A splash page first spotted by TechCrunch on Square’s website shows a demo of the service, which for now is available only to invited users. The demo shows that a registered user only has to send an email to the payment recipient with the dollar amount of the transfer in the subject line and pay@square.com in the CC field to complete a transaction. According to the page, you can email money to any debit card. An accompanying FAQ reveals that all transactions will cost the sender 50 cents a pop, but the recipient pays nothing.

We reached out to Square to get more details on the mysterious service, but the company isn’t revealing any more details for now. “We’re excited to share Square Cash with our friends,” a Square spokesperson said via email. “We’ll continue to invite others to try it out in the coming weeks.”

Of course, Square is a bit late to the party given that PayPal has dominated this space for a decade, while other companies like Braintree’s Venmo have been filling whatever gaps PayPal left in mobile peer-to-peer payments. The major banks all have their own email transfer services, and just last week at I/O, Google announced its intention to dive head first into the same market by adding Google Wallet support to Gmail. Square might just be another peer-to-peer payments setup, but it’s building up a consumer following thanks to Square Wallet (and Starbucks, which will help it distinguish its cash service form others.

Speaking of Google, the search giant revealed a sunset date of Nov. 20 for Google Checkout, a service it’s been promising to shut down for two years. Google has long intended to fold Checkout’s on-screen instant payment technology into Wallet. Google finally announced that transition at I/O last week.

In a blog post, Google said it would continue to support U.S. merchants that have their own payment processing technology with its new Wallet Instant Buy system. For customers who don’t have their own payment processing, Google is working with Braintree, Shopify and Freshbooks to get them up and running on new a new commerce platform.

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The company is looking to use the funding to help commercialize its batteries, which they’re calling Aurora, and Eos Energy hopes to deliver those to the market in 2014. According to a filing, this B round has been under development for over a year, and the company also says in its release that it is already in the process of raising a series C round, too.

Eos Energy is testing out its first batteries with New York utility ConEdison, and the two are using a state grant to install batteries on the New York grid. The company says it also has other utility partners in the works.

Scientists have been working on using air as the cathode for batteries for half a century. A battery is made up of an anode on one side and a cathode on the other, with an electrolyte in between. Air, of course, is abundant, light weight, and doesn’t require a heavy casing to contain it inside a battery cell. Also theoretically air can achieve a high energy density, or amount of energy that it can store.

Eos Energy tech innovation comes from founder and inventor Steven Amendola who discovered a breakthrough with his original design of the bi-directional air cathode that could last for 10,000 cycles (or around three decades). The company has told me that its initial battery could cost $160 per kWh, lasts 30 years and be made up of everyday benign materials.

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Of course, Microsoft has kept mum on what it is going to announce, but there have been a few leaks and reports that give us a good idea on what the new Xbox is going to offer:

A switch to PC hardware and Windows 8

The next Xbox is going to be based on an x86 processor likely made by AMD (for the specs lovers: there have been reports of an 8-core processor running at 1.6GHz CPU with 4MB of L2 cache), and a pretty powerful GPU to make those next-generation games look good. The device is also supposed to run a special version of Windows 8.

Why that matters: Moving away from ARM and closer to the hardware and software of an ordinary desktop PC should make it easier to develop apps for the platform, which could bring even more entertainment services to the platform. There’s also talk that the next Xbox will allow multitasking, which means you might be able to run Skype while you watch a video on Netflix, or watch TV while you do some casual gaming.

A Blu-ray drive

There have been a number of reports claiming that the next Xbox will come with an integrated Blu-ray player. Microsoft didn’t add a Blu-ray drive to its Xbox 360 game console, and instead opted to offer users the option to buy a drive for the competing HD DVD standard – only to pull out of HD DVD when it became obvious that the format had no chance against Blu-ray.

Why this matters: Blu-ray is a nice add-on for Xbox users who want HD movies without having to deal with yet another box in their living room. But it’s also an admission that physical media will still be around for some time, especially considering that high-quality movie downloads and bandwidth caps don’t mix all that well.

Live TV, courtesy of your cable box

Leaks of key documents about the next Xbox’s hardware have shown that the device will come with two HDMI ports: One to connect the Xbox to your TV, and one to connect your cable box to the Xbox. That’s the same setup used by Google TV and the latest Slingbox, and it allows Microsoft to access your live TV programming and overlay it with its own programming guide, widgets and apps.

Why this matters: Microsoft wants users to always consume TV through the Xbox — even if the actual TV programming comes from traditional cable, and not an Xbox Live app. This shows how important TV has become for the Xbox, but the somewhat cumbersome setup also goes to show how complicated it is for even someone like Microsoft to get access to the content that matters most to consumers.

No little sibling

Last year, rumors surfaced that Microsoft was going to offer two separate Xboxes: A full-blown game console, and a lighter and cheaper device that would focus on video and TV viewing and only offer casual gaming. It now looks like we won’t see that Xbox mini any time soon.

Why this matters: A cheap, and lightweight companion device like the Roku or the Apple TV could be a good way for Microsoft to address new audiences. But getting these devices right is challenging, which is one of the reasons why the existing Xbox 360 and PS3 have been so much more popular than any of the streaming boxes.

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The Pacific Northwest National Laboratory has completed a study that comes up with two ways to use compressed air technology to store wind energy in underground chambers, the national lab said Monday. The two ways both use data and computer modelling to figure out the best sites that could successfully bank wind energy to be used at a later time.

Compressed air, as its name suggests, makes use of an electrically powered air compressor that sends pressurized air into a storage facility, which can be man-made or an underground reservoir. The pressurized air is let out later to run a turbine and generator to produce electricity. As much as 80 percent of the electricity used to compress air can be recovered when the pressurized air is used to generate energy, the lab said. Power losses are common when converting one form of energy to another.

Power in under ground caves

Utilities in the Northwest have a good reason for taking a look at energy storage technology. Wind power makes up about 13 percent (8.6 GW) of the power supply for the Northwest, the national lab said. Wind power tends to be most plentiful at night, when demand is at the lowest. Storing wind power for use during the day would help utilities meet their customers’ demand and manage their grids, which run smoothly when there is a balance of supply and demand. That prompted the Bonneville Power Administration to work with the lab to look into whether compressed air would be a good fit.

Many U.S. utilities or power producers have done preliminary studies or even pilot projects to check out different types of energy storage technologies, including various types of batteries. Often their regulators require them to gradually increase the amount of renewable energy they supply to their customers. Wind and solar have been popular choices, but they don’t generate a steady supply of electricity around the clock. Here is where energy storage comes in handy to help utilities manage their supply and demand.

