Tuesday, June 3, 2014

Google Glass Enters the Operating Room




DURHAM, N.C. — Before scrubbing in on a recent Tuesday morning, Dr. Selene Parekh, an orthopedic surgeon here at Duke Medical Center, slipped on a pair of sleek, black glasses — Google Glass, the wearable computer with a built-in camera and monitor.
He gave the Internet-connected glasses a voice command to start recording and turned to the middle-aged motorcycle crash victim on the operating table. He chiseled through bone, repaired a broken metatarsal and drilled a metal plate into the patient’s foot.
Dr. Parekh has been using Glass since last year, when Google began selling test versions of its device to thousands of handpicked “explorers” for $1,500. He now uses it to record and archive all of his surgeries at Duke, and soon he will use it to stream live feeds of his operations to hospitals in India as a way to train and educate orthopedic surgeons there.
“In India, foot and ankle surgery is about 40 years behind where we are in the U.S.,” he said. “So to be able to use Glass to broadcast this and have orthopedic surgeons around the world watch and learn from expert surgeons in the U.S. would be tremendous.”
At Duke and other hospitals, a growing number of surgeons are using Google Glass to stream their operations online, float medical images in their field of view, and hold video consultations with colleagues as they operate.
Software developers, too, have created programs that transform the Glass projector into a medical dashboard that displays patient vital signs, urgent lab results and surgical checklists.
“I’m sure we’re going to use this in medicine,” said Dr. Oliver J. Muensterer, a pediatric surgeon who recently published the first peer-reviewed study on the use of Glass in clinical medicine. “Not the current version, but a version in the future that is specially made for health care with all the privacy, hardware and software issues worked out.”
For his study, published in The International Journal of Surgery, Dr. Muensterer wore the device daily for four weeks at Maria Fareri Children’s Hospital at Westchester Medical Center in New York. He found that filming rapidly drains the battery and that the camera — which is mounted straight ahead — does not point directly at what he is looking at when he is hunched over a patient with his eyes tilted downward.
He also had to keep the device disconnected from the Internet most of the time to prevent patient data and images from being automatically uploaded to the cloud. “Once it’s on the cloud, you don’t know who has access to it,” Dr. Muensterer said.
Google has yet to announce a release date for Glass, and the company declined to comment on how many of its testers were doctors or affiliated with hospitals. But “demand is high,” said Nate Gross, a co-founder of Rock Health, a medical technology incubator. “I probably get asked every few days by another doctor who wants to somehow incorporate Glass into their practice.”
And already, outside hospitals, privacy concerns have led some bars and restaurants to ban the devices. Legislators have proposed restrictions on the use of Google Glass while driving, citing concerns about distraction. Doctors, too, are raising similar concerns.
The Glass projector is slightly above the user’s right eye, allowing doctors to see medical information without turning away from patients. But the display can also be used to see email and surf the web, potentially allowing doctors to take multitasking to dangerous new levels, said Dr. Peter J. Papadakos at the University of Rochester Medical Center, who has published articles on electronic distractions in medicine.
“Being able to see your laparoscopic images when you’re operating face to face instead of looking across the room at a projection screen is just mind-bogglingly fantastic,” he said. “But the downside is you don’t want that same surgeon interacting with social media while he’s operating.”
Indeed, similar technology has not always had the smoothest results. Studies have found, for example, that navigational displays can help surgeons find tumors, but they can also induce a form of tunnel vision, or perceptual blindness, that makes them more likely to miss unrelated lesions or problems in surrounding tissue. And in aviation, pilots who wear head-mounted displays that show crucial flight information can lose sight of what is happening outside their windshields, said Dr. Caroline G. L. Caowho studies image-guided surgery at Wright State University.
“Pilots can get so focused on aligning the icons that help them land the plane,” she said, “that they miss another plane that is crossing the runway.”
One doctor who does not allow the device in his practice, Dr. Matthew S. Katz, the medical director of radiation oncology at Lowell General Hospital in Massachusetts, said that security and distractions were primary concerns. A doctor wearing Glass could accidentally stream confidential medical information online, he said, and patients might not feel comfortable with their doctors wearing cameras on their faces.
Until Glass has been better studied in health care and equipped with safeguards, Dr. Katz said, doctors should be forced to check their wearable computers at the clinic door.
“From an ethical standpoint, the bar is higher for use in a medical setting,” said Dr. Katz, who is also an outside adviser for the Mayo Clinic Center for Social Media. “As a doctor, I have to make sure that what I’m doing is safe and secure for my patients — ‘First, do no harm.’ Until I am, I don’t want it in my practice.”
Bakul Patel, the senior policy adviser at the Food and Drug Administration’s Center for Devices, said the agency would regulate only those Glass software programs that function as medical devices, the same approach it takes on health applications on hand-held devices.
“The glasses have been on our radar and we’re excited about it,” Mr. Patel said.
Hospitals that are experimenting with Glass say they are doing so very carefully — obtaining patient consent before procedures, using encrypted networks, and complying with the federal regulation that protects patient privacy, known as Hipaa.
Medical software developers say they, too, have security and privacy in mind. Pristine, a company based in Austin, Tex., createdan app that lets emergency room nurses and doctors beam in specialists for consultations. The company plans to sell a customized version of Glass directly to hospitals. It erases Google’s software and configures the glasses with its own Hipaa-compliant programs.

