(For the most recent articles on Web 2.0, check out my full Web 2.0 articles category.)
This posting has links to all of the Web 2.0 Summit 2006 blog posts that I wrote:
Here are the day 3 notes for the Web 2.0 Conference in San Francisco:
[My notes are in this square brackets.]
Harnessing Collective Intelligence with Jim Buckmaster (Craigslist), Owen Van Natta (Facebook), Toni Schneider (Automattic), and Richard Rosenblatt (Demand Media)
On the panel:
Jim Buckmaster / CEO, Craigslist
Owen Van Natta, COO of Facebook
Toni Schneider, CEO of Automatic
Richard Rosenblatt, cofounder, chairman, CEO of Demand Media
Buckmaster:
We have made major business decisions (do we have sales people, do we get funding, do we expand the site) based on our customers discussions.
We keep having people tell us we should be running text-ads. In theory we would make tens of millions of dollars. But so far...(in a deadpan voice)...none of our users are requesting those ads be there so we haven't done it.
[This got a great response from the audience. It's funny. As audience members, we all want to monetize the web, but as users of Craigslist, we appreciate his user-centricity!]
We have taken no VC money at all.
Rosenblatt:
Demand Media is going to build tools that will let people embed their knowledge and share it with like-minded people and then get paid for it. We're moving into all sorts of niches: hiking, outdoor sports, gradening,
Question: You raised $220M. You bought 9 companies and rolled them into one big platform to start off with a solid base. So they bought "Trails" - that documents the 50,000 "professional trails" that are out there.
Answer: Yes, we saw an opportunity and we moved to dominate it quickly and massively.
"User generated content" is too narrow of a term. It doesn't capture the ranking/sorting/sifting functions.
Spam is a huge problem for blogs. We have seen a doubling on the blogs in THE PAST THREE WEEKS alone. We built a completely adaptive spam system. When you mark something spam, that goes back to the server and the server learns going forward. That isn't user generated content but it certainly is collective intelligence or community based ranking/marking/flagging.
Van Natta:
We built some new stuff and our customers got very mad. We had to adjust very quickly. That's good. It's good to have your customers hammer you once in a while to make you realize how adaptable you need to be.
Question: It sounds like you can be very adaptive. Talk about that.
Rosenblatt: We consider product features as marketing. "Feature roll-out IS marketing."
[I **LOVE** that!!! What's our marketing budget? What marketing budget? You mean the money we're spending on talking with customers and making this product "kick ass?"]
Question: what about giving up control. How do you do it?
Schneider: We let our users do the language translation. We set up Wordpress so that our users could hit the button and translate the page and post it directly and it went live that second. We reviewed thousands of lines of translation later and tweaked only a very few things and found only one intentional swap and it was a guy announcing his wedding date in German! It was BRILLIANT and allowed us to do a full language translation in 24 hours!!
[That is a very powerful story!!]
What advice do you have for new entrepreneurs?
Schneider: Don't build a business that people think is a good idea. People will always tell you that it is a bad idea. Focus on what you think is important and ignore the advice.
Rosenblatt: Follow the users. Early.
Question: There is a difference between knowledge and opinion; How do you deal with the fact that a large audience can say a lot of stuff that isn't true?
O'Reilly: Have you ever heard of Sturgeon's Law? A science fiction writer named Theodore Sturgeon had an audience member once say to him, "95% of all science fiction is crap", to which Sturgeon replied, "yes, but 95% of EVERYTHING is crap. So what?"
[This parallells the comment in The Long Tail by Chris Anderson where he says: "The Long Tail is indeed full of crap. Yet it's also full of works of refined brilliance and depth and an awful lot in between." (p.116, The Long Tail)]
Question: All of you have big communities. What is your role? Leader? Cop? Good guy? Bad guy?
Rosenblatt: you are a guide most of the time but you also have the ability to police it to remove/sanction the damaging elements of the community. Your moderators need to have that ability to do that.
Schneider: Your most involved people will begin to feel that they are helping you build your COMPANY, not just your product. You need to realize that ownership feeling is there and treat those people accordingly. You might not actually give them shares but you definitely need to let them be involved in your business.
THIS is the reason you don't allow overly broad stupid legislation like the Patriot Acts I and II and the most recent Military Commission Act to pass. They are always unintended uses that far exceed the original intent of the law. In this case, a couple in their mid-forties were being overtly sexual on a Southwest Airlines flight and have been charged under the Patriot Act (which was designed as a tool to charge terrorists.)
