Let’s face it: Elon Musk is probably a time traveller sent back to help us leave earth behind and achieve the next phase of human evolution. The inventor and entrepreneur issued a minor tweet storm today, in which he detailed a new SpaceX program to test the function of “X-Wing” style grid fins that could help spacecraft navigate upon re-entry after delivering personnel or cargo to an orbiting space station.
Here, in chronological order, are Musk’s own tweets describing the tech, which, also includes an autonomous seafaring drone spaceport platform, to give them a landing pad that can hold its position within three meters’ distance even in the heart of a raging storm.
Testing operation of hypersonic grid fins (x-wing config) going on next flight pic.twitter.com/O1tMSIXxsT
— Elon Musk (@elonmusk) November 22, 2014
Autonomous spaceport drone ship. Thrusters repurposed from deep sea oil rigs hold position within 3m even in a storm. pic.twitter.com/wJFOnGdt9w
— Elon Musk (@elonmusk) November 22, 2014
Base is 300 ft by 100 ft, with wings that extend width to 170 ft. Will allow refuel rocket flyback in future.
— Elon Musk (@elonmusk) November 22, 2014
Grid fins are stowed on ascent and then deploy on reentry for “x-wing” style control. Each fin moves independently for pitch/yaw/roll.
— Elon Musk (@elonmusk) November 22, 2014
The SpaceX reusable rocket program has been progressing with varying results, including an explosion over Texas back in August. While the incident didn’t result in any injury or even “near injuries,” Musk conceded in a tweet that this was evidence that “[r]ockets are tricky.” An earlier test flight from this summer involving an ocean splashdown was considered more successful, proving that the Space X Falcon 9 booster could re-enter earth’s atmosphere, restart its engines, deploy its landing legs and make a touch down at “near zero velocity.”
These new modifications to the rocket should make atmospheric navigation easier, with each fin operating independently to help control the craft’s angle, speed and vector. They also fold up and stow during takeoff, so they don’t add any additional drag. The autonomous spaceports are essentially seafaring landing pads, which can help make sure that re-entering craft are far from any populated areas in the event of any incident, while still providing a stable target for landing and launching spaceships.
All of which is to say, once again, that Elon Musk and everything he does is pretty much amazing. Case in point: This is his last tweet before discussing these new Space X tests:
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Ten years ago, the idea that Colombia would become a burgeoning hub for any dynamic industry beyond its notorious drug trade would have struck most observers as far-fetched.
As recently as the turn of the century, conventional wisdom had it that the tropical, Andean nation was on the verge of becoming a failed state. Fast forward to the present day and Colombia already boasts one of the region’s stronger startup ecosystems, with huge potential upside still waiting to be explored.
By 2018, the government hopes to have 63 percent of the country connected to broadband. And according to 2013 GSMA mobile economy figures, there are already 43.9 million mobile connections and 24 million mobile users in a country whose 47 million people give it the third largest population in Latin America and third largest Spanish-speaking population in the world.
These and other figures are highly encouraging for people looking to tap a rapidly growing market, and it follows that a stronger internal tech culture will also form the groundwork for Colombia’s own aspirations in the field of innovation.
Laying the Foundation
The first stage of the government’s concerted campaign to rebrand Colombia as a technology center involved drawing in IT services with tax incentives and professional training programs. A $6.8 billion industry has taken strong root as a result, with 1,800 software development and IT service companies registered in the country. Looking forward, the hope is that IT, and the investments that went into promoting it, can diversify into a broader innovation ecosystem.
With that in mind, the government has spurred a number of public initiatives to address the lack of venture capital in Colombia, currently the biggest ceiling on startup growth. Founded to support and promote tech innovation and new ventures, iNNpulsa awarded three grants of up to $800,000 in 2013 to investor groups establishing operations in Colombia.
Apps.co is another, more tech-specific, government initiative. By the end of 2014, it’s expected to have awarded $33 million in funding to accelerators and university partnership programs, according to the Atlantic.
Where once there was nothing of the sort, there are now 38 private equity, venture capital or seed funds in the country.
