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Archivo del Autor: Belen De Leon

Chrome 70 allows users to opt out of controversial auto sign-in feature

Users of Google Chrome 69 have been finding themselves unexpectedly signed into their browser when attempting to log in to a Google website, but now, the company promises that Chrome 70 will allow users to opt out.

The post Chrome 70 allows users to opt out of controversial auto sign-in feature appeared first on Digital Trends.


Source: Digital trends

Doctor Who season 11: Six things we learned from creators and cast – CNET

New showrunner Chris Chibnall and new Doctor Jodie Whittaker dropped a few hints about the new-look show.
Source: CNET

Doctor Who: Jodie Whittaker charms even if the monsters don't – CNET

Review: Doctor Who season 11 begins with The Woman Who Fell to Earth, a fresh yet familiar return for the beloved sci-fi show.
Source: CNET

UK cybersecurity firm Darktrace raises $50M, now valued at $1.65B

U.K.-based cyber defense firm Darktrace has raised $50 million in its recent Series E round of funding, putting the company’s valuation at $1.65 billion.

The company said Wednesday that the funding — led by Vitruvian Partners, with help from KKR and 1011 Ventures — will drive further international expansion.

Darktrace is one of the largest enterprise security startups on the market. Its proprietary technology sits on a company’s network and uses machine learning to identify and stop malicious behavior, which helps administrators tackle threats as they arise. Since a $75 million injection at its Series D funding a year ago, Darktrace said it has more than doubled its deployments to more than 7,000 networks, and counts London Gatwick Airport, AIG and the Science Museum Group as customers.

Darktrace chief executive Nicole Eagan said the company is enjoying “strong growth in new and existing geographies.”

“Our biggest priority in the immediate future is meeting the demand for our technology to continue to combat AI-based attacks,” Eagan told TechCrunch. “We’re currently heads down focused on growth.”

“We’re also continuing to open offices in regions where demand is highest, hiring more employees to meet our rapidly growing demand, and gathering feedback from customers to better serve our customer base,” she said.

The company has also increased its headcount by more than half and has eight new offices, including Los Angeles and the tripling of its Singapore office.


Source: TechCrunch

Mark Hamill looks unrecognizable in his new Knightfall role – CNET

The actor plays a grizzled vet who trains new initiates to the Order. Sound familiar, Star Wars fans?
Source: CNET

NASA’s bold-ish plan for the next era takes us to the moon and Mars… eventually

NASA has issued a report summarizing its official plans for exploring our solar system, and it makes for exciting reading — if you don’t mind that it comes with a dose of realism. Crewed missions to the moon’s surface; a semi-permanent base orbiting it; a Mars sample return mission; all these and more are there, if not necessarily in the next decade.

The National Space Exploration Campaign is the name of NASA’s overarching plan to stop worrying about low Earth orbit (LEO), ditch the ISS, win the next moon race and then head off to Mars. It was, in a way, commissioned by the President’s Space Policy Directive-1, which directed NASA to focus on expansion and exploration throughout the solar system. A good goal, and fortunately one that the administration has already been pursuing for a long time.

So the plan for the next decade or two looks a lot like it did a few years back, since by necessity these things have to be pursued on extremely long time frames.

The simple truth is that even if we went all-out right now, it would be extremely difficult, not to mention risky, to put boots on regolith within 10 years. It’s not that we couldn’t do it just to say we did, but that any future moon mission would have to be part of a long-term strategy to leverage lunar orbits and landers in the pursuit of interplanetary travel. In other words, we could spend billions for a showy short-term Apollo-style touchdown, or we could invest billions in long-term infrastructure that could lead to meaningful dominance in a number of fields.

To that end, NASA has some short-term goals that are ambitious but achievable, and has locked future projects, like the Lunar Gateway and landers, behind the pending results of those efforts. After all, if the Orion spacecraft and Space Launch System are delayed, or perhaps exceed expectations, that has a material knock-on effect when it comes to using those systems to build and staff a permanent installation in lunar orbit.

Its priorities lie essentially along three lines:

1. Empower commercial space

NASA has operated launches to LEO, for instance International Space Station resupply missions, for decades. It’s ready to be done with that, and commercial endeavors are ready to take over.