What a joke. Why are Americans putting up with this? WAKE UP. Unbelievable.
I mean, don't get me wrong. They should have been hauled off the plane if he was threatening the staff, but charge them with mischief, not under the fracking terrorism act.
Craig Ferguson had a funny episode on this story: "When the other passengers saw these goings-on, they were surprised and thought....'What, entertainment on a Southwest Airlines flight?'" Funny. But not.
Day 1 Notes from Web 2.0 Summit in San Francisco, CA
Session 1: Enterprise 2.0
Mayfield had talked about SLATES
- (search, linking, authoring, tagging, extensions, and signals)
finally being possible on Socialtext's new platform that they have
formed with Six Apart, and a bunch of other companies called the Intel Suite.
I get the concept of the suite. That makes sense. And some of the components are good. Newsgator is rich and fully-featured for example. And Six Apart has Movable Type which is a good solid blogging platform. But Socialtext? (see previous wiki review here).
I like Ross Mayfield (founder of Socialtext) but their product is
unuseable by most normal people I have tested it on. They should have
gone with Jotspot or Confluence for this suite but perhaps Joe was already too far down the path with the Google acquisition.
And Intel states that they are not making any money on this venture.
Did they back these companies? Is this a ploy to drive up the
valuations of the partner companies? I don't get it.
Michael McDerment, CEO of Freshbooks,
an online billing system: we are able to do benchmarking of people's
companies without them even knowing it; then we connect them to those
top-tier companies on our system so that they can share information on
best practices.
[I like what Freshbooks is doing -
they're building a very tightly focused little application and they do
things like make it easy for people to use SNAIL MAIL to mail their
invoices out to those people who can't receive them by email. THAT'S
brilliant. Bridging the high tech and the low-tech is something that
companies often forget to do. But it's good for business.]
Look at Etelos; rapid application development environment.
[I went to a session with Danny Hoyle from Etelos later and am not sure
I get their concept. They have built their own high-level language that
allows power users to build their own applications (which assumes they
want to do that), but also allows people to download applications from
Etelos and host them on one of their partner ISPs. I just don't know
what problem they are solving and for whom?]
Kedrosky:
people are lazy and have work to do; they won't change behaviours;
extract data from their existing actions so that you can serve them
better without them even knowing about it.
[Session was kind of thin and not very focussed.]
Session 2: SMB session:
SMB is something like 2-24 million companies; >100 employees; 50% of European workforce (IDC); highly fragmented;
ESD Survey 2005 said that 80% are looking to expand their web site, and connect it to their backoffice applications
50% of small businesses aren't even online!
[I like this space but think that the route to success would be through the Kiyosakis / Abrahams of the world]
[This also explains the Microsoft Live approach of giving businesses
web sites which I hadn't really understood until now. I had figured
that anybody who wanted a site already had one but apparently that's
not the case.]
these small businesses only make changes when they're in extreme pain.
if most small businesses don't know what web stuff is, then what
communication channels could be used to reach them? You need to go look
at small business publications.
[there's a big gap between this conference set of attendees and a
standard small business conference list of attendees. The people in
this room are all bleeding edge early adopters. NONE of the laggards in
SMB are here.]
Adobe has seen a HUGE increase in "create PDF online".
There is one company that has 100,000 POS systems. Etelos connected
them to the web. So that vendor's customers were now "using the web",
but not "having a presence on the web" - two different things.
Etelos guy Danny Kolke: they go get 50 restaurants and then rapidly
develop an application that allows them to do email marketing, contact
management, etc. and so they can rapidly
develop a horizontal app that is equally applicable to all 50 restaurants.
[But that could have been done before for Access or Filemaker or
FoxPro...is THAT the value add of Etelos? That with the push to move
online, they will be able to aggregate potential buyers of a solution
so that they can cost-share development? Still not getting it.]
Instructables:
awesome website concept that ties into passionate users. Have 30,000
users already on the site. [Cool site. Passionate entrepreneur.]
Klostu: These guys have Boardtracker
(a search engine for Forums). The boardscape is HUGE and very active.
300 million members generating 50 Billion posts. But the boards are all
islands and you can't communicate with people on other boards. Klostu
is a way of connecting all boards to each other. Post on as many boards
as you want and people can track your activities across the boardscape.