Another company, Augmedix, which has done pilot tests of Glass at medical centers in the San Francisco area, said patients were informed that their doctors would be wearing the device. In a study of 200 cases, only two or three patients asked that their doctors remove it, said Ian K. Shakil, a co-founder of Augmedix.
Some hospitals see Glass as a relatively low-cost and versatile innovation, much like smartphones and tablets, which more than half of all health care providers use to get access to patient data and other medical information.
But hand-held devices are not very useful in the sterile world of surgery. Because Glass is voice-activated and hands-free, it may be particularly well suited for the surgical suite, where camera-guided instruments, robotics and 3D navigation systems have been commonplace for years.
Dr. Pierre Theodore, a cardiothoracic surgeon at the University of California, San Francisco, calls wearable computers “a game changer.”
“In surgery, Google Glass is incredibly illuminating,” said Dr. Theodore, who uses Glass to float X-rays and CT scans in his field of view at the operating table. “It helps you pinpoint what you’re looking for, so you don’t have to shift your attention away from the operation to look at a monitor somewhere else.”
At Indiana University Health, Dr. Paul P. Szotek, a Level 1 trauma surgeon, is developing an app for Glass for use by paramedics.
The app streams a live feed from the glasses to the closest emergency rooms, so that doctors can see accident victims at the scene and give paramedics potentially lifesaving instructions — like when to go directly to a Level 1 trauma center.
“Last year, I lost a lady on the table from a spleen injury that was absolutely survivable because she was taken to a local hospital and then the delay was over two hours to get her to me,” Dr. Szotek said. “With this wearable technology, we’ll be able to assess patients on the scene and decrease the mortality associated with trauma significantly.”
Dr. Szotek met with Google in March to discuss his software, called 1st Sight. He and other Glass-wearing surgeons recently founded a group — the International Society for Wearable Technology in Healthcare — that is holding its first meeting in Indianapolis in July.
At Duke, Dr. Parekh performs back-to-back surgeries on most days, wearing the Glass headset as he moves from one patient to the next.
About six years ago, he founded a charity with the goal of advancing foot and ankle surgery in India. He travels there every year with a team of expert surgeons to hold clinics and training sessions for local orthopedic surgeons.
In January, at a conference in Jaipur, Dr. Parekh performed surgery and used Glass to stream the procedure on his personal website. That day, the site drew in so many visitors from India and elsewhere that it crashed.
“I’ve been even more excited about Google Glass since then,” he said.

Why You Hate Work!!




THE way we’re working isn’t working. Even if you’re lucky enough to have a job, you’re probably not very excited to get to the office in the morning, you don’t feel much appreciated while you’re there, you find it difficult to get your most important work accomplished, amid all the distractions, and you don’t believe that what you’re doing makes much of a difference anyway. By the time you get home, you’re pretty much running on empty, and yet still answering emails until you fall asleep.
Increasingly, this experience is common not just to middle managers, but also to top executives.
Our company, The Energy Project, works with organizations and their leaders to improve employee engagement and more sustainable performance. A little over a year ago, Luke Kissam, the chief executive of Albemarle, a multibillion-dollar chemical company, sought out one of us, Tony, as a coach to help him deal with the sense that his life was increasingly overwhelming. “I just felt that no matter what I was doing, I was always getting pulled somewhere else,” he explained. “It seemed like I was always cheating someone — my company, my family, myself. I couldn’t truly focus on anything.”
Continue reading the main story

White-Collar Salt Mine

A 2013 survey of 12,115 workers worldwide found that many lacked a fulfilling workplace.
70%
Regular time for creative or strategic thinking
Ability to focus on one thing at a time
Opportunities to do what is most enjoyed
Level of meaning and significance
Connection to your company’s mission
A sense of community
Opportunities for learning and growth
Opportunities to do what you do best
Ability to prioritize your tasks
Overall positive energy
Understanding of how to be successful
Ability to balance work and home life
Ability to disengage from work
Comfort in truly being yourself