The researchers were looking for two suitable underground sites for storing compressed air. They used data from gas exploration in Washington state and a computer model that simulates the flow of fluids underground. The idea is to see how much air a site can hold and how easy it’d be for the air to be harvested for power generation. For the study, an ideal underground storage would be at least 1,500 feet deep and 30 feet thick, and it should be close to transmission lines, the lab said.

Pacific Northwest

They found two locations, a place by the Columbia River, just across from Boardman, Ore., and another one in the Yakima Canyon that is roughly 10 miles north of Selah, Wash.

Sasquatch watches over the lobby of Facebook’s data center in Oregon

The scientists then sketched out two different processes for storing and re-using energy. At the Columbia River location, which is close to a natural gas pipeline, a compressed air storage plant can use natural gas to heat the compressed air and in the process boost the amount of electricity that can be produced.

At the Yakima location, the facility can use geothermal heat to run a chiller, which will in turn cool the air compressor to make it run more efficiently. Geothermal energy also can heat up the compressed air when it’s released from storage.

Bonneville will now take the results of the $790,000 study and do a round of cost-and-benefit analysis to figure out if compressed air makes for a good business case.

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Flickr is getting three big updates. All users will get 1 terabyte of photo storage for free. The site’s s interface is also being redesigned to focus on full-resolution photos — both in photo browsing and in search — rather than words and links. Users will be able to share the full-resolution photos by email, Facebook, Twitter, Pinterest and Tumblr. And, in addition to the iOS app Flickr launched last December, Yahoo is launching an Android app.

Flickr Pro, which had allowed users to pay for more storage space, is going away. “There’s no such thing as Flickr Pro today because [with so many people taking photographs] there’s really no such thing as professional photographers anymore,” Mayer said (though she acknowledged that there are “different skill levels”). There are still a couple of paid options: Users can pay $49.99 a year for an ad-free interface, and can add a second terabyte of data for $499.99 per year. It’s unclear what will happen with existing Flickr Pro memberships that users have already paid for.

On an investor call on Monday morning, Mayer had noted that there are “obvious synergies between Flickr and Tumblr,” but that it’s too early to say what those opportunities will be.

The choice of location for the press conference — a hotel in Times Square — became clear as Mayer announced that Yahoo has taken out a lease for office space at 229 West 43rd Street — the old New York Times building — and will be moving all 500 of its New York-based employees there. Tumblr’s employees, however, will stay downtown at their Union Square office.

New York City mayor Michael Bloomberg took the stage to say the move reflects “what a big player New York has become in the tech industry,” with Yahoo becoming “one of the largest tech presences in the city.” He noted that Tumblr is a “New York-grown company” and that NYC was the first city government to have its own Tumblr.

“Twenty years ago, if you looked out the window, there were plenty of yahoos in Times Square,” he said. “Now the Yahoos here will make an honest living … and help us grow and make our economy stronger.”

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From the press release announcing the findings:

“If a robot just sticks out its hand blindly, or uses motions that look more robotic than human, a person might feel uneasy working with that robot or might question whether it is up to the task,” Katsu Yamane, Disney Research, Pittsburgh senior research scientist explained. “We assume human-like motions are more user-friendly because they are familiar.”

Despite the robot pictured on the Disney page touting this research looking like the mechanical, blue-haired skeleton that haunted my childhood nightmares, its attempts to grab the purse from the person do seem reactive to the human’s gestures, as opposed to the robot just sticking his arm out there and the person having to accommodate it. And that sort of naturalism will be important as we bring more robots into our homes and workplaces.

For example, an MIT group used a dancer’s motions to build a robotic bartender in a quest for naturalism — even though that robot doesn’t interact with people.

Today, designers try to endear robots to us with quirky noises (like R2D2) and maybe light displays or LED faces — anything to help anthropomorphize them. But as robots become more human-looking they can also become more sinister — achieving that same uncanny valley that Disney and other content companies have struggled with in animation. Remember the dead-eyed stars of the Polar Express that you probably couldn’t empathize with? The jerky movements of a home health robot might engender similar feelings — or worse — they may scare people.

Building the natural gestures of the Disney robot took the creation of a hierarchical gesture database that the robot can access as it detects the person passing something to it. In the Disney paper research, the robot is not only able to reach for the handbag, but when the human attempts a fake pass to the robot, the blue-haired monstrosity robot is able to adapt. From the release:

To enable a robot to access a library of human-to-human passing motions with the speed necessary for robot-human interaction, the researchers developed a hierarchical data structure. Using principal component analysis, the researchers first developed a rough estimate of the distribution of various motion samples. They then grouped samples of similar poses and organized them into a binary tree structure. With a series of “either/or” decisions, the robot can rapidly search this database, so it can recognize when the person initiates a handing motion and then refine its response as the person follows through.

Even if you don’t have an opinion on how naturally robots should move, this research brings home the awesome amount of work it takes to build computers and robots that mimic the capabilities of a person. Much like computer visualization, the science of robotic interaction takes a problem the size of a mountain and has to chip it down into grains of sand using a toothpick to find solutions. It’s a testament to human curiosity that people are willing to try.

Also, I expect Disney might be lured by the idea of natural-looking robots roaming its theme parks. My only question is would they be dressed up as characters or working the cash register at the gift stores.

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AT&T’s statement to the Verge on Monday notes that “by mid-June, we’ll have enabled those apps over cellular for our unlimited plan customers who have LTE devices from [Apple, Samsung and BlackBerry].” Besides FaceTime, Samsung and BlackBerry’s pre-installed video chat apps will also be included.

And more will be coming for all of its customers before the end of the year: “Throughout the second half of this year, we plan to enable pre-loaded video chat apps over cellular for all our customers, regardless of data plan or device; that work is expected to be complete by year end.”

When Apple updated its mobile video chat app to work over cellular last summer, AT&T came under fire when it announced subsequently that only customers who subscribed to one of its Mobile Share plans could use it. Several open internet groups threatened to file complaints with the FCC, calling the carrier’s policy a violation of net neutrality. Several months later, AT&T opened the service to anyone with an LTE device.

Based on broadness of the statement, it sounds like video chat apps like Google’s new Hangouts app, available for both iOS and Android, will also be free to operate over AT&T’s network later on this year.