Search across all forums. Keep track of all conversations across
boards. Klostu allows you to bring your 2.0 services into the boards
(bring your flickr account) to the boardscape. 300M people, 3B
discussions.
Sharpcast: The coolest feature in Project Hummingbird was a multiple file type sync tool that allowed you to write a Word file on your PC,
save it to OD, open it on the web using Zimbra's editing tool, make
more changes, save it again, then open it on the Mac. Perfectly fluid
online/offline/multi-device experience. Nice.
Stikkit:
smart sticky notes that you type into and it interprets what you want
and dumps the data into your regular applications. Not currently
connected to any other applications though. Still early stage. Tried to
be "smart, not clever"
Turn:
AWESOME. these guys have taken massive complexity (what
type/size/shape/content of ad do I place where when and why?) and made
it possible for publishers and advertisers to maximize their revenues.
They have a bidding network for cost-per-action, no risk, and automatic
process improvement (revenue maximization.)
Sphere =
"find blogs and similar content to this article" - connects traditional
media to other bloggers. Embeds a button at the end of normal news
stories that gives choices such as "find blogs writing about this story"
OmniDrive:
storage aggregator. it allows you to have local copies of all of your
data stored in every single location. It looks like a local drive on
your PC and on your Mac but any file that is saved into it is
automatically synced in the background to the other machines and also
up to the website where the files are all available as well.
Adify: (larry@adify.com) build a network of niche sites underneath you and then flow ads through that network.
sportsyndicator: this guy went from zero to a huge network in a month - he works for himself.
adify is a way to consolidate fragmented tiny niches
matchbin = aggregating small newspapers
ready to rare = aggregating comic advertisers
washingtonpost.com is aggregating 1500 bloggers and then running ads through that network using the Adify back-end.
"Let 1000 networks bloom"
[**there is something very important here but I'm not sure what to
connect it to. It's something to do with Pena's insistence on "bringing
order to chaos" and "consolidation of fragmented industries and
domains."]
oDesk:
a tool to find developers and manage those relationships. (online HR
talent database + mgmt tool + payment engine). [I heard a couple of
people nearby who were using the system and who were happy with it.]
Venyo:
a universal reputation tool that works across all systems (Vindex - the
global trust index by Venyo). They partnered with every web 2.0 (sort
of the thin edge of the wedge of the Sxip or People Aggregator
approach.)
[but reputation points are contextual -
there are two degrees. The reputation of the ranker and the reputation
they assign to the target. It doesn't seem to address that at all.]
Timebridge:
Outlook tool-bar; easy to put proposed meetings into Outlook; proposed
times are saved as tentative spots on the TimeBridge server; If I
delete one of the proposed times from Outlook, it's deleted as an
option on the TB server; For other non-outlook users, they get the web
client list of optional times and he can specify availability to the
server. When I go back to my calendar, all of the proposed times are
now gone, leaving only the remaining confirmed appt.
[This is an AWESOME little application, well-designed and well-executed!]
Session 5: Keynote
HARNESSING COLLECTIVE INTELLIGENCE: (look up the "Top sites on the
internet -2005" Craigslist at #7 with 18 employees. Great slide on how
they disrupted the $15B classifieds industry...with 18 employees. Oh,
now they have **21** employees. ;-)
A PLATFORM BEATS AN APPLICATION EVERY SINGLE TIME. Quote from Debra
_____, VP of Operations, Windows Live, "Being on someone's platform"
will mean being hosted on their infrastructure.
Google has hundreds of thousands of servers. Skype has 12 servers for 5 million users.
QUESTION: At what point does Google tip over and get more enemies?
ANSWER: we stay focused on making sure that we keep the users' best
interests at heart. Most big enterprises stop caring about interests
and begin to work for themselves first and their customers second.
[This supports my general dislike of companies that employ disrepectful
practices with their customers like putting in switching barriers and creating lock-in.]
PORTABILITY OF DATA: Audience QUESTION: We want "portabiity" of
people's data. Like the ability for people to carry their search data
with them to Yahoo. ANSWER: "We want this to happen because we see that
as a safety valve on bad business practices on our part."
[I LOVE this idea. It fits with
my concept that by building in a mechanism that lets your customers
walk away from you, you create self-correcting structure - that will
keep you honest and customer-respecting. Since structure drives
behaviour, if you use standard enterprise "lock-in" you can then screw
your customers, knowing that they have nowhere else to go anyway.]
