Wednesday, August 7, 2002



Talk to Your Pocket PC Now!. The application can read emails, tasks, calendar information, contact information and more in a range of voices, and enables users to open and close applications with voice input. [allNetDevices Wireless News]
6:06:57 PM    comment   



Portable Hard-Drive Card Reader for All Media Cards. Can read and store data from Compact Flash, Secure Digital, Sony Memory Stick, Smart Media, Multimedia Card, and IBM Micro Drive. [allNetDevices Wireless News]
6:06:18 PM    comment   



Enterprise Oriented Pocket PC Browser Unveiled. ThunderHawk Server Edition serves up a full Web page view, significantly reducing scrolling on the typical 320x240 screens of Pocket PCs. [allNetDevices Wireless News]
6:05:50 PM    comment   



US IT spending to stabilize in 2002. Forrester says companies to spend 2.3 percent more this year [InfoWorld: Top News]
6:05:19 PM    comment   



Sales Of Handheld Devices in Asia Dip. The handheld market in Asia has contracted along with the rest of the world as the gloomy economy continues to prevail. [allNetDevices Wireless News]
10:06:21 AM    comment   



IBM rewrites IT game with uber-services push. Burning down the house [The Register]
10:05:32 AM    comment   



Bob Frankston: The Economist, the Internet, Telecom and the Dow. The July 20th cover story on the Telecom Crash draws no distinction between the business of providing commodity Internet connectivity with the business of providing telecommunications-based services. Of course The Economist is not alone in this fundamental error but "Crash" story is a useful foil for addressing this misunderstanding. [Tomalak's Realm]
10:05:16 AM    comment   



Tesco launches wireless shopping. Pocket Shopper [The Register]
10:05:00 AM    comment   



Win32 API utterly and irredeemably broken. So we're told [The Register]
10:04:19 AM    comment   



Morgan Stanley Giving a Pep Talk to Stock Investors. The chairman and C.E.O. of Morgan Stanley is taking his shot at restoring investor confidence in a videotaped discussion to be broadcast Wednesday to 100 brokerage offices. By The New York Times. [New York Times: Business]
9:58:56 AM    comment   



AstraZeneca Reports Delay on a New Drug. AstraZeneca said Tuesday that Crestor, its cholesterol-lowering drug, was unlikely to be approved in the United States until late next year. By Andrew Pollack. [New York Times: Business]
9:58:28 AM    comment   

Tomorrowís cars, todayís engines

The internal-combustion engine has been synonymous with the automobile throughout the 20th century. Now it faces a rival from the past, the hybrid-electric engine, and a brand-new adversary, the fuel cell. Even so, while these technologies have been getting all the hype, and not a little funding, the internal-combustion engine has been pressing ahead quietly but effectively in dimensions such as power, fuel efficiency, and emissions reductions. But regulation remains its Achilles heel as concerns over greenhouse gas emissions and national energy independence play out.
9:51:29 AM    comment   

Biopharmaís capacity crunch

The challenging part of biotechnology always seemed to be the creation of promising new biopharmaceuticals. Yet the industry may soon be losing revenues because of a more prosaic concern[~]insufficient manufacturing capacity to meet demand as new drugs come to market.
9:50:49 AM    comment   

The return of artificial intelligence

Will artificial intelligence ever have any real applications in the business world? Those who have followed the cycles of hype around the technology during the past 20 years can be forgiven their skepticism. Now, however, the AI-development community has generated techniques that are beginning to show promise for solving real business problems involving complex data in dynamic environments[~]problems such as detecting fraud and automating work flows within and across organizations.
9:48:52 AM    comment   

Loosening up: How process networks unlock the power of specialization

When it comes to outsourcing (and, indeed, to all interactions with other companies), most corporations cling to a managerial preference for tightly integrating the processes involved in producing and delivering goods and services. This tight control, across corporate boundaries, comes at a steep price[~]the loss of flexibility[~]for the more tightly coupled, or integrated, processes may be across suppliers, the less flexibility companies have to handle unanticipated problems such as a fire at a supplier's plant that forces delays in shipping key products. Is there a way to achieve high performance from suppliers without sacrificing the strategic value of flexibility?
9:48:01 AM    comment   

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