“It is vitally important that a broad customer base emerges in the next few years to supplant NASA’s historically central role in the LEO economy,” the report reads. Its goals here for the next few years are essentially directing funding and contracts while carrying out studies of effectiveness, competition and so on.

Depending on how this goes, the U.S. could eliminate direct federal funding of the ISS by 2025, instead relying on commercial providers. This doesn’t mean we’d leave the ISS altogether — NASA would just stop being the one bringing up supplies and astronauts.

Indeed, $150 million is earmarked for funding a new Commercial LEO Development program aimed at potentially replacing the ISS altogether — or at least getting the pieces in place to do so. It wouldn’t have to be nearly the same scale, but an orbital platform or two to call our own would be nice.

More generally, getting out of the LEO business frees up a ton of money and resources at NASA, which they can direct toward more ambitious projects.

2. Trouble the moon

The moon is a fabulous staging area for our planned exploration of the solar system. It’s inhospitable as all hell, meaning we can test things like Mars habitats and space radiation exposure there. It might have a ton of useful minerals underneath its coating of moon dust, and perhaps even some usable water, which would greatly simplify putting a base there.

Unfortunately, the last time anyone stepped foot on the moon was decades ago, and there have been precious few return trips even with robotic landers. So we’re going to fix that.

We’ve got plans for commercial lunar landers and rovers starting as early as 2019 — that is to say, they’ll be in development, not touching down. Based on the cost and success of these, more missions will be commissioned or undertaken in order to improve our basic knowledge of the lunar surface, which is still full of unknowns when it comes to practical applications like drilling, mining and so on.

Meanwhile, the Orion spacecraft and SLS will be getting its first orbital tests in 2020, and if all goes well it could potentially deliver astronauts (and potentially small payloads) to lunar orbit within a few years. After that’s been proven, the cargo-carrying Orion variant could be taking 10 tons of payload to orbit at a time.

This is all preparatory to establishing the Lunar Gateway, a space station in orbit around the moon, which would be staffed by NASA astronauts and used as a deep space test bed and lab. They’re going to try to nail down the basics — volume, mass, materials, technologies — by next year, and want to have the first component in lunar orbit by 2022.

3. Remind everyone that we’re already on Mars

NASA is full of scientists, and asking them about a Mars mission in the future will likely draw glares as they point furiously to the many Mars missions they’re already juggling. The administration’s roadmap, unsurprisingly, focuses more on the near future than the far future. The fact here is that Mars is already a priority and they have major missions planned already, but to say anything about a crewed mission or base would be irresponsible and premature.

Insight is already en route and will land in November; the Mars 2020 Rover is all set to take off next summer; both will produce all kinds of interesting results critical to planning future missions. Mars 2020 will be bagging up samples for possible return via another mission several years out. Can you imagine what we can do with a cargo hold full of Martian rock? You better believe we want to get that stuff into the lab before we send out an away team.

2024 is the earliest time NASA commits to making a decision about a crewed Mars mission perhaps in the 2030s — and even then it would be an orbital one. Naturally, further missions will depend on the incredibly valuable observations and lessons learned from that mission — so perhaps we’re looking at the late 2030s for boots on Mars.

Is that a bit disappointing? Well, with the rate things are progressing in commercial space, we may very well see a private Mars mission well before that. But NASA is under certain obligations, being a scientific organization and one funded by taxpayers, to justify its work and test it to a degree that private companies may choose not to.

The report is heavy on promises but light on actual policy and hard dates, which is to be expected when many of the goals are far enough out that they can’t be effectively outlined beyond “we’ll know in 2024.” It may be a bit frustrating in this period of rapid advances in space to have such distant and vague goals, but that’s kind of the nature of the business.

In the meantime, it’s not like there’s any shortage of exciting developments from NASA or the many commercial space companies reinventing the entire sector. If you don’t like NASA’s patient approach, you’re welcome to mount your own mission to space — no, really. You wouldn’t be the only one.


Source: TechCrunch

Facebook poisons the acquisition well

Who should you sell your startup to? Facebook and the founders of its former acquisitions are making a strong case against getting bought by Mark Zuckerberg and Co. After a half-decade of being seen as one of the most respectful and desired acquirers, a series of scandals has destroyed the image of Facebook’s M&A division. That could make it tougher to convince entrepreneurs to sell to Facebook, or force it to pay higher prices and put contractual guarantees of autonomy into the deals.