It's a mistake to "bet against the internet". It rolls over industries that hide/protect/lock down information.
SAAS IS GOOD FOR USERS AND DEVELOPERS: If your software is in a data
center, it MUST work 24x7. That drives more reliability by all coders
building those apps. In the old days, they would ship software, users
would install it, and it would break down in data centers all over the
place but not at the same time. When it's all in a data center, it
means that when it breaks, you have 10,000 angry customers yelling at
you to fix it NOW. This drives an entirely different level of rigor in
your software design and coding. It also means that the users are now
focused on doing their work - not on fixing theirsoftware. So moving to
SaaS is good for your developers and good for your users.
TIPPING POINT OF SAAS: It's "fundamentally better to keep your money in
a bank than in your pocket. It's (now) fundamentally better to run apps
centrally than on the desktop. This is the beginning of a very
important period."
[This is a GREAT quote - I will remember the moment I heard that.]
20% RULE: 70/10/20: It continues to scale well. We're going to keep
going with this model. 70% is their core work; 10% is (?) and 20% is
projects of their own choosing. This model works very well for us.
INNOVATION: Innovation classification: We have a ton of people making
suggestions, so we have a system in place to manage that explosion of
innovation.
[I think that every single
company should have an innovation pipeline process internally that
allows all employees to submit innovation ideas (remembering that
innovation can take place in any aspect of the business from product
design to development to production to support/service, to operations,
to finance, and to business models, marketing, pricing, and selling.]
PARTNERING: We realized we didn't know how to work with partners. Now
we have decided to begin working with them to make money for both of
us. Working towards a more mature model there finally.
OFFLINE ADVERTISING:
We're moving into newsaper and traditional advertising so that we can
make those markets more efficient and to to enable people to do
cross-media spend planning. We're bridging the two worlds and making it
possible to work across offline and online in one cohesive way.
PEOPLE: Question: How do you keep the smartest people? Answer: People
don't work for money. We have group-based consensus decision making. We
did our strategy for next year by asking 29 questions to teams
distributed across the entire
company and letting them figure out answers to those questions....
"what are the limits of technoogy?" "how do we deal with running out of
power?", etc. Ask your very smart people the questions!!!
[Awesome. Every company could
emulate this. Even if 90% of the material that comes back from your
people isn't used, surely there would be some incredibly valuable input
on the market, the economic landscape, disruptive forces to watch out
for and potential offerings.]
SCALE: QUESTION: Will another YouTube develop? ANSWER: Of course. All
network effect companies have to create a product with a huge set of
trade-offs and priorities and some will end up at one end of the power
law distribution, others will end up at the other end. That's just
basic economics.
Session 6: High Order Bits: Joi Ito on Worlds of Warcraft
$300M/yr next year; $500M ancillary economic market surrounding it.
HOLY COW!!!
The four pillars of gaming: strategy, achievement, narrative, community.
Each person has a different balance of what they're interested in.
Here is the paper that John Seely Brown and Douglas wrote about multi-player games.
[This "movement" is stunning. This game takes 100 hours just to do some
basic stuff. Then hundreds of hours to get to an "endgame" (like a
quest) where people can work together to achieve a goal (like finding
and slaying a dragon together.)
[This is tying together some very deep-rooted human drives - sharing,
learning, teaching, self-development, coaching/mentoring, creating,
building community, creative instinct, building economies, establishing
reputations, building identity, and many more.]
The distinction between real and immersive is over
Here is a clip of South park playing World of Warcraft
that is pretty funny (if you don't like South Park and don't know
anything about World of Warcraft, the humour will be lost on you.)
it should be easy for people to get their data in and out of your service.
Vox is a place to aggregate people's identit, pulling from google, youtube, amazon.com, yahoo, etc.
GData, + OpenSearch + Media RSS = Open Media Profile (a new service that allows people to access all media at any service.)
[Vox is an example of what Boris Mann and I were calling the
"me-sphere" - the place that aggregates all of my stuff from all of the
other sites into one larger identity.]
It can pull your existing blog items from your existing services.
[I
checked out the site afterwards - not sure I "get it". You can only
have private, familiy, and public. No ad-hoc groups. Most people would
live in ad-hoc groups. It has obviously been designed to aim at the
family crowd but it will be interesting to see if they get any take-up
there. And the no ad-hoc groups settings simply makes their pool of
potential users smaller without adding anything of value to the ones
that sign up.]