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That’s why a group of researchers from Columbia University and Stanford University developed an algorithm that can do just that, turning those cells into something that resembles your social graph. This lets researchers see how the various cells are related to each other so they know , for example, where to focus cancer treatment and what to track as that treatment progresses.

The idea of representing large or complex data as a graph is nothing new, but it has taken on more prominence thanks to the rise of social media and those ubiquitous social graphs that map out who’s connected to whom. As we highlighted recently, however, graph analysis is becoming more popular outside the realm of social networks, and is being applied to problems that are more complex than just figuring out simple relationships within a network. In cases such as medical research, especially, graphs can provide a very effective way of seeing how potentially hundreds of thousands of data points spanning perhaps hundreds of variables are similar to each other.

That’s exactly what the team at Columbia and Stanford has done with a new algorithm that they’ve demonstrated within the realm of mass cytometry. According to a press release announcing the research (which is available via paid download at Nature Biotechnology):

“The method, called viSNE (visual interactive Stochastic Neighbor Embedding), is based on a sophisticated algorithm that translates high-dimensional data (e.g., a dataset that includes many different simultaneous measurements from single cells) into visual representations similar to two-dimensional ‘scatter plots’ ….

“The viSNE software can analyze measurements of dozens of molecular markers. In the two-dimensional maps that result, the distance between points represents the degree of similarity between single cells. The maps can reveal clearly defined groups of cells with distinct behaviors (e.g., drug resistance) even if they are only a tiny fraction of the total population. This should enable the design of ways to physically isolate and study these cell subpopulations in the laboratory.”

I assume they say similar to scatter plots because the algorithm is analyzing data across more than two dimensions, although the resulting chart is essentially the same (i.e., data points with similar characteristics will form clusters).

The results of viSNE, showing cell densities in diagnosis and relapse samples.

Whether or not they’re technically similar, this research seems similar to what Ayasdi is doing with its new data-analysis software based on a technique called topological data analysis. In both cases, though, the algorithms aren’t necessarily concerned with how data points interact with one another (like in network graphs), but rather what similar characteristics the points share. Ayasdi’s software has been used in cancer research, too, including on datasets spanning hundreds of patients and tens of thousands of variables.

In theory — although not likely in practice considering the complexity of the datasets medical researchers are dealing with — these approaches are similar to clustering approaches that are also popular among data scientists working with web companies. In areas such as e-commerce or email management, for example, where there isn’t a strong social element, companies can broadly break customers into distinct groups based on their behavior or interests.

A sample cluster of MailChimp subscribers.

Of course, curing cancer is a slightly more compelling — and difficult — goal than targeted advertising. The algorithms have to be precise so as not to miss similarities hidden within the mass of data. In the case of viSNE, the researchers say they’ve been able to spot small groups of cells (like 20 out of tens of thousands) that might be able to survive chemotherapy and increase the likelihood of a recurring tumor.

But we probably shouldn’t bee too quick to discount the work that web companies do as somehow less valuable than that of cancers researchers, for example. The big data era arguably started with the web, and web companies have generated some of the most important data-analysis techniques and technologies around today (see, for example, Google’s Jeff Dean, with whom I’ll be speaking at our Structure conference next month). As medical researchers start generating more and more data via cytometry, genome sequencing and even electronic medical records, it will be critical for individuals in all fields to keep track of what data scientists in other fields are doing and figure out how that might apply to their own work.

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Cook will call for a revenue-neutral reform of the corporate tax code that does away with all tax expenditures, lowers tax rates and establishes a “reasonable” tax on companies’ earnings from overseas. It’s not in the planned testimony, but in an interview last week, Cook made it clear that he does not believe that a tax rate of zero is a reasonable number. In his testimony before the U.S. Senate’s Subcommittee on Investigations, he will say that Apple supports this simplification of the tax code despite the likelihood that it will mean Apple’s overall corporate taxes will go up. The current corporate tax system “applies industrial era concepts to a digital economy” and “undermines U.S. competitiveness,” Apple believes.

Before Cook gets into his specific suggestions for fixing how U.S. businesses are taxed on foreign earnings, he’s going to spend most of his time going over why he’s being called to testify in the first place: Apple’s accounting methods. Apple keeps at least $100 billion in foreign earnings outside of the IRS’s grasp because it doesn’t wish to pay the 35 percent tax it would incur by bringing that money home. Many other businesses follow similar practices.

According to the published testimony, Cook will going into detail about how the company accounts for profits earned in the U.S., how investment in its foreign assets is taxed, how it shares R&D costs with an Irish subsidiary and more. (It’ll probably be a snoozefest for everyone except those who get a thrill out of spreadsheets.) Most of it is Cook on the defensive, explaining how what Apple does is within legal limits. Cook plans to assure the committee it’s not cheating on its taxes with any special tricks and “does not have a bank account in the Cayman Islands.”

He will underscore his point about Apple being on the up and up by laying out how much the company pays in taxes. Last year it paid $6 billion in taxes to the U.S. and this year, Cook has said it will pay $7 billion.

Tuesday’s testimony will be Cook’s first appearance before Congress. The company’s tax practices came to light a year ago when the New York Times highlighted some of the methods Apple has used to keep its overall taxes at a minimum.

Update 2:43 p.m. PT: Later on Monday the Senate released the results of its own investigation into the Apple’s tax-paying practices. It found that Apple’s convoluted system of subsidiaries has allowed it to avoid paying $44 billion in U.S. taxes over the last four years. However, it also noted that Apple did not break any U.S. law in doing so, according to a report in the Los Angeles Times. Expect many questions during Tuesday’s hearings about how the company uses its subsidiaries in Ireland to do this.

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While buying Tumblr isn’t necessarily a bad deal for the two companies, as my colleague Mathew Ingram wrote, there’s another photo site out there that might have been an even better deal: Pinterest.

In many ways, Pinterest is also building a mobile-friendly photo site just like Tumblr, but Pinterest is also in the midst of constructing the underpinnings for a potentially much more lucrative native revenue experience. Pinterest is oriented around commerce and consumers craving particular items. That’s good for business.

No, buying Pinterest wouldn’t help Yahoo discover its inner tween. It’s a well-known fact that Pinterest is populated mainly by adult women — not exactly the demographic Yahoo needs to attract. And no, considering Pinterest’s valuation as of its last funding round, such an acquisition probably wouldn’t have come cheap. Acquiring the company would require a much bigger departure from Yahoo’s current mass-market advertising into the world of e-commerce and affliate links. It could be a harder sell to the company’s investors, and a bigger transition for everyone.