18%
DO NOT HAVE THIS AT WORK
DO HAVE THIS
66
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33
50
36
50
25
49
35
48
38
47
36
46
36
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40
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Mr. Kissam is not alone. Srinivasan S. Pillay, a psychiatrist and an assistant clinical professor at Harvard Medical School who studies burnout, recently surveyed a random sample of 72 senior leaders and found that nearly all of them reported at least some signs of burnout and that all of them noted at least one cause of burnout at work.
More broadly, just 30 percent of employees in America feel engaged at work, according to a 2013 report by Gallup. Around the world, across 142 countries, the proportion of employees who feel engaged at work is just 13 percent. For most of us, in short, work is a depleting, dispiriting experience, and in some obvious ways, it’s getting worse.
Demand for our time is increasingly exceeding our capacity — draining us of the energy we need to bring our skill and talent fully to life. Increased competitiveness and a leaner, post-recession work force add to the pressures. The rise of digital technology is perhaps the biggest influence, exposing us to an unprecedented flood of information and requests that we feel compelled to read and respond to at all hours of the day and night.
Curious to understand what most influences people’s engagement and productivity at work, we partnered with the Harvard Business Review last fall to conduct a survey of more than 12,000 mostly white-collar employees across a broad range of companies and industries. We also gave the survey to employees at two of The Energy Project’s clients — one a manufacturing company with 6,000 employees, the other a financial services company with 2,500 employees. The results were remarkably similar across all three populations.
Employees are vastly more satisfied and productive, it turns out, when four of their core needs are met: physical, through opportunities to regularly renew and recharge at work; emotional, by feeling valued and appreciated for their contributions; mental, when they have the opportunity to focus in an absorbed way on their most important tasks and define when and where they get their work done; and spiritual, by doing more of what they do best and enjoy most, and by feeling connected to a higher purpose at work.

