Category Archives: tech articles
A few weeks ago, Google announced that they will eventually be migrating your Google Drive subscription to the Google Play Store billing system, but didn’t exactly give a timetable as to when this will happen. But now it looks like it has already started as some users are reporting that they’re seeing the change in the system. While this change isn’t really a big deal, it does help to streamline all your subscriptions into just one place, if you’ve always wanted that to happen.
It actually makes perfect sense for Google to do this since the Google Storage page is only for the shared storage subscription. But all your other subscriptions to any games or apps are billed through your Google Play Store account. You will continue to be able to get customer support through the help center and the subscription prices and tiers remain the same. It also won’t change any access to files or basically anything, except for where you will be billed and where you can manage this subscription.
Google sent the email a couple of weeks ago to those who have a Google Drive subscription. In it they also state that the management of the subscription will be governed by the Google Play Terms of Service. But the Google Drive Terms of Service will remain the same and you don’t need to do anything or accept anything while this change happens.
So if you’re excited to have all your billings under just one digital roof, you can check your Google Play account page and see if that change has already rolled out to you.
“Less than 0.1% of email in the average Gmail inbox is spam, and the amount of wanted mail landing in the spam folder is even lower, at under 0.05%,” Sri Harsha Somanchi, product manager, said in a Google blog post.
“Even still, Gmail spam detection isn’t perfect. So we’re sharing some of the new ways we are supporting the senders of wanted mail, and using the latest Google smarts to filter out spam,” Somanchi further stated.
Google is launching Gmail Postmaster Tools that help qualified high-volume senders analyse their email, including data on delivery errors, spam reports, and reputation. This way they can diagnose any hiccups, study best practices, and help Gmail route their messages to the right place.
The company said the spam filter now uses an artificial neural network to detect and block the especially sneaky spam—the kind that could actually pass for wanted mail.
“We also recognise that not all inboxes are alike. So while your neighbor may love weekly email newsletters, you may loathe them. With advances in machine learning, the spam filter can now reflect these individual preferences,” the blog post reads.
“Finally, the spam filter is better than ever at rooting out email impersonation—that nasty source of most phishing scams. Thanks to new machine learning signals, Gmail can now figure out whether a message actually came from its sender, and keep bogus email at bay.”
Honda is hitting the 2015 Pikes Peak International Hill Climb in this experimental CR-Z with an electric powertrain driving and steering all four wheels up the twisting mountain route. Honda is running a CR-Z at Pikes Peak this year. But as you might have guessed, this is no ordinary CR-Z. This particular racing prototype packs an experimental powertrain.
Though precise technical specifications remain a closely guarded secret at this point, our source at Honda has confirmed a few key details. For starters, the CR-Z racer packs a fully electric powertrain, ditching the 1.5-liter inline-four that forms the internal-combustion component of the street-legal model’s hybrid propulsion system. This contrary to circulating rumors that it could be packing the hybrid powertrain from the new NSX.
Whatever the details of the electric motor (or motors) on board, they’ll be driving and steering all four wheels through Honda’s proprietary Super Handling All-Wheel Drive (SH-AWD) and Precision All-Wheel Steer (P-AWS) systems. The technologies ought to make the CR-Z racer pretty adept at tackling the 156 twists and turns of the world-famous Race to the Clouds. The aero package is obviously pretty aggressive as well, and the bodywork appears to have been modified to an even greater extent than the carbon-fiber prototype we drove in Japan.
Driving duties will be handled by Tetsuya Yamano, a Japanese driver known in the Super GT series (where he won the GT300 title in 2004 in an NSX) and for running Civics in Gymkhana events back in the 90s. It’ll be competing in the Pikes Peak Challenge Exhibition class, but the idea behind the CR-Z prototype is as much about experimentation as it is about results. The project will serve to train some of Honda’s younger engineers. They won’t be alone on the mountain, though, as Honda also recently announced that it would be fielding its new ARX-04b Le Mans prototype at Pikes Peak this year as well.
After several months of occasionally intense competition, Formula E’s first season of all-electric racing is over. Virgin Racing’s Sam Bird has won the second race of the London ePrix, while NEXTEV TCR’s Nelson Piquet managed to do just well enough (seventh place) to win the overall driver’s title by a single point. Not that Piquet’s chief rival, Sebastien Buemi, is about to cry — he secured the team title for E.dams-Renault after winning the first London race on June 27th.