These and other efforts have succeeded in convincing big names like Facebook and Google that a favorable labor market and budding consumer base are worth investing in, with both companies opening permanent Colombian offices in recent years. Where the government’s strategy has so far fallen short, however, is in replicating that sort of international success for homegrown Colombian companies.
Examples of Colombian startups making a similar leap, or achieving sizable exits at all, are few and far between. .CO is easily Colombia’s biggest startup success story, having been acquired by Neustar for $109 million in 2014. But after that, the field gets noticeably thin.
PagosOnline, an online payment platform, and Click Delivery, an online delivery service, have probably come closer than anyone else to following in .CO’s footsteps, and even so, the acquisitions went for a rumored $10 million and $15 million, respectively.
The problem is that, while the startup scene is maturing, the investment economy backing it is still in its beginning stages.
“It’s good to see that the government is willing to stand behind innovation and recognizes that entrepreneurship is the motor of a successful economy,”Michael Puscar, a successful venture capitalist, explains. “But everyone, including the government, recognizes that public funding can’t replace private initiatives in the long run, and especially not in a fast-paced business climate like the kind startups live in.”
Bogota, the Capital
Although there is debate on which Colombian city will eventually emerge as the country’s startup center, Bogota retains the title up until this point. That’s hardly a surprise, of course. The capital is home to the national government, most of the country’s corporate and financial institutions, and the largest and most diverse ex-pat and immigrant community in the country.
Colombia’s most experienced startup founders are from Bogota, including Alex Torrenegra, a serial entrepreneur often talked about as the godfather of Colombia’s startup scene. Torrenegra is the founder of VoiceBunny, a digital voice over marketplace, and one of the few Colombian startup entrepreneurs who has been able to transition to a distinguished international career.
Most importantly, his commitment to sharing insights and leadership with the Colombian startup community have set an encouraging precedent. For years and across all industries, Colombia has been on the losing end of an epic “brain drain” that has sent many of its best and brightest abroad for good. Keeping that talent in the country is a key to unlocking the country’s innovation potential, and Torrenegra had done more than his fair share to set an example in that regard.
Already, we’ve seen a lot of knowledge brought back and put to effective work in Bogota. Looking at notable institutions like HubBOG, a co-working space and incubator led by Rene Rojas which hosts weekly events and activities, Wayra, an accelerator built loosely according to the Y Combinator model, and Endeavor, a non-profit that supports high-impact Colombian entrepreneurs, it’s easy to see the influence that global perspective is having.
Other local leaders include Juan Diego Calle, founder of .CO; Alan Colmenares, considered the heart of Colombia’s startup ecosystem; Catalina Ortiz, CEO of iNNpulsa, Andres Gutierrez and Juan Salcedo, founders of Tappsi; Freddy Vega and Christian Van Der Henst, founders of Mejorando.la, an educational platform that surpassed $1 million in revenue in 2013; Diego Serebrisky, a partner at the Alta Ventures venture firm; and Andres Barreto, who operates government accelerators across the country.
Medellin, The Upstart
Colombians will tell you it’s no coincidence that Medellin won the most innovative city of the year in 2012. Paisas, as its residents are known, are famously business savvy and entrepreneurial–traits that carry as much promise for the future as they have darkness in the past.
The local startup scene still lags behind Bogota, but not by degrees, and the weather and business-friendly atmosphere have given it its own unique dynamic. Medellin today does not have the success stories that Bogota can refer to, but many believe that in the next decade it will become the nation’s tech center. In fact, in 2013 the city government committed $389M over 10 years to technology and innovation.
The center of Medellin’s innovation scene is Ruta N, which is a government organization along the lines of Apps.co and iNNPulsa. Last year, it committed $3 million to the Velum Ventures venture capital firm.
Local leaders include Hernan Jaramillo and Roberto Cuartas, founders of TareasPlus, which raised $1.8 million in venture funding in 2012; Eduardo Quiroz of Ruta N; Esteban Velasco and Esteban Mancusco, founders of the venture capital firm Velum Ventures; Juan Sebastian Franco, head of entrepreneurship at ANDI, the locally founded business association, now the largest in the country; and Eddie Arrieta, co-founder of Espacio.