Session 8/ Discussion with Arthur Sulzberger Jr., NY Times, and Barry Diller, News Corp:
Question: Is Google friend or foe? Diller: You can work together on the
one hand and then go into a room and beat the hell out of each other
and that's okay. That's the way of the world.
Question: what if Google dominates your industry and
you become just inventory supply for Google? Diller: the media industry
has been 6-7 companies switching positions over time. Who cares who is
leading?
Question: Where is the growth? Diller: advertising
properties for sure, but there are other properties that are growing
faster.
Question: Where are you going to get content? Diller:
The time has come (finally) to begin CREATING content sometime in the
next couple of years. I'm not talking 2 minute shorts, and not feature
films but something in the middle. You can create something in the
middle.
Question: what do you want to say about politicians?
Diller: Net neutrality is a joke. Who's on the other side?? It would be
insane to let the net fragmentation people win. It's a magic box - the
first time in history that we can push a button and publish something
across the world. Why would we screw that up?
Audience question: NYTimes isn't capitalizing on
citizen journalism the way that BBC or others are doing? Why not?
Answer: We're continuing to go that direction but have had to balance
against the fact that we have our name on that post once it's posted.
Audience question: I'm building a social media
network. How do I keep building value? Diller: Don't sell it to private
equity for god's sake. Equity is built by holding on. You may have to
sell a bit of it. If you want to build equity, hold onto it if you want
to create equity value. If I was buying you, I would have a different
story but you're asking me for advice here in this session and that's
my real advice.
What were the highlights of the day? Here are some of the most interesting things that come to mind in no particular order:
I met Rich Levandov, General Partner at Masthead Venture Partners and got to hear all about Chumby,
the coolest little device I have heard of in a long while. It is a
small touch screen device that has wi-fi built in and that can display
flash widgets, exchange and display photos from your friends, and which
could have a ton of uses. BRILLIANT! I wish the team all the best. This
has so many applications, their biggest challenge will be staying focused!
Watching Eric Schmidt speak was a real treat. He was sharp, incisive,
didn't go for the fake bait that was offered up by John Battelle, and
answered the questions in a very forthright manner. I particularly
liked his comments on the recent Department of Justice
subpoena issue. Battelle questioned him on how Google would comply (or
not) with the Patriot Act and unfortunately Schmidt said, "We would
comply with the law" which means that even though the law is too
far-reaching and draconian, they would have to follow it. (That
atrocious piece of legal police state infrastructure says that
companies that are required to provide information under the act are
not allowed to tell the public that they are being forced to give up
their data.)
Barry Diller was entertaining and seemed like he "gets it".
Sulzberger looked like he was trying to convey the message, "Hey, we're
really part of the cool kids - can we hang out?" and came across really
lame.
My other overwhelming impression of the day was that the spectrum of
understanding of web 2.0 is still very broad. I would describe it as a
standard power law diagram. A few people who know a LOT, some people in
the middle who know some, and the rest of the universe that knows very
little and the tail goes a LOOOOONNNGG way out. Consider that 50% of U.S. businesses are not even on the web yet. We'll be having "Blogging 101" conversations for YEARS.
That's about it. Interesting day, but I suspect that tomorrow will be the meat of the event.
President Bush has signed into law the complete destruction of Writ of Habeus Corpus - the U.S. govt can now put legally put anybody in jail and hold them there indefinitely. 200 years of Constitutional protection gone.
A Cornell university study has found that 44% of Amerikans favoured "some restrictions on the civil liberties of Muslim Americans." But remember George Bush, "this is not a war of Christian against Muslim or Westerners against Easterners, it is a war on terror." Umm, yeah, right. Shockingly, those who were most inclined to vote this way were either Republican or "more religious." Given that the local Muslims were probably not voting for their own civil liberties curtailment (but then again who knows? The Christians have certainly agreed to it), I am guessing that the "religious" people in question were the more fundamentalist Christians.
QUOTE
The survey showed that 27 percent of respondents supported requiring all Muslim Americans to register where they lived with the federal government. Twenty-two percent favored racial profiling to identify potential terrorist threats. And 29 percent thought undercover agents should infiltrate Muslim civic and volunteer organizations to keep tabs on their activities and fund-raising.
Since the election, as you've doubtless noticed, I haven't had much to say here.