But if Yahoo is looking to shell out the big bucks for a site with viral growth, visuals to compete with Facebook, and a devoted community of users, Pinterest might have been the better choice. According to a Pew report in December, out of all online adults (which is basically anyone with an internet connection), just six percent of those people visited Tumblr on a regular basis, compared with 13 percent on Instagram (which isn’t exactly for sale), and 15 percent on Pinterest — only Twitter comes in at 16 percent ahead of the others and behind behemoth Facebook at 67 percent.

Less than a year out of beta, Pinterest is a dominant force on the web; a place where women of all ages collect photos of things that inspire them or things that they want to remember or create. For many, it’s a digital wish-list. And because of that, Pinterest sends huge amounts of traffic to online retailers. To be the intermediary between the people and the stores is a good place to be — you’re a crucial link that drives the sales, without any of the hassle of shipping or orders or user acquisitions that come with e-commerce.

Pinterest CEO Ben Silbermann at the company’s new offices in San Francisco.

Pinterest has no business model in place right now — the site is free to join and for brands to integrate with — but that’s just right now, and it likely won’t last. The company just announced yesterday that it is starting to connect photos of items back to the brands who sell them, and it’s not hard to image how this could play out.

Tumblr does have a business model right now based on ads, and it just started rolling them out on mobile users in April. But the company has been reportedly burning through cash and not yet making a lot of revenue, hoping to bring in $100 million this year. But people are usually pretty unhappy about a free product suddenly peppering them with ads — especially if those ads are dropped into a feed that users have created (just ask anyone how they feel about Facebook ads.) CEO David Karp said at our paidContent event just last month that he wants advertising on the site to be native and unobstrusive.

“We focused on higher up in the funnel, the type of advertising that creates intent,” Karp told us in April. “It gives room for the most creative advertisers to create their best work. I think we’ve started to prove it, and see really good examples of it.”

But that’s a hard nut to crack.

Suddenly, the possible Pinterest model of taking a cut on sales and traffic resulting from users creating digital shopping lists looks a lot less disruptive to the core experience, and potentially more lucrative, than trying to solve mobile display ads for the Tumblr feed. Making money off traffic and sales wouldn’t disrupt Pinterest’s core product, and would generally fit in with the company’s existing user experience, just as promoted tweets are fitting with Twitter’s on both desktop and mobile (a profitable venture so far estimated to bring Twitter $528 million in ad revenue this year.)

So no, buying Pinterest wouldn’t make Yahoo all that hip. But buying the site that has potential to become a strong force in modern, social retail? Seems like a good bet — especially since teens might leave you once Mom joins and you become mainstream.

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Hangouts has taken the place of Google Talk, which is what I use daily to make phone calls via Google Voice. Or at least I used to.

At the moment, users who upgrade to Hangouts on the web lose the ability to make voice calls through the old Google Talk. Incoming Google Voice calls can still be accepted through the new Hangouts, however. It turns out that Google Voice actually is a big part of Hangouts, it’s just not ready yet. Nikhyl Singhal, a product manager for all of Google’s real-time communications services said this on his Google+ page on Monday:

“Hangouts is designed to be the future of Google Voice, and making/receiving phone calls is just the beginning. Future versions of Hangouts will integrate Google Voice more seamlessly.”

Singhal notes that from within Gmail, users can still place outbound Google Voice phone calls, so the functionality is still available; just not yet in the new Hangouts app or the Chrome extension for Hangouts.

On a related note, Hangouts still doesn’t use the open source WebRTC, or Web real-time communications, API that will allow for video, voice and file sharing without the need for plug-ins. Instead, the service is still built upon technology from Vidyo, which clarified the WebRTC situation in a blog post today. Google has confirmed the same to my colleague, Janko Roettgers.

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The latest theory comes from IT pioneer Ted Nelson, who offers a three-part hypothesis – based on the Bitcoin inventor’s intelligence, publishing methods and interests — to show that Satoshi can be none other than Japanese math professor Shinichi Mochizuki.

Nelson’s “deduction” (which Forbes and others have portrayed as more crackpot than convincing) comes weeks after programmer Sergio Lerner published a blog post that claims to show Satoshi has mined a fortune worth of Bitcoins, and that he has spent only a small fraction of it. A related report by The Verge endorses Lerner’s account and says the financial trail provides new clues to help establish Satoshi’s identity.

This “who made Bitcoin?” buzz is a fun parlor game, especially at a time when everyone from serious investors to Homeland Security are clamoring to get a piece of the new currency. But, while many of the guesses are as silly as saying Lewis Carroll is Jack the Ripper, the process also raises the question of whether Satoshi is entitled to be left in peace.

Last week, someone who has corresponded with Satoshi told me he believes the Bitcoin inventor is one person, not three as some suggest, and that he is not Japanese (this is consistent with the Forbes writer’s theory that the pseudonym is a tribute to 1980′s Tokyo cyber-punk culture). I asked him why Satoshi has decided to remain anonymous in the first source.

According to the source, who is a Bitcoin developer and did not want to be named for this story, Satoshi’s motives are not rooted in myth-making or anything sinister. Instead, they reflect a simple desire for privacy and are consistent with the ethos of open-source coders who work on a project out of altruism or interest and then pass it on to others when they want to move on.

If this is the case, then Satoshi is part of a tradition of private people who eschew the spotlight and prefer to let their work speak for themselves. It’s easy to think of others such as Groklaw‘s Pamela Jones (who does heroic work opposing software patents), cartoonist Bill Watterson and literary figures like Harper Lee and Emily Dickinson. Together, these quiet and relatively anonymous figures provide an inspiring counter-narrative to suggestions by Google and Facebook that anonymity is somehow sinister and that our entire selves should be open for media merchandising.

The point is that we may never know the identity of Satoshi Nakamoto — and that’s okay.

(Image by Shutterstock 69195535)

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A bad first quarter is notable for the industry because that’s when it is usually the strongest. The industry added an estimated 445,000 subscribers in Q1 of 2012, and 470,000 in Q1 of 2011. But even with additions from satellite and phone companies, this year’s first quarter was only up around 194,000 – not enough to make up for previous-quarter losses.

From April 2012 to March 2013, the industry lost a total of 80,000 subscribers, according to Leichtman Research. That’s the first time the research company has ever seen subscriber losses over a 12-month-period, leading president Bruce Leichtman to this assessment:

“First-time ever annual industry-wide losses reflect a combination of a saturated market, an increased focus from providers on acquiring higher-value subscribers, and some consumers opting for a lower-cost mixture of over-the-air TV, Netflix and other over-the-top viewing options.”