Medellin is caught in a paradox. Because it doesn’t have success stories, the investor confidence needed to create new ones is low. Public initiatives have done what they can, but the current system is a weak substitute for badly needed private capital.
Although the startup scene is still very much concentrated in Bogota and Medellin, activity is beginning to sprout up in other regions in Colombia.
In Barranquilla, on the Caribbean coast, the startup ecosystem revolves around Koombea and its charismatic founder, Jonathan Tarud. Many of the city startups are helped by the company and its has taken a leadership role in the startup ecosystem, becoming active supporters of events such as Startup Weekend, among others. In Cali, the country’s third largest city, large development companies comprise much of the tech ecosystem.
The government is working to promote activities in other cities, but the high-end spectrum of the Colombian economy in general is limited to a few cities. Expanding the tech scene, in that sense, may be as much a question of broader development as anything else.
Colombia has plenty of work ahead if it wants to assert itself as a legitimate global player. Looking at the bigger picture, though, Colombia does have a number of advantages on that front.
This year, Colombia’s GDP has grown faster than any in Latin America — it’s currently the fourth fastest growing in the world — and inflation, though up from 2013, remains low. Poverty, extreme poverty, and unemployment are all down thanks in part to tech-based programs designed to address inequality, and labor formalization is up.
So, in comparison to the other emerging Latin American tech hubs — Buenos Aires, Sao Paolo, Santiago — Colombia not only has competitive public incentives, but also the general structural growth that attracts immigration.
Brazil, once the darling of global experts, has become mired in economic stagnation. Argentina and Venezuela are approaching crisis conditions, and immigration to the United States is prohibitively difficult. The third-largest Spanish-speaking country in the world, Colombia is essentially fighting for prevalence with Mexico. Unlike Chile, another well-developed country, Mexico has even better relative location to the States than Colombia, but it has an image problem relating to escalating drug violence. By contrast, Colombia is moving toward an end to its 50-year armed conflict.
“At the end of the day, people just want to be here,” says Puscar. “That might sound trivial, but when you’re talking about doing business, it really matters. It’s a great place to live, a great place to visit. The question then is building on what’s already here and letting people know how much opportunity there is.”
Editor’s note: Conrad Egusa is the founder of Publicize.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/htY8OLOz8II/
As Greg Kumparak noted in the TechCrunch review of the Nexus 6, the phone is very large. Too large, in fact, for most humans. Back when it was just a rumor that Google would be picking Motorola to provide the Nexus 6 hardware, and that it would indeed be a monster with a 6-inch display, I lamented the phabletization of the Nexus line before it was even a real thing. Now, I’ve had some time with the device, and while part of me still feels the same, another part has to acknowledge that Google may have gotten it right with a “go big or go home” strategy for this generation of hardware.
For me, and for just about any other everyday user of the Nexus 6, there’s no question that something more akin to the Nexus 5, albeit with just better battery life, a better camera, improved specs and an updated display would’ve been the preferable option. Not least because such an unexciting iteration would probably have been able to keep the cost down, meaning you’d have another great pure Android option at a fraction of the cost of most locked, contract-only devices.
Which is great, insofar as you consider the purpose of the Nexus program to build affordable, easy-to-access devices with ergonomics aimed at suiting the needs of the greatest number of people. Nexus is not a populist program, however – it’s a reference hardware initiative that Google undertook because it wanted to help show OEMs how to get the most out of Android, and because it wanted developers to be able to build for a specific set of criteria that would mostly serve them well when their apps appeared on other Android devices, too.
Some speculate that the Nexus 6 was actually just one of many devices that were supposed to take part in the Android Silver program, which would’ve replaced Nexus devices with hardware from various OEMs that contained a pure version of Android with guaranteed timely updates. That theory suggests that the Nexus 6 is but one of a variety of different kinds of smartphones, some of which would’ve resembled the Nexus 5 more closely, and theoretically been more broadly-aimed devices.
Even leaving that aside, however, the Nexus 6 seems like it fits the Nexus mould – it’s a device that lets Google show off Android 5.0 on hardware that exemplifies some of its best aspects. It also potentially anticipates a future where, rather than a mobile market divided among tablets and smartphones, most consumers prefer a single device with a large display but with all the functions they’ve come to expect in a phone.