Having lost that crusade - and I do think we lost, election skullduggery notwithstanding - I have been quietly gathering myself up for the countless smaller contests arrayed before us that, taken collectively, will determine the future of freedom in America. We can't afford to lose many of those, and we will have to emulate our authoritarian adversaries' disciplined resolve if we are are to prevail.
As it happens, I am already personally engaged in one of these battles, and it has been testing my resolve for over a year. Now that it seems to be coming to a head, I want to tell you about it. My own liberty is at stake, but so, I think, is the liberty of anyone who wishes to travel in America without fear of humiliation or arrest.
On September 15, 2003, shortly after Burning Man, I was hauled off an airplane that was about to depart San Francisco for New York and charged with the misdemeanor possession of controlled substances that had allegedly been discovered during a search of my checked baggage.
I'm not sure why it's taken me so long to relate this event. Embarrassment certainly played no part. Generally, I like to be fully disclosed, no matter how far I may wander beyond the normative fringe. I suppose that, for legal reasons, I wanted to avoid any apparent admission of guilt, and only now do I realize that it's possible to tell this tale without making one. This is because, in most cases - and this is almost certainly one of them - contraband that is illegally discovered does not legally exist. If that seems a technicality to you, you may want to re-read the 4th Amendment, as well as the subsequent case law (notably Mapp v. Ohio) which sets forth the "exclusionary rule." However shredded by the War on Some Drugs, the 4th Amendment remains part of the Constitution. In order to see that it goes on meaning something, I decided to fight this charge and have spent the last 14 months doing so.
Carry your biometric ID or we will kill you on the spot. America attempts to outdo themselves in Fallujah by launching a biometric passport program in the city of Fallujah
The plan underlying Fallujah's ID scheme and phased return may be an effort to stop it reverting to a hostile no-go area for security forces, but it's doubtful that this could entirely work. It won't be possible to stop arms and insurgents who haven't been issued with ID from infiltrating an area of this size, nor (once they have) will it be feasible to operate intensive ID checks that could maintain a 'clean' population. By keeping sufficient forces there and keeping a tight lid on the movement of the inhabitants it may be possible to stop Fallujah from blowing up again, but that isn't of major significance against the backdrop of the rest of Iraq, and most of the things governments anticipate they could do with biometric ID in a peaceful society aren't going to be particularly relevant.
At the moment, however, the biometric factor has a relevance in terms of producing some kind of local census backed up by a difficult to forge ID that can be tied to the individual. In areas that have been secured, it will be possible to do a local check on the ID, but that clearly only applies in secured areas where the population has submitted to the ID programme. And as the marines are not going to be able to secure, Fallujah-style, the whole of Iraq, it's difficult to see this one as anything other than a weird experiment without any obvious long-term pay-off.
Once this system is in place that requires foreigners entering the U.S. from Canada to have their fingerprints scanned, it will only be a matter of a year or two or another trade dispute and suddenly the system will be extended to Canadian citizens. I would be quite happy to not visit the USA until Bush is out of power and the survelliance state infrastructure is dismantled. I wonder if anybody has done the calculations to see how many trillion dollars per year the U.S. is losing in terms of travel and tourism dollars from global citizens who refuse to travel there and give them their money. It seems sort of reminiscent of those travel boycott programs that say, "Don't travel to Country X, because your tourism dollars end up supporting the dictatorial, backwards, military regime that is in power." Yes, it certainly does.
Listening to Karunesh / Alibaba from the album "Buddha Bar II - Dinner" by Claude Challe
If this isn't incentive to keep your teenagers busy I don't know what is. "Bored" German teenagers hack IDs and spend 80 Million Euros on e-shopping binge
Three "bored" German teenagers blew a staggering £80 million (₠130 million) in just two hours after they ran amok in an online spending spree.
Using stolen credit card details the trio bought airplanes, works of art, designer clothes, restaurants, industrial machinery, patents and sound systems.
They were arrested by police on Friday more than six weeks after carrying out their astonishing haul.
According to Reuters, when police asked them why they had done, they said they were bored. ®
ENDQUOTE
Something says to me that the systems we are building are fundamentally flawed when this can just "happen." In the meantime, make sure your teenager signs up for every sport and club you can find. Oh, and while you're at it, you might want to have a few discussions about basic morality. Yikes.
Listening to Halcyon from the album "Behind The Sun" by Chicane
My view on the interesting things happening at the intersection of business, technology, society, and the environment.
