to GML clients here). This year, we?re bullish on CX as the new competitive battlefield, the parade of digital assistants, mobile commerce and same day delivery, and the catalysts for new business models.
It?s worth pointing out that some of these predictions will likely stoke both inspiration and fear?since where you stand on disruptions depends upon where you sit.
While, in general, most companies like to think of themselves as at least somewhat innovative, I?d argue that many leaders harbor a few insecurities in this area. According to a report by Strategy& (formerly Booz & Co.), nearly half of us believe that our companies are just marginally effective or average at generating ideas and converting them to commercial opportunities.
How equipped is your company at handling disruption? Or, perhaps more to the point: How equipped is your company at handling innovation?
Consider and apply these five archetypes:
OK, be honest: Have you ever used another company?s name to describe what you do? If so, you may be a me-too company. While there are plenty of examples of highly successful copycats, true fast-followers aren?t simply echoing the playbook of the first mover. Instead, they?re allowing first movers to fund their own educations as they learn to deliver on a similar promise, only better. However, the average me-too company is much less savvy in their unoriginality. Rather than drafting off of the efforts of the first mover, they?re simply copying them move for move. As a sailboat racer, I learned (often the hard way) that you simply can?t win by following the fleet. When you?re behind, you often have no choice but to take a flyer.
Unlike me-too companies, which tend to copy competitors move for move (or tack for tack), these companies engage in a game of one-upsmanship. Or, they become beholden to customer requirements. Both practices can drag you into a cycle of conventional thinking and incremental innovation. These companies focus on operational improvements and incremental feature enhancements, often falling into the trap of a slow death by a thousand cuts. Rather than cultivating big-idea disruptive innovations, these companies focus on sustaining innovations, which rarely lead to the giant leaps that create new markets or rearrange the leader boards.
These companies are like the one-hit wonders that never quite replicated that lightening they once?and only once?trapped in a bottle. These companies often rely on a small number of resident geniuses holed up in an innovation lab, center of excellence or a skunk works operation cleaved off from the mainline business. In doing so, they often unwittingly divide the organization?creating, in effect, a ?cool kids club? responsible for throwing ideas over the proverbial wall to the decidedly less fortunate implementers. Needless to say, these ideas often die on the vine. Xerox PARC is perhaps the most famous example of this phenomenon.
These companies tap into the much-heralded wisdom of crowds, but also recognize that crowdsourcing can turn into an invitation for complaints. Instead, they eschew the bloated suggestion box in favor of a more purposeful approach to crowd sourcing?one driven by themes, tied to goals and objectives, and catalyzed by incentives.
These companies recognize that the best laid innovation pipelines whither without a culture in place to support it. Rather than dividing the company with innovation centers, these companies embrace implementation centers. Where innovation centers tend to divide, implementation centers unify by ensuring everyone shares equitably in both the risk and the reward of commercializing an idea. These companies encourage risk taking and accept failure in the name of continuous experimentation?and they balance sustaining innovation with more disruptive swings for the fences.
OK, your turn: Which one sounds like your company?
I’ve been evaluating digital content solutions for sales processes lately. Amongst the (fairly) recent capabilities coming from these vendors, there are some functions that stand-out:
What the technology does isn’t as meaningful as how the technology is used. I’m seeing an essential difference in how content is shared with customers and prospects. I call the first method virtual-delivery and the second shoulder-to-shoulder delivery. The first method is well known to any sales representative who’s presented the First Call deck via WeEx or run a “we-show-you-your-future” presentation in a conference room. The message is sequential, heavy on Powerpoint messages, delivered to an audience, and is calculated to produce a specific outcome.
The second delivery method– shoulder-to-shoulder– is more common to pharmaceuticals, CPG, and financial services, but it’s relevant in other industries too. Representatives who engage in 1:1 conversations (such as a CPG agent talking with a store owner) are increasingly using digital content to drive the conversation with their prospects. They use tablets to deliver highly dynamic content and short rich-media presentations. The content and the form-factore are well suited to the non-linear pathway that these sales coversations often take. This method is better than the traditional method because it engages prospects immediately, which helps to secure agreement faster. It also gives our prospects the chance to direct the conversation in directions that they require.
Having delivered, and received, my share of sales presentations in the past, I like these new shoulder-to-shoulder technologies. Not of us are content consumption machines, able to internalize long presentations. The new technologies help turn the meeting from merely being a presentation into a conversation, which benefits all of us.
Because the crowd is the essence of Crowdfunding, in examining Crowdfunding sites I always look for indications of crowd activity. I was frequently unpleasantly surprised to find little evidence of a crowd. So much so, that I am now surprised when I do see solid crowd activity. And I?m not talking about advanced near real-time activity like how many contributors on-line now, money contributed so far today, number of projects invested in today, etc. I?m talking the absence of basic information on the size of the crowd and overall results such as ?250 million dollars raised from 3 million people funding 10,000 projects.? This lack of activity visibility is a sad statement and indicates that either the majority of crowdfunding marketplace sites don?t really understand the essence of Crowdfunding or their activity numbers are less than impressive. Either way this is very telling.
