Well, it looks like Adobe is wrapping things up nicely before the long holiday weekend. Mere days after the most recent round of updates, the software outfit has just announced its acquisition of Behance, the online portfolio community for creatives in a number of disciplines. Founded in 2006 by CEO Scott Belsky, they NYC-based outfit will remain it’s current location and retain all of its 32 current employees. Touting over 1 million active users and 90 million project views in the past month, Behance is an online repository for portfolios, feedback, inspiration and the hiring of creative pros. Adobe is planning to fully integrate the design community’s wares into it’s Creative Cloud arsenal “allowing members to seamlessly create content, seek feedback, showcase their work and distribute it across devices.” For now, there won’t be any changes for free and paid members of the Behance offerings, but Adobe is evaluating how to integrate the paid portions into Creative Cloud memberships with the free option from the community remaining as such. Head on past the break to take a gander at the full announcement.
In a small but fundamental change to Wikipedia, a tool which protects articles from malicious vandalism while simultaneously permitting good-faith edits has gone live on the English Wikipedia.
When a page under ‘pending changes’ protection is edited by a new user or a user without an account, the edit does not go live until it has been reviewed by a more experienced editor.
Edits made to Wikipedia articles are normally visible immediately.
The new tool is in contrast to the typical means of page protection on the online encyclopaedia, which, in the case of a flurry of vandalism to an article, completely locks it from being edited at all by new users.
Pending changes is already used on the second largest Wikimedia Foundation project, the German Wikipedia, but unlike the English one, on which pending changes can be assigned to and removed from pages that are frequently subjected to unconstructive edits, it’s applied to all articles by default.
This is a significant and long-awaited development. Wikipedia cannot remain the resource that it is if its four million-plus articles – the product of enormous amounts of volunteer time – are fair game.
At last, the burden for dealing with problematic edits is being shifted away from good-faith editors constantly having to challenge them, and onto those who make drive-by and contentious edits, who may now find themselves arguing the case for why their changes should even appear, let alone remain once already published, as they otherwise would.
There is already plenty of evidence within the project that suggests this is the only way forward. More and more experienced editors are inserting FAQ sections in the discussion pages of articles to save themselves fro! m consta ntly dealing with the same questions and disputes, and at the top of the dispute resolution ladder, the Arbitration Committee has a large list of sanctions for various articles and topics, which can be applied to editors who don’t follow the rules.
But some might argue it’s much too little, much too late. Wikipedia has regrettably served as an anonymous platform to libel people, one which appealed to Johann Hari when he used it to describe people he didn’t like as alcoholics, anti-Semites, or homophobes.
Pending changes would not only have made it much more difficult for such edits to get through, but might even have diminished the incentive to make them in the first place if they didn’t appear immediately after submission.
And then there’s the matter of simply getting things right. If pending changes was enabled on all articles, would Lord Justice Leveson have inadvertently labelled a 25 year old Californian student as a founder of The Independent newspaper?
The fact that Wikipedia can be edited by anyone is arguably both the site’s best and worst aspect: without it, it wouldn’t be what it is. But with September 2012 seeing the lowest monthly level of new editors since September 2005, a laissez-faire attitude to content is no longer sustainable. Sharing knowledge is a worthy and appealing undertaking; baby-sitting its potentially fleeting presence in a digital no-man’s land, not so much.
Verizon has released new data from its “Borderless Lifestyle Survey,” exploring consumer attitudes to an always-connected lifestyle. Of the many findings, attitudes towards real-time interaction with TV shows prove particularly interesting, as emerging technologies provide another potential activity for so-called “second screeners.” Specifically, 35% of respondents indicated an interest in real-time games and challenges with [...]
Google announced yesterday that it is going to start charging all businesses that want to use Google Apps – Google’s online version of Microsoft Windows.
Previously, Google Apps had been free to use for businesses smaller than 10 people.
This news might mean that Google is sick of flushing money down rat hole and finally wants to cover its cost, despite the reduction in usage this will cause.
But it also might mean Google is about to take Apps development a whole lot more seriously. It might Google is going to start trying to make Google Apps something that all businessess find worth paying for.
If that’s the case, it has to make Microsoft nervous.
Microsoft is in a very precarious place at the moment.
It’s just released a new operating system that’s very different from its old one.
The new operating system forces enterprises and consumers around into a choice: what kind of new OS do they adopt?
In years past, there was really only one choice: Microsoft.
But now, consumers are bringing their iOS devices and Android devices to work. They’re used to them. They love them. Meanwhile, consumers are not rushing out to buy Microsoft’s new tablet, Surface.
So now, enterprises have three choices: Microsoft, Google, or Apple.
The big advantage! Microso ft has had for years now is that its software suite for doing business, Microsoft Office, is far superior to anything Google or Apple had to offer.
But if Google is going to charge all clients for its Office clone, that might mean it is about to take Apps development a whole lot more seriously.
Maybe Google will finally build a real rival to Microsoft office’s crown jewel, Excel.
Google has just snapped up BufferBox, a Waterloo, Ontario-based startup that offers temporary lockers for online purchases much like the ones recently deployed by Amazon. Instead of 7-Elevens and RadioShacks however, the relatively young startup has only just started a deal to install parcel kiosks in Canada’s Metrolinx GO Transit stations. The Mountain View company hopes to keep BufferBox alive through the acquisition, with plans for 100 kiosks in Greater Toronto and Hamilton in the next year. Of course, we can’t help but think this could all be part of Google’s master plan for a rumored same-day delivery service that might make Amazon a touch nervous. Hopefully this means future Nexus deliveries will be a just little faster, eh?
Dr. Augustine Fou is Digital Consigliere to marketing executives, advising them on digital strategy and Unified Marketing(tm). Dr Fou has over 17 years of in-the-trenches, hands-on experience, which enables him to provide objective, in-depth assessments of their current marketing programs and recommendations for improving business impact and ROI using digital insights.
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