In my time testing the Nexus 6, it went from something that I found awkward to use and that would mostly stay home, to a device I’d carry in lieu of a tablet, stowed in a pocket or bag, and that I automatically used two-handed, without thinking about how inconvenient it was to use single-handed. And while it still isn’t for everyone, it might be the Nexus Android needs, in terms of lighting the path forward for what’s coming next in the mobile device market.
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Editor’s note: Braxton Jarrett is the CEO of Clearleap.
In mid-October, HBO dropped a bombshell — albeit a long-rumored one — with the news that it would launch a standalone streaming service some time in 2015. The media and Game of Thrones fans everywhere immediately went into overdrive, analyzing every last one of the scarce details to death (What content will be included? How much will it cost? Should I cancel my Netflix subscription?!!).
CBS’s announcement of its own streaming service just a day later, followed by similar news from its flagship entertainment channel, Showtime, only fueled the frenzy and the general feeling that major changes are underway for pay TV.
Naturally, there were plenty of pundits and industry watchers who were quick to declare this latest development the beginning of the end of cable TV as we know it. And while only time will tell exactly how disruptive these services will be, I think it’s premature to sound the death knell. In fact, I see this as far from a catastrophe for cable; it’s a natural next step.
Over the last several years, we’ve seen companies like Netflix and Aereo start to chip away at the traditional cable model, leading to incremental change across the industry. These latest developments are a clear indicator that the pace of change is about to drastically speed up, and what was once a slow-moving evolution is getting a shot in the arm. Here’s a look what some of the ripple effects will be
A Positive for Pay TV
Contrary to prevailing wisdom, there’s some compelling evidence to suggest that HBO and CBS’s streaming services might actually be a boon for pay TV. As Will Richmond of VideoNuze recently articulated, the simplicity and cost-effectiveness of traditional cable bundles could very well become more attractive to consumers in the face of proliferating streaming services whose fees will start to add up.
What’s more, this could help pave the way for the virtual pay TV services from the likes of Verizon and DISH by helping to raise awareness of other over-the-top (OTT) offerings. Rather than a binary future with cord-cutters on one end and cable subscribers on the other, we can start to see a continuum of behavior take shape, with a middle ground populated by individuals who subscribe to one or two streaming services, along with a lightweight cable package like the one that Comcast rolled out last year.
Intensify MA Activity
There have already been plenty of deals and rumored deals in the cable industry over the last year or so, and this move is likely to add further fuel to the fire as various players look to consolidate their power.
Cable operators will be keen to strengthen their position going into carriage agreements with HBO, while smaller networks that are unlikely to survive outside of a traditional cable package may look to merge in order to stay viable as the industry moves toward more OTT offerings.
Raises Net-Neutrality Stakes
Until now, content providers like HBO and CBS haven’t had to give much thought to net neutrality because the Internet wasn’t their primary mode of distribution. Now, however, they have a vested interest in ensuring that their streaming content reaches consumers quickly and smoothly and will likely pressure companies like Comcast and Time Warner to treat all network traffic equally.
By now most of us are familiar with Reed Hastings assertion that Netflix’s goal “is to become HBO faster than HBO can become us.” Now, finally, HBO has taken a huge step down the path that leads in Netflix’s direction, raising the question of what they’ll do to remain competitive, particularly when most would agree that HBO has the far superior content library.
One potential scenario is for Netflix to seek out partnerships with cable providers. Their content is already distributed via traditional cable packages overseas and to subscribers in some very small markets in the US, so now may be the time for them to start forging deals with the bigger players in order to straddle both worlds. (And indeed, they struck a small limited-run deal with Verizon FiOS late last month.)
There’s also reason to think that this may accelerate partnerships between cable operators and other popular streaming services like Hulu Plus and Amazon Prime.
Only time will tell how exactly these new streaming services will affect the TV landscape, but there can be little doubt that there are indeed major changes on the way. Even if HBO’s offering isn’t a success, which I highly doubt, the mere announcement has caught the attention and imagination of every other content provider, each of whom undoubtedly has an OTT blueprint in some stage of development tucked in their back pocket.