And so in the spirit of gamification, I have identified several categories of activity and have ?tagged? each of the sites I?ve examined. My highly subjective categories are Olympian, Athlete, Active, Zombie and Corpse.
Corpse: No vital signs.
Zombie: Some movement but no real signs of life.
Active: Evidence of crowd participation is evident with basic signs of sustained health.
Athlete: The activity shows signs of high performance.
Olympian: Crowd activity is inspiring and sometimes awesome.
Here are the stats from my examination of 50+ sites. Remember that this is based on how they present themselves in their online experience. It indicates their promotion of activity but may not represent actual crowd activity. Performance is also relative to their target crowd.
Olympian = 6%
Athlete = 8%
Active = 22%
Zombie = 46%
Corpse = 14%
The Olympians are KickStarter.com, Lending Club and Prosper.
The Athletes are justgiving.com, RocketHub, youcaring.com and indiegogo.com.
Let me know if this kind of ?Activity Analysis? is important to you and I can expand this coverage.
Después de conocer el nombre del ?Episodio 7?, las burlas del posible significado del título no cesaron. Pero por fin lograron despertar nuestra curiosidad del todo. Como reporta The Verge, Disney liberó el primer tráiler de ?Star Wars: The Force Awakens?, mírenlo acá:Continúa leyendo en ENTER.CODeja un comentario en ‘Star Wars: The Force Awakens’ recibe […]
Este año ya casi termina, y mientras desempolvas los adornos de Navidad, haces cuentas de lo que vas a comprar o a pagar con la prima y preparas la paciencia y los pies para los tumultos decembrinos, los desarrolladores de aplicaciones siguen trabajando. Esta selección de las mejores apps para Android lanzadas a Play Store […]
El año está a punto de acabarse y noviembre nos deja los que se perfilan como los últimos juegos del año para móviles. Desde la Play Store llegan ?shooters? en primera persona, ?defense towers? y títulos de estrategia. Si quieres renovar los juegos que tienes en tu Android, estas son las mejores opciones que aterrizaron […]
Bienvenidos a ENTER al día, estas son las noticias del día más importantes en el mundo de la tecnología y la cultura digital.Continúa leyendo en ENTER.CODeja un comentario en ENTER al día: Windows 10, Google vs Europa y Sony Xperia Z3, 2014 ENTER.CO
Microsoft llevaría a cabo un evento para presentar la Consumer Preview de Windows 10 a finales de enero, de acuerdo con The Verge. En este evento, la compañía podría dar mayores detalles de la plataforma develada en septiembre de este año y podríamos responder algunas de las preguntas que nos quedaron en el tintero después de […]
Existen muchos elementos que incorporan monitores de corazón, como cintas de brazo, correas de pecho y bandas inteligentes. Pero, como reporta Engadget, la moda llega para brindar una nueva opción para las mujeres. Victoria?s Secret lanzó un ‘brassiere’ deportivo que permitirá que conecten sus monitores de corazón a la pieza. Esta es una alianza entre […]
A estas alturas, sea por moda, porque eres ?hipster? o porque realmente tienes una devoción por la música, el regreso al vinilo es un hecho que nadie puede poner en duda. Y si lo cotidiano no es suficiente como prueba, un nuevo informe conocido a través de Mashable, reporta un crecimiento impresionante de las ventas […]
Como les habíamos informado, en mayo el Tribunal de Justicia de la Unión Europea ordenó a Google permitir a los usuarios solicitar el derecho al olvido, el cual implica la supresión de enlaces del motor de búsqueda que contengan información relacionada a alguna persona que no se quiere que esté a la luz pública.Continúa leyendo en […]
Una mala jugada por parte de la red social de 140 caracteres. De acuerdo con un reporte de Re/Code, con la última actualización de la aplicación móvil, Twitter puede saber, rastrear y analizar cuáles son las otras aplicaciones que los usuarios han descargado en sus teléfonos.Continúa leyendo en ENTER.CO2 comentarios en Twitter puede saber y […]
La liga Olimpo de ‘Smite‘, el MOBA de Level Up!, ya está llegando a su fin y cuatro equipos de toda Latinoamérica se verán frente a frente en Argentina para decidir cual es el mejor quinteto de jugadores de ?Smite? en todo el continente. Luego de más de dos meses de competencias los fines de semana, […]
Avenida 15 # 104-30 Of.305 Bogota, D.C., Colombia / PBX (571)467-3939/ 386-0994. Movil (57) 315 331-1740
Miami, FL., E.U. / Phone:(786)467-6722
Copyright 2014. All Rights Reserved.
Designed by ETRADE GROUP SAS.