The Infinity Tower in Seoul, S. Korea will appear invisible using an LED facade system
“Cameras will be placed at three different heights on six different sides of the building to capture real-time images of the surroundings; three other sections, each filled with 500 rows of LED screens, will project the individual digital images.
Through digital processing, images will be scaled, rotated and merged to create a seamless panoramic image that appears on the LED rows to create the illusion of invisibility.
In essence, whatever is going on behind the building will be projected onto the front of the building.”
For all its clout, Product Hunt doesn’t have a lot of frills. It’s a website and e-mail newsletter that every day singles out 50 or so recently-introduced things Hoover, his team and a group of discerning volunteers decide are noteworthy. Readers “vote up” what they like, moving them higher on the site, where they get more attention. Startups are so hot in Silicon Valley that the industry needs a startup to curate them.
As readership’s grown, Product Hunt has become a virtual town square for tech’s cheerleaders, with people posting feedback about new products and startup founders like Groupon’s Mason answering questions about their latest inventions. Hoover has guarded who can comment, limiting the number to 8,000 thus far who were brought in through an invitation system. Mason says the biggest challenge for Product Hunt will be ensuring it’s not overrun by the Internet’s default to vitriol.
Its Annual Auto issue is on the newsstands, and it is nice to see the elaborate testing Consumer Reports puts cars through.
“Situated on 327 acres in rural Connecticut, the Consumer Reports Auto Test Center is home to more than 20 staff members, including automotive engineers, technicians, and support staff. Consumer Reports buys, anonymously, all the cars it tests, about 80 per year, and drives each for thousands of miles. Formal testing is done at the track and on surrounding public roads. The evaluation regimen consists of more than 50 individual tests. Some are objective, instrumented track tests using state-of-the-art electronic gear that yield empirical findings. Some are subjective evaluations-jury tests done by the experienced engineering staff.”
Infor hosted its annual innovation summit at its HQ in New York, and while there were plenty of Powerpoint slides across the day and a half (and I will post my thoughts on Deal Architect) that accented Infor’s wide portfolio of industry solutions and customers, I allowed my mind to drift every so often and enjoy the diverse aesthetics of the event
Celebration of Design and Color
It helps to have a captive design agency, and it shows in the stunning interior of the HQ as I have blogged here before. SL Green Realty Corp is making significant improvements to the outside - to restore the façade of the historic building and to build a bocce court on the rooftop.
The breakfast bar the in-house chef served led me to text my wife photos – she would have devoured the fruit selection. I took time to enjoy the burst of colors.
Celebration of Music
From the antique cello in the executive area and the breakout sessions in the huddle rooms named after music greats, to the jazz music (with pianist Eric Lewis) the guests enjoyed over dessert and coffee at the Southgate at the Marriott Essex House, music always seemed to be in the air
Celebration of People
Charles Phillips (CEO), Duncan Angove (co-President), Pam Murphy (COO) and Riaz Raihan (Chief Solutions Officer) were a small subset of the execs who presented and their early education at USAF Academy, U. of London (UK), U of Cork (Ireland) and S.P. Jain (Mumbai, India) reflects the diversity of talent Charles has pulled together.
Ziad Neimeldeen, Chief Scientist shared a slide on the types of skills at Infor's Dynamic Science Labs near MIT in Cambridge, MA.
I was impressed at the wide range of analysts, bloggers and journalists Infor invited to the event - below is a quarter of the list on the stunning two story digital display that dominates the lobby.
Thanks to the analyst relations team at Infor for a thoughtful agenda that allowed us to enjoy a feast for many of our senses.
If you have been to the paint section at Lowe’s you have likely seen the signature products that Valspar retails. For over 2 centuries, the company has been brightening the world as its chameleon mascots Jon and Val frequently remind us.
Valspar is a sponsor of a PGA tournament at the Innisbrook Golf Club near where I live. When David Rowe and Jennifer Perry of Rimini Street (a tournament sponsor and a Valspar supplier) invited me to meet them at the tournament I jumped at the opportunity.
The course and the hospitality areas were an amazing burst of color samples and digital colors. The golf itself was ok – just kidding – spectacular day and some of the world’s best were within whispering distance
Some day I would love to visit their plants and see all the innovation in their design and manufacturing processes. You can never get tired of so much color.
Excellent overview of the GE Global Research Center. Good to see this center continue to innovate since I profiled them in The New Polymath, over 5 years ago
“At Global Research, our scientists and engineers don’t work for one business; they work for all of them. Their skills and expertise are applied wherever they’re needed. Over time, they get exposure to projects with different GE businesses that allow them to readily transfer technical knowledge from one business to another. It’s part of every GE researcher’s DNA to think and act in this way. The GE Store is a place where every business can come for technologies, product development and services that no one else can provide. The work of our researchers ties directly into the operational plans and product roadmaps of our businesses. GE business leaders meet with our technical leaders once every quarter to review their portfolios.”
On a Tuesday morning, the group is gathered in a book-lined room just off the pool at the Hotel Trias, in a sleepy town called Palamós, where they’ve met each of the last six years. There are bespectacled dudes in futuristic sneakers, a small cohort of stylish blonde women, and a much larger contingent of techie millennial guys in superhero T-shirts, all filling rows of folding chairs. At the front of the room, Erik Hansen, a tall, professorial member of Future Lab’s leadership team, is running through the week’s planned activities, which include extensive brainstorm sessions and a field trip to Barcelona (visiting the telecom giant Telefónica and some local design firms). He presents the agenda with a sober, vaguely robotic tone that makes what he does next surprising. As he brings the proceedings to a close, he asks, brightening, "Is everybody feeling awesome?" The team laughs and applauds, Hansen hits play on a laptop and, suddenly, every single member of the Future Lab team joins in with summer-camp enthusiasm to sing a song seared into the memory of everyone who made last year’s The Lego Movie a $468 million global hit.
Carroll’s book, The Nurnberg Funnel, outlined a new philosophy. Instead of focusing on the needs and values of the system designers, it shifted attention onto the end-user, the secretary in the office who needs to hyphenate a compound word.
Steve Jobs and Steve Wozniak, among others, quickly adopted a similar approach and more would soon follow. Writing a manual from a minimalist point of view, Carroll says, proved enormously successful because it harnessed the true source of all learning—active engagement. Short, succinct manuals allow the user to dive into many different tasks and to accomplish them quickly, thereby gaining a sense of control and autonomy that inspires further learning. "Skeptics would say we weren't providing the user with any theoretical foundation," Carroll says, “but we found that people got through their initial learning faster, and that later on, when they needed to learn more complex tasks, the users were also better at doing that, too.”
It's a fair summary of Nike's annual challenge—to unveil a new shoe that promises more agility, more durability, and, somehow, more LeBron. The company does its job well: This year, James's shoe will bring in $300 million in U.S. revenue, according to SportsOneSource. So as Nike releases the newest model, the LeBron 12, its team dishes on how it designs in collaboration—and keeps fresh a very important, very visible 12-year relationship.