That’s quite a statement, especially considering that Leichtman has been an outspoken skeptic of the cord cutting phenomenon. In a 2010 New York Times story, he famously called cord cutters “really just a bizarre breed of people, usually in New York or San Francisco, who don’t watch a lot of television in the first place.”

Three years later, he rightfully cautioned that the numbers don’t necessarily point to a “more dramatic near-term market decline,” even though we can expect further losses in Q2. But there’s reason to be nervous, and a closer look at Leichtman’s numbers shows why:

Cable has been bleeding for years, and it’s no surprise to see this continue – even though many had expected a stronger showing for Comcast and Co. But really concerning is the slowing growth in the satellite TV segment, which is where price-conscious consumers have been fleeing to in previous years.

DirecTV added 184,000 subscribers in Q1 of 2011, and 81,000 in Q1 of 2012. This year, it only gained 21,000 new subscribers in the same time frame. Things didn’t look better for DISH, which dropped from 104,000 subscribers in Q1 of 2012 to 36,000 in Q1 of 2013.

That’s a sign that people aren’t just looking for a cheaper pay TV option anymore, but actually want to get rid of the traditional pay TV bundle altogether.

Image courtesy of Flickr user Jason Rosenberg.

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Following the news that Yahoo will acquire social sharing platform Tumblr for a massive $1.1 billion in cash, it’s becoming clear that two of these investing svengalis are Bijan Sabet of Spark Capital, and Fred Wilson of Union Square Ventures. They’re the venture capital rockstars of the social web as their jaw-dropping track records shows — they have been very early investors in companies like Twitter, Tumblr and Foursquare. Wilson was also early to Zynga, Etsy and Kickstarter.

David Karp, Founder and CEO, Tumblr paidContent Live 2013 Albert Chau / itsmebert.com

We’ve seen this pattern before. During the networking boom of the late 1990s, it was Vinod Khosla and Promod Haque of Norwest Venture Partners who scored many of the top deals. Khosla was early to the table with companies like Cerent, Siara and Juniper Networks.

For the first wave of the consumer Internet it was John Doerr who owned it all, and later during the search boom, he and Sequoia Capital’s Mike Moritz led the charge by investing in Google. Similarly, the shift to the social web (or post Web 2.0) has been a happy hunting ground for Wilson and Sabet.

While there are others such as David Sze of Greylock and Jim Breyer of Accel Partners who have found success in social with Facebook, the Sabet and Wilson team has a better on-base percentage. And one of the reasons why these two guys have found gold faster than others is because they are active participants in the social web and invest in what they know.

Sabet, who moved up to number 51 on Forbes’ Midas List in 2013, was described by Tumblr’s founder and CEO David Karp as someone who “lives and breathes,” social media, and as Karp’s “mentor, friend and partner from day zero.” Sabet said in a post this morning that he met Karp when he was 19 and “was immediately taken with his passion and drive to create wonderful things.” His other investments include Twitter, Foursquare, OMGPOP (sold to Zynga for $180 million), and thePlatform (acquired by Comcast), as well as RunKeeper, Boxee, Jelly, Lyft and Stack Exchange.

Wilson, who writes the popular blog AVC, is one of the most winning venture investors thus far in the new century. He rose to number 16 on Forbes’ Midas List in 2013. In addition to Tumblr, Wilson has backed Twitter, Zynga, Etsy, Kickstarter, FeedBurner, Lending Club, Zemanta, ComScore and Tacoda (sold to AOL in 2007).

In a sign of the new power of the New York startup ecosystem, Tumblr is run out of New York, and both Wilson and Sabet are East Coasters — Wilson in New York, Sabet in Boston — but of course spend a lot of time in Silicon Valley. It’s through these two investors, who live across the country from Sand Hill Road, that a major chunk of the web’s leading social brands have emerged.

Pulling out lessons from these master’s investing practices, would be a good topic for a book. But I’ll run through just a couple I see that are obvious. Sabet clearly has an eye for finding the passionate creator founder early, and has an ability to see the future. Wilson has long practiced what he has preached, is utterly immersed in social and has a unique way with words. He writes this morning on his blog about one of the cliches of VC investing: “success has a thousand fathers.”

Clearly Sabet and Wilson are two of the main fathers of this morning’s success story.

Updated at 1:20 PM on May 20, with comment from Fred Wilson. Wilson attributed some of the deals to his Union Square venture partners and says that “investment syndicates are a team.”

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Nnamdi Orakwue, VP of Dell Cloud

The company’s first public cloud partners are Joyent, ScaleMatrix and ZeroLag. The rationale: Dell customers don’t want to be locked into a single cloud vendor and would like assurances that workloads can be moved as needed if their requirements change or their current cloud is not up to snuff. ZeroLag gives Dell a VMware-based cloud option.

There are two takeaways from the news, Nnamdi Orakwue, VP of Dell Cloud, said in an interview on Monday. “First, private cloud success is our bread and butter there our top priority on the open-source side is OpenStack. The second is multi-cloud management and helping our customers deal with it via Enstratius.” The Enstratius management offering supports more than 20 different clouds.

Orakwue acknowledged that Dell’s cloud strategy has been a work in progress. Late last year, the company said its public cloud would be based on OpenStack and would come out a year later than expected. Today’s news changes that.

Dell may add other cloud partners to the mix later and could take an equity stake in some of them. (GigaOM’s Derrick Harris wrote in 2011 that Joyent would be a smart investment for Dell if it’s serious about the cloud biz.)

On the one hand, Orakwue said Dell will be “platform agnostic,” on the other he said OpenStack is clearly its platform of choice on the private cloud side. You have to wonder if that’s a consolation prize for the OpenStack faithful.

Things are heating up on the public cloud front for sure. VMware is expected to re-announce its public cloud platform – which will run in as-yet-unnamed partner data centers — on Tuesday and the whole topic of public, private and hybrid cloud deployments will doubtless come up at GigaOM’s Structure event in San Francisco next month.

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Intel Labs is engaged in a research partnership with wethedata.org, a “hub of conversation, news, and events celebrating innovative communities who are each focused on democratizing data in their own way.” Intel also has contributed to a hackathon for building tools consumers can use to understand publicly available data, and it’s sponsoring the National Day of Civic Hacking for getting people across the country to come up with ways to analyze open data sets.