This is a watershed moment for high-profile EV motorsports, although it’s really just the start of something larger. The initial Formula E season required that everyone drive the same car; that’s good for showcasing driver ability, but not so hot for advancing the automotive industry. The gloves will only really come off during season two, when teams can use their own motors and batteries. While it could result in a handful of manufacturers dominating the races (remember Ferrari’s Formula 1 streak?), it should also lead to technological improvements that filter down to electric cars you can buy.
Say goodbye to the calcified, creaky business systems and processes that we’ve come to know and love. They’re being swept away by clouds and mobile systems at an alarming rate. But that’s a positive thing, of course. With this transformation, however, comes a need for deeper knowledge and understanding of the new systems and processes that are driving new businesses, how they interact, and what they are capable of delivering.
In the process, CEO, CFOs and COOs are becoming more immersed in technology decisions, while CIOs and CTOs — and their IT staff members as well — are being asked to join in on high-level decision-making teams.
That’s one of the key takeaways from a recent report published by CompTIA, an IT industry trade group. The report’s authors note that “new technologies such as cloud and mobility account for nearly all projected revenue growth in the IT industry.” The net effect, the report notes, is increased options and increased complexity. This is having an impact on businesses of all sizes, but is especially being felt by leaders of mid-sized companies which were interviewed by the study’s authors for the report.
Business leaders are getting more involved in technology decisions than ever before. To a large extent, many previously non-tech businesses are evolving into technology businesses. A manufacturer of engine components, for example, now relies on software — either developed in-house or purchased — that sets the design points and tolerances of the components being produced on lathes and other machines. An export-import business now engages customers across the globe through e-commerce-based transactions, using sites and tools developed in-house or contracted through the cloud.
To grasp all this new complexity, business leaders will be depending on IT executives and professionals more than ever. This is accelerating the transition of IT departments (and their people) from simply being service departments to technology brokers and active advisers at the highest levels of the business. Corporate IT’s power and influence over business is growing (not waning), but multiple business leaders now have a voice in IT’s direction. “Business unit leaders certainly have more say in IT decisions. But as cloud, mobile, big data and social waves grow larger, central IT will emerge as a service broker to in-house and third-party IT offerings.”
IT’s transformation into an internal service provider is in its infancy and will require several years to complete, the report’s authors predict. “Business executives and employees want self-service applications, but that requires several stages of IT investment,” they state.
At the same time, corporate IT decisions are increasingly made via ad-hoc committees involving multiple business units, the report states. “While CIOs typically make the final call, peer CXOs and business unitleaders have a strong say in how IT systems are aligned to meet corporate goals. Those CXO and business unit voices have even more say if an IT project involves applications (rather than underlying infrastructure).”
This observation gels with another industry report, issued by Technology Business Research (TBR), which posits that business executives are playing greater roles in technology decisions as their organizations grow increasingly dependent on cloud computing services. In the process, the role of IT staff — particularly developers — is being elevated to part of the business leadership team.
The experience of one insurance company CIO was recounted in the CompTIA report:
“Our innovation effort includes three teams of business and IT leaders: (1) one to generate ideas; (2) folks who are tasked with finding the right resources internally to address the ideas and opportunities; and (3) a so-called innovation garage to build the prototype solutions. Five people from IT work in the innovation garage. They rotate in and out on 12- to 18-month schedules. When they rotate back into their specific departments, they have greater skills focused on innovation rather than maintenance.”
This alignment is seen as key to figuring out the best ways to approach cloud, mobile and digital in this brave new world. As the CompTIA report’s authors state, the competitive advantages of these new technology platforms are well understood: “Somewhat similar to public cloud service providers, midmarket businesses are building private clouds that deliver infrastructure and applications on-demand to employees and customers. The resulting hybrid cloud world will further accelerate innovation cycles—allowing businesses to enter new markets more rapidly.”
Thus, there’s a driving demand for business and IT executives, managers and staff to work as one, and “the line between business operations and IT must further blur—and may even disappear in some cases.”
As the CIO of a manufacturing company explained:
“The alignment of business and IT is all about striking the right balance. I think it’s a good balance in our company. It has evolved over time because both sides have gotten wiser. The business has an appreciation for what we’re doing, and we have an appreciation for their needs. In a lot of companies, it’s difficult for CIOs to show the value of IT. They are so focused on keeping the lights on, which means IT is a cost-reduction story rather than an innovation story. Once you commit to innovation cycles between business and IT, the innovation can happen even faster.”
Or, as the CIO of a city government agency expressed it very nicely:
“When you’re growing as a person you’re more inclined to think like an innovator. IT has to help spark that.”