The floodgates have been officially opened, and it’s just a waiting game to see what happens next.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/D5nmIFd3H-4/
Editor’s note: Brian Brown advises startups. He has raised hundreds of millions in venture capital and been a co-founder in a number of startups, including Joyent. Prior to startups, he was deputy editor with the Wall Street Journal Europe.
Raising venture funding may have just gotten a little tougher. A major investor recently announced that venture capitalists are “taking on an excessive amount of risk right now – unprecedented since ’99.”
Marc Andreessen recently said that valuations seemed to be getting “warm.” Add to this the public market jitters, with stocks hitting a two year low last month before bouncing back, and there’s a touch of nervousness in the air.
Given this, it is surprising how startup executives often make a tough task more difficult by ignoring some rules of fundraising. Whatever the market, startups should remember the basics, from the earliest contact to the close.
Venture capitalists like to say that the initial contact is best set up through referrals. That’s a great rule for those lunching on yachts, but for everyone else, a little hustle can make a difference. Referral or not, when you do reach out, do the obvious and make sure that both the investor and her firm are interested in your product area. You wouldn’t send a biology textbook to a literary agent, so don’t send a mobile app to a cleantech firm – if there are any left.
In your note, be clear and brief. It never ceases to amaze me how fantastically bright people craft verbose and convoluted outreach emails. Their long notes to investors who receive hundreds, if not thousands, of pitches are really simple pleas: Reject me. The first sentence or two should inform why this deal can’t be ignored. That’s followed by machine-gunned facts, not opinions, which should make it impossible to not want more information.
Now comes the hard part. You need a really good story. By story, I mean a narrative that crisply explains in a way that makes your product real, showing (not telling) why it’s needed and why it’s going to be big.
As the entrepreneur Santosh Jayaram told writer Michael Malone: You need to tell stories “about your product and how it will be used that are so vivid that your potential stakeholders imagine it already exists…” And few people, he added, have this “real talent.” Malone also noted that Steve Jobs knew this when he explained that Apple’s uniqueness derived from this fact: “It’s technology married with liberal arts, married with the humanities, that yields us the result that makes our heart sing.”
Injecting that art into the technology is a tall order. It is made a little trickier when trying to accomplish it through one of man’s most atrocious inventions: the slide deck.
Most investor pitches, like initial emails, lack clarity and brevity. A marketing executive once told me that none of the 72 slides in his investor deck could be cut. If you’re going beyond 15 slides, then it better be about cold fusion – on second thought, you could probably get funding for cold fusion with one slide. Beyond length, decks often suffer from little organizational structure even as titling and transition slides attempt to camouflage this fact.
At the very least, make sure you’ve covered the basics. What is your thing? What problem is it solving? Explain how it is solving that problem. Is it a nice-to-have or a need-to-have? Is the market big enough?
Venture capitalists can only sit on so many boards to get the returns they need for their limited investors. If your market is too small, or if you can’t get enough of it, you’re toast. Think in b’s not m’s. And don’t give the clichéd comment of “if we could just get 1 percent of this market!”
Give a clean and crisp outline of the competition without withholding data and explaining why you are different in the ways that will make your product the obvious choice. You must have a good explanation of the business model and how the executive team is well-suited to execute on the entire vision.
Finally, be careful about running your mouth. There are only two types of pitch statements: Those that move the deal forward and those that create objections. Talking is not selling. With that in mind, be careful whom you invite to the meeting. I’ve seen plenty of self-important types bloviating on their importance, i.e. chewing up valuable time, irritating investors and creating objections.
Leave a little time at the end – your designated timer can kick your foot to shut up — and ask for concerns or objections. Even if the VC is running for the door, nail him down. And follow-up, whether they do or not.
If you really do all that, you may have a shot at raising, even in the unlikely event that another nuclear winter is looming. And if there is tighter money ahead, it’s probably better to raise earlier, rather than later, if it’s an option.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/igzJrsBOKp0/
Editor’s note: Neha Sampat is CEO of raw engineering and an expert on the enterprise market, with 15 years in product marketing for enterprise software, cloud computing and online experiences for companies like Sun Microsystems and VMware.