It’s somewhat surprising for Intel to be pushing for data democratization. Intel chips are at the heart of servers THAT companies and government organizations use to crunch heavy loads of consumer data. And Intel also has come out with its own Hadoop distribution for handling big data.

The sort of rhetoric floating around the Wethedata.org site — “we are the customer, but our data are the product. … How do we regain more control over what happens to our data and what is targeted at us as a result?” — seems more likely to come from a nonprofit or even a government agency than from a collaboration that includes a corporation such as Intel. But that might help explain why the efforts are noteworthy.

Intel isn’t the only one active on this front. Andreas Weigend, a former chief scientist at Amazon.com, often raises the topic with executives in his consulting work with big companies around the world, partly because some data is simply wrong, and consumers ought not be penalized for it. And as the MIT Technology Review article notes, legislators have taken stabs at the issue, albeit with little success so far.

Now that Intel is on board, perhaps more tech companies will join in and the prompt the tide to change. And if that happens, interesting questions would arise, such as how exactly companies would roll out more data on its customers, whether companies should give consumers access to algorithms that factor into decision-making and how much visualization software and other tools should be made available.

Feature image courtesy of Shutterstock user Lasse Kristensen.

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Apple has started introducing trade-in offers that are particularly favorable to students. ZDNet reports:

Students who trade-in their old smartphones while upgrading to an iPhone will get 7,777 rupees (US$144). Non-students will be paid 7,000 rupees (US$130).

That’s in addition to an incentive for customers who use an American Express credit card to buy a new iPhone on a payment plan. Those customers will get 10 percent of their purchase back. Apple doesn’t have its own retail stores in India, but sells through a network of local, authorized retailers, many of whom only sell Apple products.

It’s a bit unusual for Apple to wheel and deal. But the iPhone maker has been tweaking its pricing strategy and incentive offerings in markets where smartphone ownership has only recently begun to take hold. Earlier this year, Apple introduced low and no-interest payment plans for iPhone buyers in India; similar to what it is offering in China. India is a country bearing huge potential — it is an example of what CEO Tim Cook means when he notes the potential of billions of people who have yet to own a smartphone. And as Om noted recently, there are 900 million mobile connections, and so far there are just 2.5 million iPhones in use.

As the iPhone matures especially in established markets, Apple is turning to fast-growing regions whose people are just now joining the smartphone revolution. It knows it can’t sell $600 smartphones to everyone. And so little by little we’re seeing Apple customize its approach to different markets, including selling older model iPhones through carriers, allowing brand-conscious young people to pay for the cachet of the iPhone brand in installments, or reaching customers through deals with local institutions.

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Dijit launched an iPad version of NextGuide last summer, aiming to reinvent the traditional TV guide with universal search for movies and TV content across live TV and iPad apps from Netflix, Hulu, iTunes and others. Users of the app can also define searches for very specific interests and get recommendations for any content related to their hobby or their hometown.

It all makes sense – but I just don’t find myself frequenting the iPad app very much. Maybe it’s the fact that I just don’t feel like I don’t have enough choices for things to watch. Maybe it’s due to my binge viewing habits: while I’m burning through a new show (mind you, burning a very relative term if you have a job and a family), I  don’t look for much else, and don’t need to know what’s on. Or maybe it’s just that the app is a bit too complicated for its own good.

But there’s something about NextGuide’s new web app sibling that is very intriguing. For one thing, it is a lot simpler than the iPad app, and it feels less like you have to turn thousand nobs before you get good results.

But the app also feels a lot more social, thanks to its Facebook integration: Users can easily browse the movies and TV shows any of their Facebook friends have liked on the social network, no matter whether these contacts are using NextGuide or not. The results are displayed in a Pinterest-like fashion, inviting you to aimlessly browse around and check out what your friends like to watch.

Once you find something that catches your interest, you’re able to see which services it is playing on, add it to your own Watchlist or subscribe to email alerts to be notified when new episodes are available online, or on the air. Essentially, it turns your friends’ Facebook likes into your TV guide, and that’s pretty cool. Oh, and you can also compile a list of your own favorites to display to the world.

Pre-populating a video discovery service with data from Facebook certainly isn’t new – but there’s something about this kind of Pinterest-like approach that just invites browsing. And TV fans will appreciate that their friends’ likes, which are otherwise scattered on Facebook, are all brought together in one place.

Sure, there’s still room to improve NextGuide on the web. Recommending the right resources to play content is one of those things. For example, for a show like the Daily Show, it only recommends Hulu, Amazon and iTunes, even though full episodes are also available on the show’s website.

But even with those shortcomings, I have to say that I enjoyed playing with the website, and I can see myself coming back to it much more often than to the app.

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Enthusiast site SamMobile got hold of the Galaxy S 3 software update and even has the file available for download if you have a Galaxy S 3 and you’re feeling particularly adventurous. The site suggests that Samsung is still working on the firmware and will likely include the Galaxy S 4 camera interface. That makes sense to me as Samsung representatives told me the company is trying to standardize the UI between its phones and cameras.

Don’t expect the Galaxy S 3 to see the touch-free gestures found on the Galaxy S 4 though: The latter device uses a special digitizer not found on the older phone. Here’s a partial list of the feature updates found by SamMobile, followed by a short video demonstration showing off the Galaxy S 4 bits running on a Galaxy S 3:

• Android 4.2.2 – Build ID: JDQ39
• New S4 Lockscreen: Multiple Widgets, two Unlock effects (Ripple and Light), improved ripple effect than Android 4.1.2, ability to change clock size and set a personal message
• New Screen modes (From S4): Adapt Display and Professional Photo
• Actionable notifications
• Completely revamped Settings UI (Tabbed interface – Exactly like the S4)
• Addition of Voice controls (Let’s you control various parts of the phone using voice commands – Galaxy S4 feature)
• New S-Voice (from S4)

The software update is expected next month, although that could change based on feature additions and testing by Samsung. What surprises me — in a good way — is that Samsung is doing this at all. Early on, the company wasn’t known for delivering Android updates too quickly. And instead of keeping the best features on the Galaxy S 4, possibly enticing some to upgrade early from a Galaxy S 3, the company is improving the experience on the older model.

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President and COO George Mathew says the company’s mission is to be a one-stop shop for statistical analysis. It wants to be the one place where analysts and data scientists can blend their data, model it on it and then visualize it. Often, he noted, that same process might require two or three separate products.

