My hard disc is running out of space both in laptop as well as in my desktop, with so many movies in desktop and i still dont understand whats filling my laptop hard disc did all possible scans, anyways for now both my desktop and laptop hard disc’s are running put of space, i’ve serious thought to buy a external hard disc when i did a lil search i made up my mind to stick with transcend its cheaper and looking better, will place order in ebay.

Mean time the thought on running out of space strike my mind.

1. we’re living in the age of where internet is reasonably cheap, good connectivity, good speed to notice.
2. Most of the content we just wanna save and access it later when needed are multimedia contents eg: movie, musics, pictures, etc.
3. We’d love to save our contents online if we have confident that our content are as safe as we save in our very own hard disc. no worry abour copyright or security.
4. Access to our content anywhere and in any medium including music and movie players, cell etc.

I think what youtube, google video, picasa, flickr, are doing is good, but this is not enough, we need something like gmail to email.

Someone ready to give unlimited hard disc space, easy access/usability, multi client type support, secured access(say i wont check your content).

Gigaom’s interview with elemental technologies ceo and co founder Sam Blackman, is very useful read further.

Tags: business, Idea, review

Cisco is so positive and using this recession time to its benefit to expand, it has already acquired tandberg, a video communication company from norway for $3 billion early this month.
And this week, cisco announced they’re acquiring Starent Network for $2.9 billion, starent network enables mobile operators to deliver rich multimedia on mobiles, like video, mobile tv, photos, games, music etc. Starent network will work independently till 2010 first half till the deal gets closed.

“Combining cisco’s strength in video and ip with starent network’s mobile infrastructure solutions creates compelling portfolio of products that provides an integrated architecture to offer rich, quality multimedia experience to mobile subscribers on 3G and 4G networks,” -Ashraf Dahod, CEO, Starent Networks.

Posted by Wordmobi

Tags: business, News, review

Have you seen nano in streets yet? I’ve seen one last weekend. Must say, looks reasonably descent, first i thought its maruti’s estilo.

Since nano’s roll out, world car makers started looking at india, india’s small car sales growth is at 25%-30%.

Also, we have exported almost more than 2.25 lakh small cars, this number will increase in days to come.

Its profitable for car makers to build company in India than in China,
1. if you want to start a company in China, you need to tie up with a chinese company but that is not the case in India.
2. Cost of raw materials are cheaper too.

So, with all these it is expected, many international offers are yet to come. With this car related industry will soar.

Stocks to eye on:

Posted by Wordmobi

Tags: business, car, china, India, nse, stock

Flydubai a dubai based airline, to enter indian market from July 13, will operate in 3 indian cities, lucknow, chandigarh and coimbatore.

FZ450 Will operate between dubai and lucknow for 4 times per week, charges start from 4700INR including taxes.

FZ414 Will operate between dubai and coimbatore for 3 times per week, charges start from 4700INR including taxes.

shows more travel between two countries already and yet to come.

Posted by Wordmobi

Tags: business, India, News, Travel

Source: Google: Ten Golden Rules – Issues 2006 – MSNBC.com:

• Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers, drawn from both management and potential colleagues. Everyone’s opinion counts, making the hiring process more fair and pushing standards higher. Yes, it takes longer, but we think it’s worth it. If you hire great people and involve them intensively in the hiring process, you’ll get more great people. We started building this positive feedback loop when the company was founded, and it has had a huge payoff.
• Cater to their every need. As Drucker says, the goal is to “strip away everything that gets in their way.” We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses—just about anything a hardworking engineer might want. Let’s face it: programmers want to program, they don’t want to do their laundry. So we make it easy for them to do both.
• Pack them in. Almost every project at Google is a team project, and teams have to communicate. The best way to make communication easy is to put team members within a few feet of each other. The result is that virtually everyone at Google shares an office. This way, when a programmer needs to confer with a colleague, there is immediate access: no telephone tag, no e-mail delay, no waiting for a reply. Of course, there are many conference rooms that people can use for detailed discussion so that they don’t disturb their office mates. Even the CEO shared an office at Google for several months after he arrived. Sitting next to a knowledgeable employee was an incredibly effective educational experience.
• Make coordination easy. Because all members of a team are within a few feet of one another, it is relatively easy to coordinate projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group describing what he has done in the last week. This gives everyone an easy way to track what everyone else is up to, making it much easier to monitor progress and synchronize work flow.
• Eat your own dog food. Google workers use the company’s tools intensively. The most obvious tool is the Web, with an internal Web page for virtually every project and every task. They are all indexed and available to project participants on an as-needed basis. We also make extensive use of other information-management tools, some of which are eventually rolled out as products. For example, one of the reasons for Gmail’s success is that it was beta tested within the company for many months. The use of e-mail is critical within the organization, so Gmail had to be tuned to satisfy the needs of some of our most demanding customers—our knowledge workers.
• Encourage creativity. Google engineers can spend up to 20 percent of their time on a project of their choice. There is, of course, an approval process and some oversight, but basically we want to allow creative people to be creative. One of our not-so-secret weapons is our ideas mailing list: a companywide suggestion box where people can post ideas ranging from parking procedures to the next killer app. The software allows for everyone to comment on and rate ideas, permitting the best ideas to percolate to the top.
• Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the “many are smarter than the few,” and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions
• Don’t be evil. Much has been written about Google’s slogan, but we really try to live by it, particularly in the ranks of management. As in every organization, people are passionate about their views. But nobody throws chairs at Google, unlike management practices used at some other well-known technology companies. We foster to create an atmosphere of tolerance and respect, not a company full of yes men.
• Data drive decisions. At Google, almost every decision is based on quantitative analysis. We’ve built systems to manage information, not only on the Internet at large, but also internally. We have dozens of analysts who plow through the data, analyze performance metrics and plot trends to keep us as up to date as possible. We have a raft of online “dashboards” for every business we work in that provide up-to-the-minute snapshots of where we are.
• Communicate effectively. Every Friday we have an all-hands assembly with announcements, introductions and questions and answers. (Oh, yes, and some food and drink.) This allows management to stay in touch with what our knowledge workers are thinking and vice versa. Google has remarkably broad dissemination of information within the organization and remarkably few serious leaks. Contrary to what some might think, we believe it is the first fact that causes the second: a trusted work force is a loyal work force.

Tags: business, golden, Google, knowledge, managing, rules, ten

The Business of Software:

The Business of Software Everything about the business of software, from the smallest shareware operation to Microsoft.

This website Rocks, i feel like i found something i was searching for long time… well, i enjoyed reading this Article
“Advice on Finding a Tech Partner”

UncleDarnell the person who wrote that someway sounded like me,…. Anyways… check it out.

Tags: business, software