THE more effectively leaders and organizations support employees in meeting these core needs, the more likely the employees are to experience engagement, loyalty, job satisfaction and positive energy at work, and the lower their perceived levels of stress. When employees have one need met, compared with none, all of their performance variables improve. The more needs met, the more positive the impact.
Engagement — variously defined as “involvement, commitment, passion, enthusiasm, focused effort and energy” — has now been widely correlated with higher corporate performance. In a 2012 meta-analysis of 263 research studies across 192 companies, Gallup found that companies in the top quartile for engaged employees, compared with the bottom quartile, had 22 percent higher profitability, 10 percent higher customer ratings, 28 percent less theft and 48 percent fewer safety incidents.
A 2012 global work force study of 32,000 employees by the consulting company Towers Watson found that the traditional definition of engagement — the willingness of employees to voluntarily expend extra effort — is no longer sufficient to fuel the highest levels of performance. Willing, it turns out, does not guarantee able. Companies in the Towers Watson study with high engagement scores measured in the traditional way had an operating margin of 14 percent. By contrast, companies with the highest number of “sustainably engaged” employees had an operating margin of 27 percent, nearly three times those with the lowest traditional engagement scores.
Put simply, the way people feel at work profoundly influences how they perform. What our study revealed is just how much impact companies can have when they meet each of the four core needs of their employees.
Renewal: Employees who take a break every 90 minutes report a 30 percent higher level of focus than those who take no breaks or just one during the day. They also report a nearly 50 percent greater capacity to think creatively and a 46 percent higher level of health and well-being. The more hours people work beyond 40 — and the more continuously they work — the worse they feel, and the less engaged they become. By contrast, feeling encouraged by one’s supervisor to take breaks increases by nearly 100 percent people’s likelihood to stay with any given company, and also doubles their sense of health and well-being.
Value: Feeling cared for by one’s supervisor has a more significant impact on people’s sense of trust and safety than any other behavior by a leader. Employees who say they have more supportive supervisors are 1.3 times as likely to stay with the organization and are 67 percent more engaged.
Focus: Only 20 percent of respondents said they were able to focus on one task at a time at work, but those who could were 50 percent more engaged. Similarly, only one-third of respondents said they were able to effectively prioritize their tasks, but those who did were 1.6 times better able to focus on one thing at a time.
Purpose: Employees who derive meaning and significance from their work were more than three times as likely to stay with their organizations — the highest single impact of any variable in our survey. These employees also reported 1.7 times higher job satisfaction and they were 1.4 times more engaged at work.
We often ask senior leaders a simple question: If your employees feel more energized, valued, focused and purposeful, do they perform better? Not surprisingly, the answer is almost always “Yes.” Next we ask, “So how much do you invest in meeting those needs?” An uncomfortable silence typically ensues.
How to explain this odd disconnect?
The most obvious answer is that systematically investing in employees, beyond paying them a salary, didn’t seem necessary until recently. So long as employees were able to meet work demands, employers were under no pressure to address their more complex needs. Increasingly, however, employers are recognizing that the relentless stress of increased demand — caused in large part by digital technology — simply must be addressed.
Still, the forces of habit and inertia remain powerful obstacles to better meeting employee needs. Several years ago, we did a pilot program with 150 accountants in the middle of their firm’s busy tax season. Historically, employees work extremely long hours during these demanding periods, and are measured and evaluated based on how many hours they put in.
Recognizing the value of intermittent rest, we persuaded this firm to allow one group of accountants to work in a different way — alternating highly focused and uninterrupted 90-minute periods of work with 10-to-15-minute breaks in between, and a full one-hour break in the late afternoon, when our tendency to fall into a slump is higher. Our pilot group of employees was also permitted to leave as soon as they had accomplished a designated amount of work.
With higher focus, these employees ended up getting more work done in less time, left work earlier in the evenings than the rest of their colleagues, and reported a much less stressful overall experience during the busy season. Their turnover rate was far lower than that of employees in the rest of the firm. Senior leaders were aware of the results, but the firm didn’t ultimately change any of its practices. “We just don’t know any other way to measure them, except by their hours,” one leader told us. Recently, we got a call from the same firm. “Could you come back?” one of the partners asked. “Our people are still getting burned out during tax season.”
Partly, the challenge for employers is trust. For example, our study found that employees have a deep desire for flexibility about where and when they work — and far higher engagement when they have more choice. But many employers remain fearful that their employees won’t accomplish their work without constant oversight — a belief that ironically feeds the distrust of their employees, and diminishes their engagement.
A truly human-centered organization puts its people first — even above customers — because it recognizes that they are the key to creating long-term value. Costco, for example, pays its average worker $20.89 an hour, Businessweek reported last year, about 65 percent more than Walmart, which owns its biggest competitor, Sam’s Club. Over time, Costco’s huge investment in employees — including offering benefits to part-time workers — has proved to be a distinct advantage.
Costco’s employees generate nearly twice the sales of Sam’s Club employees. Costco has about 5 percent turnover among employees who stay at least a year, and the overall rate is far lower than that of Walmart. In turn, the reduced costs of recruiting and training new employees saves Costco several hundred million dollars a year. Between 2003 and 2013, Costco’s stock rose more than 200 percent, compared with about 50 percent for Walmart’s. What will prompt more companies to invest more in their employees?
Pain is one powerful motivator. Often companies seek out our services when they’ve begun losing valued employees, or a C.E.O. recognizes his own exhaustion, or a young, rising executive suddenly drops dead of a heart attack — a story we’ve been told more than a half dozen times in just the past six months.
In a numbers-driven world, the most compelling argument for change is the growing evidence that meeting the needs of employees fuels their productivity, loyalty and performance. Our own experience is that more and more companies are taking up this challenge — most commonly addressing employees’ physical needs first, through wellness and well-being programs. Far less common is a broader shift in the corporate mind-set from trying to get more out of employees to investing more in meeting their needs, so they’re both capable of and motivated to perform better and more sustainably.
THE simplest way for companies to take on this challenge is to begin with a basic question: “What would make our employees feel more energized, better taken care of, more focused and more inspired?” It costs nothing, for example, to mandate that meetings run no longer than 90 minutes, or to set boundaries around when people are expected to answer email and how quickly they’re expected to respond. Other basic steps we’ve seen client companies take is to create fitness facilities and nap rooms, and to provide healthy, high-quality food free, or at subsidized prices, as many Silicon Valley companies now do.
It also makes a big difference to explicitly reward leaders and managers who exhibit empathy, care and humility, and to hold them accountable for relying on anger or other demeaning emotions that may drive short-term results but also create a toxic climate of fear over time — with enormous costs. Also, as our study makes clear, employees are far more engaged when their work gives them an opportunity to make a positive difference in the world.
The energy of leaders is, for better or worse, contagious. When leaders explicitly encourage employees to work in more sustainable ways — and especially when they themselves model a sustainable way of working — their employees are 55 percent more engaged, 53 percent more focused, and more likely to stay at the company, our research with the Harvard Business Review found.
Mr. Kissam, the Albemarle chief executive Tony first met more than a year ago, has taken up the challenge for himself and his employees. He began by building breaks into his days — taking a walk around the block — and being more fully focused and present during time with his family. He now sets aside at least one morning on his calendar every week for reflection and thinking longer term. He has also made it a practice to send out handwritten notes of appreciation to people inside and outside the company.
Mr. Kissam has also championed a comprehensive rethinking of his organization’s practices around meetings, email, flexible work arrangements, conflict resolution and recognition. By the end of 2014 more than 1,000 of his leaders and managers will have gone through a program aimed at helping them more skillfully meet their own needs, and the needs of those they oversee.
“I can already see it’s working,” Mr. Kissam told us. “Our safety record has improved significantly this year, because our people are more focused. We’re trusting them to do their jobs rather than telling them what to do, and then we’re appreciating them for their efforts. We’re also on the right path financially. A year from now it’s going to show up in our profitability. I saw what happened when I invested more in myself, and now we’re seeing what happens when we invest in our employees.”

Birds Leave Nest Involuntarily, and Oakland Fumes!!