Another feature that Alteryx hopes will set it apart is its collection of prebuilt models in what the company calls an analytics gallery. Users can share their own work or find models others have built for tackling similar issues. Alteryx also offers up its own pre-formatted datasets for analysis, often public data such as the U.S. census.

“The canvas for creating an analytics application should never be blank for the analyst when they’re getting started,” Mathew explained. They often need to understand external data as well as their internal data, so Alteryx’s software gives them easy access to it.

Because it’s based on the R statistical-programming language, heavy R user Walmart has been able to transition some workloads to Alteryx when employees need an easier user experience. McDonald’s uses it to analyze data about franchisees and about its growth strategy in China, and Bloomin’ Brands (parent of company of Outback Steakhouse and other restaurants) is using it to help build menus that take into account what diners in various parts of the country prefer to eat. Nine of the 10 leading top wireless providers providers are also users, Mathew said, trying to blend actual call data with traditional sources such as customer service data.

Mathew compares Alteryx’s current growth as analogous to software-as-a-service applications like Salesforce.com in the CRM space, or even Tableau in the traditional business-intelligence space. In a business world increasingly driven by at least the idea of big data, one might expect any vendor pushing a more consumer-like purchase and consumption experience to get interest from companies tired of dealing with legacy software or never wanting to experience it in the first place.

“The disruption that’s happening is creating a new space for ourselves,” Mathew said, “without having to go head to head, frankly, with the a status quo out there.”

Feature image courtesy of Shutterstock user ramcreations.

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Now the two have decided to merge and build the mother of all delivery and takeout portals. The companies said combined GrubHub and Seamless will have a presence in more than 500 cities and more than 20,000 restaurant clients. In 2012, the companies said they processed a combined $875 million in gross food sales, bringing in $100 million in revenue (though neither has taken the unusual step of accepting Bitcoin as payment like competitor Foodler.)

The companies didn’t reveal any financial terms of the deal, nor did they unveil a name for the combined the company. GrubHub co-founder and CEO Matt Maloney will become CEO of the merged entity, while Seamless CEO Jonathan Zabusky will become President.

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“Part of our strategy here is to let Tumblr be Tumblr,” Mayer said. In fact, Tumblr CEO David Karp wasn’t on the morning’s call: He was at an all-team meeting. (“Instead of calling his all-company meetings ‘all-hands,’ he calls them ‘all-team,’”Mayer noted. “I think in the future we’ll call meetings at Yahoo ‘all-team’ meetings.”)

“When you look at the best and most-successful billion-dollar acquisitions in the tech space — eBay and Paypal, Google and YouTube — there’s a meme that emerges,” Mayer said. “The best acquisitions…allow the two brands and the two products and services to evolve somewhat separately.”

Yahoo has “well over” 700 million users, Mayer said, while Tumblr has 300 million — but these audiences overlap so little that the companies can count their combined user base at over a billion.

The difference in user demographics, Mayer acknowledged, means there’s “a type of user that will always prefer Tumblr and may never come to Yahoo” — and that’s fine. Yahoo can “provide search seamlessly in the background” for Tumblr, but it could be existing and future Yahoo users that benefit most from the Tumblr acquisition: “As we pull Tumblr content into our news feeds and our media experiences, it will cause the core Yahoo properties to become that much more interesting and that much richer,” leading more users to the site even if they are from “very different [demographic] profiles from people coming to Tumblr.”

Tumblr users should get ready for more ads

Tumblr will remain a separate site, but that doesn’t mean its users won’t notice a few changes — particularly on the advertising front. “There’s a number of different places where we think we can monetize in a way that’s meaningful and really additive to the user experience,” Mayer said. Tumblr is already including a few ads in its dashboard, but ”we would like to look at that and understand how we can introduce ads — a very light ad load where the impact is really created because the ads fit the user’s expectation and follow the form and function of the dashboard.”

In addition, Mayer said that Yahoo might allow individual Tumblr users to enable ads on their blogs, “but that would always be done with the blogger’s permission.”

So what about Tumblr CEO Karp’s well-known dislike of advertising? “David talks wistfully about the ads that he saw as a child, that would make him want to go see a movie or own a particular type of car,” Mayer said. “He says the current state of internet advertising doesn’t aspire to be as good as the content itself. We think that should change…we’re aligned in those ideals. When you hear us talk about native ads, where the ads are every bit as good as the content, and maybe even make the content better — that’s what we are aiming for. We want the ads themselves to create that aspirational feel that, for example, television ads or movie ads do.”

So, uh, what about Flickr?

In 2005, Yahoo acquired photo-sharing service Flickr. That acquisition, long before Mayer’s time, is widely viewed as a big failure — one that ruined the Flickr experience because Yahoo tried to integrate it, then largely abandoned it.

On Monday afternoon, though, Yahoo is expected to announce updates to Flickr. Could we see a resurgence in that platform, as part of Yahoo’s new “don’t-screw-it-up” acquisition philosophy? Mayer was cautious: “In terms of how Tumblr evolves, it really depends on the creators,” she said. But when it comes to Flickr, “I think it is noteworthy that a lot of the posts on Tumblr are graphical. There’s some obvious synergies between Flickr and Tumblr, in that regard,” and it’s “probably something we’ll turn our attention to in the future. Flickr could provide great storage for albums or slideshows, things like that. We’ll see.”

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While Microsoft Windows 8 tablets have generally been sized at 10.1-inches or larger, the company is rumored to be working on a smaller Surface tablet. That would mean it relaxed the hardware requirements an allow for a device such as the W3, which will offer an optional keyboard to help with text input. Will the market support these smaller slates?

I’m not sold on the full Windows 8 Pro experience on such a small device. Yes, the formerly-known-as-Metro touch interface should be fine — quite good, in fact — on the Iconia W3; after all, the same design is great on smaller screens using Windows Phone 8. The bigger challenge is the Windows desktop and legacy app support, which is one of the three major points Acer calls attention to: “The Iconia W3 comes with Microsoft Office so you can edit Word, Excel and PowerPoint docs on the go,” for example.

With the 1280 x 768 resolution, running Office and other apps designed for Windows will present a challenge to most. The smaller screen and relatively lower resolution means smaller touch points, for starters. For maximum productivity in the desktop environment, a mouse will be the better option because the Windows 8 Desktop environment is similar to the Windows desktops of yesterday. Simply put, while Metro has evolved for touch and smaller screens, the Windows desktop hasn’t.