WhatsApp’s founders left amidst aggressive pushes to monetize. Instagram’s founders left as their independence was threatened. Oculus’ founders were demoted. And over the past few years, Facebook has also shut down acquisitions, including viral teen Q&A app TBH, fitness tracker Moves, video advertising system LiveRail, voice control developer toolkit Wit.ai and still-popular mobile app developer platform Parse.

Facebook’s users might not know or care about much of this. But it could be a sticking point the next time Facebook tries to buy out a burgeoning competitor or complementary service.

Broken promises with WhatsApp

The real trouble started with WhatsApp co-founder Brian Acton’s departure from Facebook a year ago before he was fully vested from the $22 billion acquisition in 2014. He’d been adamant that Facebook not stick the targeted ads he hated inside WhatsApp, and Zuckerberg conceded not to. Acton even got a clause added to the deal that the co-founders’ remaining stock would vest instantly if Facebook implemented monetization schemes without their consent. Google was also interested in buying WhatsApp, but Facebook’s assurances of independence sealed the deal.

WhatsApp’s other co-founder, Jan Koum, left Facebook in April following tension about how Facebook would monetize his app and the impact of that on privacy. Acton’s departure saw him leave $850 million on the table. Captivity must have been pretty rough for freedom to be worth that much. Today in an interview with Forbes’s Parmy Olson, he detailed how Facebook got him to promise it wouldn’t integrate WhatsApp’s user data to get the deal approved by EU regulators. Facebook then broke that promise, paid the $122 million fine that amounted to a tiny speed bump for the money-printing corporation, and kept on hacking.

When Acton tried to enact the instant-vesting clause upon his departure, Facebook claimed it was still exploring, not “implementing,” monetization. Acton declined a legal fight and walked away, eventually tweeting “Delete Facebook.” Koum stayed to vest a little longer. But soon after they departed, WhatsApp started charging businesses for slow replies, and it will inject ads into the WhatsApp’s Stories product Status next year. With user growth slowing, users shifting to Stories, and News Feed out of ad space, Facebook’s revenue problem became WhatsApp’s monetization mandate.

The message was that Facebook would eventually break its agreements with acquired founders to prioritize its own needs.

Diminished autonomy for Instagram

Instagram’s co-founders Kevin Systrom and Mike Krieger announced they were resigning this week, which sources tell TechCrunch was because of mounting tensions with Zuckerberg over product direction. Zuckerberg himself negotiated the 2012 acquisition for $1 billion ($715 million when the deal closed with Facebook’s share price down, but later $4 billion as it massively climbed). That price was stipulated on Instagram remaining independent in both brand and product roadmap.

Zuckerberg upheld his end of the bargain for five years, and the Instagram co-founders stayed on past their original vesting dates — uncommon in Silicon Valley. Facebook pointed to Instagram’s autonomy when it was trying to secure the WhatsApp acquisition. And with the help of Facebook’s engineering, sales, recruiting, internationalization and anti-spam teams, Instagram grew into a 1 billion-user juggernaut.

But again, Facebook’s growth and financial woes led to a change of heart for Zuckerberg. Facebook’s popularity amongst teens was plummeting while Instagram remained cool. Facebook pushed to show its alerts and links back to the parent company inside of Instagram’s notifications and settings tabs. Meanwhile, it stripped out the Instagram attribution from cross-posted photos and deleted a shortcut to Instagram from the Facebook bookmarks menu.

Zuckerberg then installed a loyalist, his close friend and former News Feed VP Adam Mosseri, as Instagram’s new VP of Product mid-way through this year. The reorganization also saw Systrom start reporting to Facebook CPO Chris Cox. Previously the Instagram CEO had more direct contact with Zuckerberg despite technically reporting to CTO Mike Schroepfer, and the insertion of a layer of management between them frayed their connection. Six years after being acquired, Facebook started breaking its promises, Instagram felt less autonomous and the founders exited.

The message again was that Facebook expected to be able to exploit its acquisitions regardless of their previous agreements.

Reduced visibility for Oculus

Zuckerberg declared Oculus was the next great computing platform when Facebook acquired the virtual reality company in 2014. Adoption ended up slower than many expected, forcing Oculus to fund VR content creators since it’s still an unsustainable business. Oculus has likely been a major cash sink for Facebook it will have to hope pays off later.