OAKLAND, Calif. — It started as a well-intentioned attempt by the United States Postal Service here to rid its trucks of bird droppings: A tree trimmer was hired to prune the lush ficus trees that grow next to the post office’s parking lot, not far from City Hall. But in the course of the job, five baby black-crowned night herons fell from their nests and were injured.
At first there were reports that the birds had been fed into a wood chipper — not true — and from there the story took on a life of its own. Residents and city officials called for avian justice. Bird lovers from France, Romania, Serbia, Sweden, Ukraine and even New Jersey signed an online petition with the headline “Oakland Chainsaw Massacre” that called on the California Department of Fish and Wildlife to press charges against the perpetrators.
They have gotten their wish and more: The tree trimmer, Ernesto Pulido, 26, is staring at a possible federal charge of violating theMigratory Bird Treaty Act of 1918.
“I’m not a gangster,” said a contrite Mr. Pulido, who has visited the bird shelter where the victims are recuperating and voluntarily paid $2,500 for their medical care. “I’m just a guy who’s making a living day to day.”
Since the incident in early May, Mr. Pulido has moved his pregnant wife and young daughter to another house, he said, because he was receiving threats. He added that he loved animals and was raised in Mexico with more animals than people.
But in Oakland, a city that has been rapidly gentrifying, concern for the birds runs very high — higher, some people complain, than concern for the city’s large homeless population. Downtown Oakland has long been known for its high crime rate and gritty urban feel, despite the recent arrival of young people and food lovers, whose presence has prompted some people to call the city “the new Brooklyn.”
Wendy Jackson, executive director of the East Oakland Community Project, which provides housing for the homeless, said that when people help baby birds, “it feels pure to them.” Their attitude toward homeless adults is less charitable: “They think those adults should be able to pull themselves up by their bootstraps,” she said. “Often, that is not possible.”
The United States Fish and Wildlife Service investigated Mr. Pulido, who could face a $15,000 fine and six months in jail, said Jill Birchell, the agency’s special agent in charge of law enforcement for California and Nevada. Her office recommended that the United States attorney’s office charge Mr. Pulido with the lesser penalty of a $1,500 misdemeanor for violating the Migratory Bird Treaty Act: $1,000 for the violation and $100 for each bird. The treaty prohibits injuring migratory birds.
Some people say the situation has descended into absurdity. One of them is Representative Darrell Issa, Republican of California and chairman of the House Committee on Oversight and Government Reform, which oversees the Fish and Wildlife Service. He wrote a letter to the director of the agency questioning its choice to target the tree trimmer rather than the post office and arguing that the decision was “driven by public outcry, as initial reports indicated baby birds were fed through a wood chipper.”
The migratory herons and egrets that nest in the trees by the post office certainly have their local fans. Many people who pass by — though perhaps not under — the trees delight in the barks and swoops of the herons. Residents have adapted to the white droppings that fall on cars, sidewalks and parking meters.
“We have to scrape their guano off with shovels,” said Kristine Shaff, a spokeswoman for the Oakland Public Works Department. “They are valuable wildlife, but they don’t have the same personal habits as people.”
One Saturday last month, Mr. Pulido and his crew were cutting branches when Cat Callaway, a landscaper who lives in the neighborhood, spotted a cherry picker, a wood chipper and newborn herons on the ground. Distraught and “animated,” Ms. Callaway said, she yelled for the workers to stop, saying, “Don’t you know there are birds in there?” She recorded the events — “It worked for the protest movements in the Middle East,” she said — and then alerted wildlife organizations and called the police’s nonemergency number.
Responding to the call, the police researched the law on migratory birds and, arriving at the scene, advised the trimmers that they were not allowed to harm the birds.
When Lisa Owens Viani, a wildlife conservationist, arrived, adult herons were circling the trees and “screaming in distress,” she said. She found the babies hiding under a mail truck. With towels and pet carriers — she came prepared — Ms. Viani “slithered under the truck and scooched them out,” she said.
She delivered five birds to WildCare, a wildlife rehabilitation center in nearby Marin County. There, the herons were given “fluids to stabilize them” and had blood work done “to check for stress levels,” said Alison Hermance, a spokeswoman for the center.
Then they were taken to the International Bird Rescue center in Solano County, northeast of Oakland, which cares for aquatic birds. “They all had bruises and scrapes, and one bird had a fractured mandible requiring surgery,” said Andrew Harmon, a spokesman for the rescue center. The birds are expected to make a full recovery, he said.
Cute and camera-ready, the herons promptly became stars: The rescue center’s live webcam of the birds, with their rock-star spiky, feathered heads, was so popular that the website crashed.
To investigate what had happened, the federal Fish and Wildlife Service, working with the California Department of Fish and Wildlife, interviewed Mr. Pulido, witnesses and postal employees; examined the wood chipper; and watched Ms. Callaway’s video.
“A commercial company should have known birds nest in the spring and that migratory birds are federally protected,” said Ms. Birchell, the federal Fish and Wildlife Service special agent.
Patricia Kernighan, president of the City Council, said that she believed the post office was “ducking its responsibility here,” and that she had asked the city’s lawyer “to look at holding the post office responsible for hacking up city trees.”
“We apologize for what happened,” said Augustine Ruiz, a spokesman for the post office’s Bay-Valley Postal District. “We’ll do better next time.”
Cindy Margulis, executive director of the Golden Gate Audubon Society, said that next year, when the herons return, she would like to station docents near the trees and put hay on the ground to catch droppings and chicks. (Chicks “have a tendency to push siblings out of nests,” Mr. Harmon of International Bird Rescue said.)
Darin Lounds, executive director of the Housing Consortium of the East Bay, which provides housing for homeless people in Oakland and nearby communities, said the support for the birds was “great,” but added, “We need to have a similar response to the plight of our homeless neighbors.”