I could be wrong about this, but I do have a few years of experience that tells me it’s not likely. I used 7-inch touchscreen tablets running Windows XP and 7 on several UMPCs, often as a full-time computing device.

It took a ton of patience to make the systems work because apps weren’t designed to fit and run on them. These were the precursors to netbooks, and to a degree that’s what the Iconia W3 reminds me of: A cross between a modern UMPC and a netbook. Like those devices, Acer is using an Intel Atom to power the W3.

I’m sure to hear contrary opinions on this, but what would make the W3 more appealing would be for the tablet to run only the Metro interface and apps. (Ironically, none of the W3 product images even show the desktop, which I think is telling.) Of course, Microsoft doesn’t offer a Windows 8 license with just that part of the platform. I wish it did and did so at a reduced price since one would give up access to legacy Windows apps. In that case, and at the right price, I’d be far more interested in the W3.

Sure, one could buy the device and simply ignore the desktop completely. But you’re paying for it in the product price, which includes the cost of a Windows 8 Pro license. If Microsoft wants to allow partners to make small tablets, a better strategy would be to go Metro only at a lower license cost and truly embrace the touchscreen tablet market.

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“[T]he launch of the pay model is the most important and most successful business decision made by The New York Times in many years. We have around 700,000 paid digital subscribers across the company’s products so far and a new nine-figure revenue stream that is still growing.”

Thompson added that media pundits predicted that the Times’ subscription model, which is based on a so-called “metered paywall,” would be a disaster when it launched in 2011. Since then, he noted, it’s become a standard for the rest of the newspaper industry. ”In modern media, you could make the case that the best way forward is to listen carefully to what the industry has to say and then do the exact opposite.”

Thompson also equated disruptions in the news business to what’s happening in other industries, like high tech and car rental, and said that risk-taking is the secret of America’s culture of innovation and entrepreneurship.

Commencement speeches are, by nature, restricted to this sort of soaring stuff. A skeptic, however, might note that the New York Times‘ digital subscription model has already begun to plateau and that the company is still shedding ad dollars and assets. Likewise, Thompson, who arrived from the BBC only months ago, still has to prove he can run an institution that isn’t supported by mandatory contributions from the public.

But the tone of Thompson’s speech is the right one, and it’s welcome to see the New York Times waving its banner not just in the safe halls of Columbia’s journalism school but among the MBA crowd as well. If you want to read more of what he said, here’s a longer excerpt:

The American news business is living through revolutionary times. For The New York Times, which I joined six months ago, it means catapulting the Grey Lady into a world very different from the one in which she spent her first century and a half: multimedia, multi-platform, multi pretty much  everything.

There are some things we’re not going to take risks with. The quality, authority and accuracy of our journalism. Our values, including the time-honoured but still vital tradition of keeping our journalism independent from the commercial interests of the company. In the age of so-called ‘native’ advertising in which the boundary between editorial and commercial content is more and more frequently blurred, that tradition of maintaining a clear line between the journalism and the business of The New York Times is more important than ever.

But we will not secure the future of The Times without the kind of bold innovation – in products and services, in
business-model – which is intrinsically and necessarily risky. Two years ago The Times launched a new digital pay model, essentially asking users of The Times on digital to do what more than a million print users of the newspaper were already doing, which is to pay a regular subscription in return
for extensive access to our journalism.

The consensus among the experts was that it wouldn’t work, was foolhardy in fact and not needed. People just weren’t prepared to pay for high quality content on the internet and, besides, wasn’t digital advertising enough – wouldn’t it grow until, just as with print advertising in the golden age of physical newspapers, it alone was enough to support America’s newsrooms?

In fact the launch of the pay model is the most important and most successful business decision made by The New York Times in many years. We have around 700,000 paid digital subscribers across the company’s products so far and a new nine-figure revenue-stream which is still growing. Much of the rest of the US newspaper industry is now following suit. And developing this pay model, launching a suite of new subscription products to attract additional new subscribers, is central to our plans for the future

What’s interesting, though, was that initial widespread skepticism. It won’t work. It’s mad. They’re barking up the
wrong tree.

In many ways, the thing that gets disrupted in a disruptive age is the conventional wisdom. Wherever you end up, in this country or abroad, starting your own business or joining an established company large or small, you’ll bump into conventional wisdom and all the apparently excellent advice that flows from it. But the definition of a disruptive age is one in which the discontinuities outnumber and overwhelm the continuities and in which predictions based on the past or the smooth projection of current trends into the future frequently prove unsound. Conventional wisdom tries valiantly to keep up, to recalibrate in the light of recent developments, but because it cannot foresee transformational breakthroughs or the kind of behavioral and business-model pivots which digital technology makes possible, it never can.

Take my industry. The movies are finished. TV advertising is dead. Exactly what happened to music will happen to TV. Nobody wants news anymore. No one will ever pay for anything on the internet. Not just said, but said widely and widely believed. And – for the most part and within the time horizon which the prophets themselves were suggesting – just plain wrong.

All of the strategically successful things I’ve been involved in – whether a set of new TV channels or developing the BBC’s digital on-demand service, the i-Player – have had this thing in common: that, at the point of launch, pretty much everyone not involved in the project has agreed that it was going to be a total disaster. In modern media, you could make the case that the best way forward is to listen carefully to what the industry has to say and then do the exact opposite.

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The challenge of analyzing massive data sets has spurred a hotbed of creativity in open-source communities. While some of these are more novel than innovative, hindsight has taught us that open source succeeds in the enterprise when it meets relatively mundane challenges like security, reliability, manageability and cost-efficiency.

Enterprises need a platform to ingest, store and process data that is open and extensible but also robust and high-performing. Committed to developing Apache Hadoop as that platform for the long-term, Intel is adding value to these essentials.

• First, we focused on bolstering security with hardware capabilities available today. In the Intel Distribution for Apache Hadoop, we built in file-based encryption in HDFS, accelerated up to 20 times with Intel AES-NI. We also launched Project Rhino to offer a common framework for authentication, authorization and auditing across key Hadoop projects.

• Optimizing performance was another focus, and we achieved up to 8.5 times faster Hive queries, adaptive data replication and optimization for SSD.

• We’re also making secure, high-performing Hadoop clusters easier to manage. By simplifying deployment and monitoring, automating configuration with Intel® Manager, and enabling Hadoop across multiple data centers, we’re taking the complexity out of Hadoop deployments.

While foresight is rarer than hindsight, we predict that this is the right approach for enterprises which are harnessing big data for the long haul.