In an increasingly digital world, where everything from marketing to RD and customer service is becoming digital, the Chief Digital Officer (CDO) is more important than ever in helping drive company growth and a better connection with customers.
Recently Gartner released its top 10 strategic technology trends for 2015 citing the impact of the digital business shift as a driving force behind these trends. With that, the number of CDO jobs has doubled since 2013 and continues to grow.
The rise of the CDO comes at a time of much industry debate regarding the divide between business and IT. Amid the disconnect between CMOs and CIOs, the CDO finally promises some relief and reconciliation: CDOs understand the digital opportunities – as well as the threats of cutting corners in the interest of time-to-market – and have a solid grasp on both the technology choices and corresponding trade-offs before them.
Where the CMO may be preoccupied revamping the company’s brand by pursuing a viral mobile app, IT may still be struggling with bring-your-own-device (BYOD). The CDO, meanwhile, can think holistically about how a company’s strategy is executed across all digital channels – such as mobile, the Internet of Things (IoT) and an increasingly important SaaS-based web – and can provide insight and recommendations on how to reconcile the digital experience for key target audiences.
Think of the last time you were at a conference or big event, for example…wouldn’t it be refreshing if there was a consistent, continuous experience as an attendee? Yet surprisingly, it is still all too common to have a registration experience that seems completely disconnected from the on-site experience.
If there is a mobile app, it typically doesn’t sync up with any pre-event outreach (nor the post-event follow-up) and is barely relevant to actual on-site behavior and preferences. Despite, or perhaps because of all the different avenues through which event organizers collect and disseminate information, personalization ends up falling short, resulting in a lack of engagement.
The tide is beginning to turn, however. To stick with our example, more and more event teams are replacing cookie-cutter apps and siloed systems, fundamentally rethinking the way an attendee experiences a conference. Done right, a seamless digital experience extends beyond the conference for a continued dialog with attendees on topics relevant to them, long after they have returned to their daily lives. Great CDOs are masters of facilitating this in a non-intrusive manner.
It takes vision, discipline and a thorough understanding of a broad set of technologies to effect digital change. In my experience, technology is rarely the main issue. Rather, it’s about finding the organizational that allows a business to be successful defining and implementing its digital strategy. In most companies, such a will doesn’t come without formal ownership.
A true CDO owns and drives digital strategy across the entire organization and helps it extract value for the business. Anecdotally, this is where startups and smaller companies have an edge, because they typically have fewer traditional (and fewer intuitive) boundaries.
From a technology perspective, CDOs spend a lot of time dealing with the continued impact of the mobile revolution. However, they also realize that companies need to start thinking about every aspect of their business and its digital impact, from mobile application development to managing distribution channels for content via new digital technologies.
How do you engage potential customers and provide a consistent experience across a mind-boggling number of devices, each with their own unique capabilities and restrictions? How do you effectively manage content across channels, especially when they are supported by widely varying technology stacks? And with IoT expected to gain traction over the next 12 months, CDOs have to formulate a plan to embrace the next wave of digital innovation.
Here, too, many startups have the advantage of being born digital and having embraced the latest digital technology to build its internal IT systems. Many startups we work with run entirely on cloud services such as Google Docs, Zoho and Expensify and inherently treat mobile and web channels as equally important. Thinking digital is in their DNA, which leads to an intuitive understanding of digital technology across every member of the team.
LinkedIn already lists some 1,300 CDOs today, but many more digital operating executives lurk right beneath the SEO surface, especially in larger corporations, with titles such as “Chief Media Officer”, “Head of Digital Strategy”, “VP Digital Marketing” or simply “VP Digital”. Look for many of these to be updating and “upgrading” their profiles over the next year.
Just as the CDO role is going mainstream, peer-led events such as the upcoming Chief Digital Officer Global Forum are testaments to a growing community of like-minded professionals. They’re also a great place to mingle with, exchange best practices and, yes, scout for CDO talent.
Featured Image: Bryce Durbin
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