Man from NYC!


"I've got a wife and three kids, and a job I'm trying to hold on to. It's a lot of work and it's a lot to worry about, so it's easy to fall into a routine where all I'm doing is worrying about the next moment. In the midst of all this, sometimes I have to force myself to step back and appreciate the wonderful things that have already happened: one of my children is a budding artist, the other is beautifully kind, and the other is full of energy and potential. And they're all happy. And they're all healthy."

Egyptian democracy activist Wael Ghonim joins Google Ventures!!



Wael Ghonim, the Google  GOOG -1.06% executive and Internet activist who became a leader of the Egyptian revolution in 2010, has joined Google Ventures as an entrepreneur-in-residence.
After an extended sabbatical from Google, Ghonim, who is 33, began working at the company’s venture arm late last year. His position was kept quiet while he worked out visa issues.
Bill Maris, the partner who heads Google Ventures, declined to describe the project Ghonim is working on. Before he became known globally for helping to galvanize the pro-democracy movement in Egypt — and before he spent 11 days in jail for his activism — Ghonim was a marketing executive with the company in the Middle East.
Through a Google Ventures spokeswoman, Ghonim declined to be interviewed either about his entrepreneurial plans or about the situation in Egypt.
“He’s really trying to move his life forward,” Maris said. While his role in the Egyptian democracy movement was important, Maris added, “there is a lot more to him than that.” Despite his prominence — Time magazine named him to its list of 100 most influential people in 2011 — Ghonim does not relish the media’s spotlight and in particular does not want to spark a round of headlines on the subject of Egypt, Maris said.

Many young pro-democracy activists have become disenchanted with the turn of events in Egypt, where the revolution ushered in a democratically-elected, but autocratic regime, led by the Muslim Brotherhood, which in turn was overthrown by a military dictatorship. This week, Egyptians are going to the polls in an election that is almost certain to anoint Abdel Fattah el-Sisi, the army officer who led the ouster of the Muslim Brotherhood government, as their next president.
Maris said Ghonim reached out to him after the Egyptian revolution to ask about entrepreneurship and the venture business. Over a series of video conference calls and face-to-face meetings at Google during 2012 and early 2013, the two became friendly, and Maris invited to Ghonim to join Google Ventures.
“He isn’t a seasoned entrepreneur, so spending time with us and learning from the companies we have invested in and from the team itself, is a great way for him to get a head start,” Maris said. “If he started on his own he would be in a much worse place.”
Google Ventures has not invested capital in Ghonim’s project so far, Maris said.
Ghonim rose to prominence late in 2010 after he created the “We Are All Khaled Said” Facebook page to honor a young Egyptian who was tortured to death by the country’s police. The page helped to energize and organize the anti-government protests that were brewing at the time. In February 2011, Ghonim was arrested for 11 days. His profile rose after his release and he continued his activism. In April of that year, he announced he was talking a long-term sabbatical from Google to focus on an NGO dedicated to fighting poverty and helping to educate young Egyptians.

With an unconventional approach to investing, described in aFortune story this year, Google Ventures has emerged as one of the buzziest venture firms in Silicon Valley. Maris said the entrepreneur-in-residence program is something of an experiment intended to tap the knowledge, ideas and energy of “high-potential individuals” like Ghonim. The entrepreneurs may end up joining Google Ventures full-time, start a company or join one, Maris said. While at Google Ventures, they may help select investments, coach startups or improve internal systems. “This is a relationship business,” Maris said. “The goal is to keep a healthy flow of people who add a diverse point of view and help us do what we do.”
Maris said Google Ventures is adding two other entrepreneurs-in-residence: Anish Acharya, a veteran of the investment team at Google Ventures and co-founder of SocialDeck, a mobile gaming company Google bought in 2010; and Chikai Ohazama, a co-founder of Keyhole, the company Google acquired in 2004 which became the foundation for Google Earth.

The 3 Keys to a Great Social Media Post (And How to Become a Social Star at Demand Success 2014!)