But in the meantime, the co-founders of Oculus have faded into the background. Brendan Iribe and Nate Mitchell have gone from leading the company to focusing on the nerdiest part of its growing product lineup as VPs running the PC VR and Rift hardware teams, respectively. Former Xiaomi hardware leader Hugo Barra was brought in as VP of VR to oversee Oculus, and he reports to former Facebook VP of Ads Andrew “Boz” Bosworth — a longtime Zuckerberg confidant who TA’d one of his classes at Harvard who now runs all of Facebook’s hardware efforts.

Oculus’ original visionary inventor Palmer Luckey left Facebook last year following a schism with the company over him funding anti-Hillary Clinton memes and “sh*tposters.” He was pressed to apologize, saying “I am deeply sorry that my actions are negatively impacting the perception of Oculus and its partners.”

Lesser-known co-founder Jack McCauley left Facebook just a year after the acquisition to start his own VR lab. Sadly, Oculus co-founder Andrew Reisse died in 2013 when he was struck by a vehicle in a police chase just two months after the acquisition was announced. The final co-founder Michael Antonov was the chief software architect, but Facebook just confirmed to me he recently left the division to work on artificial intelligence infrastructure at Facebook.

Today for the first time, none of the Oculus co-founders appeared onstage at its annual Connect conference. Obviously the skills needed to scale and monetize a product are different from those needed to create. Still, going from running the company to being stuck in the audience doesn’t send a great signal about how Facebook treats acquired founders.

Course correction

Facebook needs to take action if it wants to reassure prospective acquisitions that it can be a good home for their startups. I think Zuckerberg or Mosseri (likely to be named Instagram’s new leader) should issue a statement that they understand people’s fears about what will happen to Instagram and WhatsApp since they’re such important parts of users’ lives, and establishing core tenets of the product’s identity they don’t want to change. Again, 15-year-old Instagrammers and WhatsAppers probably won’t care, but potential acquisitions would.

So far, Facebook has only managed to further inflame the founders versus Facebook divide. Today former VP of Messenger and now head of Facebook’s blockchain team David Marcus wrote a scathing note criticizing Acton for his Forbes interview and claiming that Zuckerberg tried to protect WhatsApp’s autonomy. “Call me old fashioned. But I find attacking the people and company that made you a billionaire, and went to an unprecedented extent to shield and accommodate you for years, low-class. It’s actually a whole new standard of low-class,” he wrote.

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Posted by David Marcus on Wednesday, September 26, 2018

But this was a wasted opportunity for Facebook to discuss all the advantages it brings to its acquisitions. Marcus wrote, “As far as I’m concerned, and as a former lifelong entrepreneur and founder, there’s no other large company I’d work at, and no other leader I’d work for,” and noted the opportunity for impact and the relatively long amount of time acquired founders have stayed in the past. Still, it would have been more productive to focus on why’s it’s where he wants to work, how founders actually get to touch the lives of billions and how other acquirers like Twitter and Google frequently dissolve the companies they buy and often see their founders leave even sooner.

Acquisitions have protected Facebook from disruption. Now that strategy is in danger if it can’t change this narrative. Lots of zeros on a check might not be enough to convince the next great entrepreneur to sell Facebook their startup if they suspect they or their project will be steamrolled.


Source: TechCrunch

Ford, Uber, Lyft and others band together to smarten up our streets – Roadshow

In cooperation with NACTO and SharedStreets, these companies are creating data standards in an effort to make street use more efficient.
Source: CNET

El coche del futuro será eléctrico, compartido, autónomo y sin cables

La tecnología inalámbrica para cargar vehículos de WiTricity ya existe, y aunque cuesta más que otros sistemas, permite ahorrar en cosas como el personal encargado de enchufar el vehículo. Ahora solo falta que gobiernos y gestores de espacios se decidan a invertir
Source: MIT

Si está harto de Facebook, deje de quejarse y cree su propia red social

El 62 % de los sujetos estudiados no sabía que un algoritmo determinaba lo que aparecía en su muro de noticias. Los expertos coinciden en que las redes sociales y los motores de búsqueda necesitan mejorar, aunque una opción menos agresiva sería que tuvieran configuraciones más sencillas
Source: MIT

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