Tell me a little about what Zoomph does and what your role is there.
We call Zoomph the ‘social media Swiss army knife’ of solutions. We provide today’s most comprehensive set of tools so marketers can create collaborative storytelling on their terms.
Our origins say it all: Zoomph started as a project with the State Department for high-profile events with both President Obama and Former Secretary of State, Hillary Clinton. We looked across the market and were frustrated with the limitations of other social tools. So we took the matter into our hands, creating a social media tool that we knew social media professionals could use successfully. That solution grew into the highly sought-after platform we have today. But what really distinguishes us is our ability to not just source content, but to target the most relevant and influential content through an array of visualizations—all designed with engagement as the premier goal.
As Chief Strategy Officer, my role is to build a road map that aligns our passionate team of experts with our amazing clients’ missions and goals to continuously push innovation in our industry.
What are the top 3 most important factors when creating an impactful social media post?
1. Make sure it’s relevant. Real-time marketing gives a huge boost to having your content connect with people, because it shows—not just tells—audiences that you’re sharing the same experiences.
2. Make it less about you, and more about your audience. I can’t stress this enough, because it’s about human dynamics. Just like when you talk to people offline, if the conversation is a one-sided brag, people start to tune you out.
3. Every social media channel has its own culture and norms, just like different behaviors are acceptable at different venues. For example, you wouldn’t behave the same way  in a bar as you would in the office. Optimize your content for the social channel it is on.
Can you elaborate on a campaign or some client work you’re particularly proud of?
We are extremely fortunate to work with innovative and industry-leading clients like Mary Kay, the State Department, the Baltimore Orioles, the Washington Wizards and the Washington Capitals. But what I am most proud of (and this is the geek in me), is a recent addition to our platform and campaign we are just about to kick off.
Sure, social walls/displays at live events are a no brainer for social engagement, but this generally requires laptops and HDMI cables to connect and make this happen. It wasn’t a challenge per se, that’s just the way it was, but we saw and opportunity and knew we could make the experience simpler and even better for marketers. Now, all you need is a Chromecast, Zoomph, and your smartphone (iPhone or Android) to stream collaborative, user-generated content in real-time.
We’re an on-the-go team too, so we know that mobility is a game-changer.  For live events, the ability to orchestrate every display from one app is huge and lets our clients be where they need to be, when they want to be.
As a sponsor of Vocus’ Demand Success 2014 conference, what are you most looking forward to at the event?
No question, definitely the side conversations. Vocus really went out of their way to join an impressive group of top-quality keynote speakers—and with that follows a great audience with tons of industry insight. I love connecting with live Tweeters and chatting with people between sessions and during breaks, because that’s when you make real connections that last. This is going to be a fantastic conference, and we’re very honored to be a part of it.

Monday, June 2, 2014

Fastest to Slowest Internet Connections

What type of Internet connection is best for your business depends on your unique needs. Those that use the Internet to connect to the Web and check email will not need a fast connection, but businesses that use videoconferencing and streaming media frequently will need higher speeds. Be aware that higher Internet speeds mean higher monthly fees, however.

Fiber

Fiber is the fastest way to access the Internet, but it's also the most expensive. Fiber converts electrical signals to light which travels through tiny glass filaments. Transmission speeds vary greatly depending on several factors, including the distance between the transmitting location and the receiving location, the amount of bandwidth allotted by the Internet service provider, and use of the fiber-optic lines for other services. The FCC says that most modern fiber connections transmit at speeds of tens to hundreds of Mbps faster than other broadband options.

Cable

Cable Internet connections use coaxial lines run by cable companies to offer Internet access to their consumers. The coaxial cable line is connected to the back of a modem, and an Ethernet cable line runs from the modem to a computer (or a router if the Internet connection is shared). Cable Internet is an "always-on" connection, and you can generally expect speeds of 512Kbps to as much as 20Mbps.

Satellite

If you live in a rural or otherwise isolated area, you may find satellite-based Internet to be your only option for high-speed Internet access. A satellite dish is installed at the receiving location and Internet signals are sent and received by satellites orbiting the earth. Connection speeds vary greatly but are close to that of cable and DSL. One downside, however, is the cost: typically it is more expensive than cable and DSL, although not quite as expensive as fiber connections.

DSL

DSL uses telephone lines to transmit Internet data, and speeds are generally the same as cable Internet and satellite connections. The data signal uses an unused portions of the telephone line to provide Internet access, allowing both a data and voice connection to share the same telephone line simultaneously. The availability of DSL is highly dependent on your distance from the telephone company's facility and phone line conditions. Noisy phone lines are very disruptive to DSL signals.

Wireless

Mobile professionals will find wireless Internet sufficient for their needs. Wireless broadband can come in the form of data connections through the cellular network, or through Wi-Fi routers that allow several users to share a single Internet connection of any of the above technologies. Connection speeds can be comparable to slower cable and DSL connections, but can be far slower depending on the amount of customers sharing the connection, the technology used by the transmitting facility, and distance from the transmitter. It also can be limited by the speed of the Wi-Fi technology: for example, the top speed of the current wireless standard, 802.11n, is 54Mbps (although some routers support speeds of up to 600Mbps using multi-channel technology).

Dial-up

Dial-up is by far the slowest of all Internet connections available. Use of dial-up requires a separate phone line, since users must connect via the telephone to their Internet service provider. Speeds max out at about 56Kbps, which is only about a tenth of the speed of even the slowest broadband connections. Dial-up use is only recommended when no other option is available.

WORLD’S TOP 10 COUNTRIES WITH SLOW INTERNET CONNECTION


Internet the way of getting information, entertaining, is being a most important part of life. When we start to click tabs or links in internet we want them to open as quickly as possible because we are eager to get what we want. What if the internet connection itself is slow? In world there are many countries which have slow internet connections. Think about those people who live in those countries and be calm that you are lucky if you do not belong one of them. Here we have world’s top 10 countries which have slow internet connection among of the countries which have provided internet facilities.
According to the research held previous year in the crowd of the internet using countries the slow internet connection having countries are as below:

10. Malaysia:

Malaysia

Malaysia is the country located in Southeast Asia. In Malaysia internet was started form 1995 A.D. It is the first country which has slowest internet connection. It has 16% internet connection below the speed of 256 kbps. This is the tenth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 4.0% from the last quarter. This country is overcoming the problem in the speed of tortoise. There is no such progress in the problem of overcoming the slow internet connection problem.

9. Kazakhstan:

kazakhstan-flag

Kazakhstan is the country located in Central Asia. In Kazakhstan internet was effective form 2001 A.D. It is the ninth country which has slowest internet connection. It has 16% internet connection below the speed of 256 kbps. This is the ninth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 4.2% from the last quarter. The speed of overcoming the problem of slow internet connection is not satisfactory in this country.

8. Indonesia:

indonesia map

Indonesia is the country located in Southeast Asia. In Indonesia internet was started form 1983 A.D. It is the eighth country which has slowest internet connection. It has 19% internet connection below the speed of 256 kbps. This is the eighth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 13% from the last quarter. The speed of overcoming the slow internet connection problem is quite satisfactory.

7. Syria

syriya page

Syria is the country located in Western Asia. In Syria internet was effective from 2003 A.D. It is the seventh country which has slowest internet connection. It has 19% internet connection below the speed of 256 kbps. This is the seventh highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 10% from the last quarter. The speed of overcoming the problem is very slow in this country.

6. Bolivia

Bolivia flag

Bolivia is the country located in central South America. In Bolivia internet was effective from 2000 A.D. It is the sixth country which has slowest internet connection. It has 25% internet connection below the speed of 256 kbps. This is the sixth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 22% from the last quarter. This country is overcoming more rapidly the problem amongst of the countries with slower speed. The speed of overcoming the problem of slow internet connection is very good in this country.

5. India:

india connection

India is the country located in South Asia. In India internet was started from 1995 A.D. It is the fifth country which has slowest internet connection. It has 27% internet connection below the speed of 256 kbps. This is the fifth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 5.6% from the last quarter. The speed of overcoming the problem of slow internet connection is not good in this country.

4. Iran:

iran flag

Iran is the country located in Western Asia. In Iran internet was started from 1993 A.D. It is the fourth country which has slowest internet connection. It has 30% internet connection below the speed of 256 kbps. This is the fourth highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 6.0% from the last quarter. The speed of overcoming the problem of slow internet connection is not satisfactory in this country.

 3. Nigeria:

Nigeria

Nigeria is the country located in West Africa. In Nigeria, internet was started from 1995. It is the third country which has slowest internet connection. It has 31% internet connection below the speed of 256 kbps. This is the third highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 16% from the last quarter. This country is showing progress in solving the problem. The speed of overcoming the problem of slow internet connection is quite satisfactory in this country.

2. Nepal:

nepal flag

Nepal is a landlocked country located in South Asia. Internet was effective form 1994 A.D. in Nepal. It is the second country which has slowest internet connection. It has 32% internet connection below the speed of 256 kbps. This is the second highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 4.0% from the last quarter. The speed of overcoming the problem of slow internet connection is very poor in this country.

1. Libya

Libya flag

Libya is the country in the Maghreb region of North Africa. In Libya internet was effective from 2000 A.D. It is the first country which has slowest internet connection. It has 52% internet connection below the speed of 256 kbps. This is the highest percentage of slow internet connections. Though it has slowest speed, this problem was decreased by 5.7% from the last quarter. The speed of overcoming the problem of slow internet connection is not good in this country.
Final Conclusion: Although these countries have started internet facility in their country likely in same time, some are doing good and increasing their quality of internet facility. While some are in the same pace of starting phase to improve their service quality. The most good doing country is Bolivia, which is increasing its service quality rapidly. Though these countries are having problems they and their citizens are using internet facility.