Entering the New of Era of Web 3.0
By Peter Bowman & Aaron Friedman
As the end of the first decade of the new millennia approaches, Internet developers and strategists are predicting both the timing and impact Web 3.0 will have on the digital landscape. Analysts have proven that the Internet is much larger than most people even comprehend - some 500 times larger than all the content indexed on sites like Google and Yahoo. This “invisible web” is comprised of hidden databases and protected data which are deployed online but only shared in private network environments. As with life itself, the Internet has a way of evolving progressively and sometimes at great speeds. As the adoption of this technical evolution increases - so does related connectivity, community and a new era of personal empowerment online.
The question remains will Web 3.0 and all of its proposed promises become more of a technical milestone or an Internet user expectation?

In the 1980’s, the world saw the adoption of the PC and desktop computing. This phenomenon of personal computing really took hold in the 1990’s with the introduction of the Internet, the World Wide Web and basic applications which took data from file systems and expanded them into file servers for global sharing. This period of the Internet introduction era or Web 1.0 was a major time of transition as many industries were caught off guard in their adoption to a new way of dealing with both communications and business operations. The speculative financial markets in the Y2K years brought with it an investment correction online. The results of the meltdown proved that not everything built online with a business model in mind would find financial success – let alone user adoption.
As the difficult market correction forced a new and more quietly focused period of development online, the power of people online and their social communications began to emerge as a new way to conduct commerce and foster a new level of online community. Web 2.0 has proven that users of the Internet dictate the Web’s progress more than business models and money. The social networking and personal publishing growth of the Internet has empowered a new era of peer to peer sharing – as once static websites have turned rapidly into platforms that engage conversation and commerce.
Today, entrepreneurs and online speculators are envisioning what the next generation Internet means as Web 3.0 and Web 4.0 push for their time. The new generation Internet is not so much a replacement of the old but an extension of what has already been developed to date. As online users become more comfortable with digital and even mobile interaction, the logical, next step Internet will begin to seamlessly understand each user and learn meaning behind both language and user personality. This “semantic Web” will turn the current document driven Internet into a database driven Internet where every information search, online conversation and every movement online is a learned and stored behavior and experience – one that understands, compounds and even learns about knowledge. This cognitive Internet ultimately will create a platform where information and applications are delivered at the right time and at the right place.
With a new, intelligent design in delivering content and community, many thought leaders and institutional online players are discovering just how to move to this new generation Internet. The question is will users have to learn how to interact with this new, self-learning Internet or will this intelligent extension simply fall into place as the Web begins to mirror the needs and personality habits of the individual user? Either way, this new, intelligent and thought-driven Internet will quickly move us to a whole new level of information and marketing delivery.
There are two major shifts that will occur in the Web 3.0 environment. The first is that the abundance of information today will evolve to more controlled information tomorrow. The second is that any and all user movements and activities online become stored and learned behaviors which ultimately benefit both the source and the individual. For the source, understanding user needs on an individual basis changes the entire Internet from a delivery mentality of “this is what we have” to a new thought-platform of “this is what we believe you are looking for.”
For years, the driving force for search and aggregation of user tools has been industry leaders like Google, Yahoo and even newer ventures like BING that are starting to position themselves as next generation engines. To date, these institutional players have been the catalysts to global search content, leaving a “vertical hole” in the semantic search space. Most of the development around semantic search is stemming at the University level and in micro-oriented niche markets and vertical online communities. It will be the predictive thinkers like WebMD (which Microsoft currently has an ownership stake in); that can deliver a large scale, vertical market site based on a cognitive platform.
Leading experts believe it is the micro-niche markets that will ultimately serve as the new catalysts to the semantic and cognitive Web. These focused communities have the ability to not only harness their intellectual and market assets quicker, but they also are in far better positions to leverage their development resources with more accuracy. Additionally, vertical market communities can come to market more rapidly with a captive audience. In the end, these smaller initiatives will become the leaders in the next generation “Intelligent Web”. This trend may validate the reasoning why so many of these vertical market sliver sites and channels are currently under development.
From a marketing perspective, the semantic web offers a truly exciting value as dynamic communication programs become seamlessly integrated with user search and individual behavior. Through learned behavior tracking online, marketing programs can be delivered intelligently to the individual needs supplying the most strategic message at the right time to the right location and in the most compelling media format based on user, device and connectivity platform.
One of the greatest challenges in this evolution of the semantic and intelligent web is for already existing online properties to determine just how to migrate to this new database-driven environment. Although a handful of sites are developing semantic engines, most are burdened with the process of even understanding how to migrate their existing platform to the newer cognitive design. For the user, a semantic engine is merely a seamless progression to being understood and being served. Older online users have already been through so many transitions online from E-commerce, site personalization and even social networking. Younger users seem to have the “built-in” gene code where the latest technology is automatically adopted. The fact is, all users will begin to expect smarter engines as topology and one-dimensional search engines and databases move into the semantic and cognitive space.
In the end, there are three colliding forces that will drive us quickly to a Web 3.0 environment. First, users understand that they have many control options online and the more the web can mirror their needs and wants, the more efficiently they can leverage online resources. Secondly, marketers will continue to invest and move to more intelligent campaigns that target and deliver “smarter messages.” Lastly, institutional leaders in connectivity, search engines, vertical markets and even device manufacturing will continue to foster new technologies while spending countless marketing resources that inform and engage online users to understand and even expect this new, intelligent web.
IT is About Utility Not Technology
By Mike Scheuerman @ CIO Update
The future of IT is not in building and maintaining technology, but in the application of technology in solving business problems. This new IT organization should not be focused on maintaining a technology infrastructure, but in using IT as a value-added tool to enhance the operation of the business.
Making the switch to concentrating on the "information" in Information Technology will be challenging for many of today’s IT managers. They have always worried about the "speeds and feeds" and less about how the equipment under their control provides good support and value to the people who use that equipment to do their jobs. Infrastructure management is necessary but not sufficient to provide business users and managers with the information that they need to make critical business decisions each and every day.
A better approach is to organize the IT department to emphasize the information and downplay the technology. To that end, the new face of IT becomes the business analyst and project manager. The role of infrastructure management falls to outside vendors and someone(s) in IT will have the role of vendor relationship management. Managing SLAs becomes the primary goal for this group.
Within the business analysis function, there are three major components: project management, business unit expertise, and business intelligence. Project management provides the methodology for getting things done in a timely, cost effective way. Business unit expertise is used to provide knowledgeable individuals who know the business processes within a particular department. This expertise allows them to provide sound advice on how technology can be used within that business unit. Since this group falls within the overall business analysis function, they can also provide the cross-functional view that is missing so many times in projects. Helping to avoid the unintended consequences of system changes is a side benefit of this cross-function view of the world.
The third component of business analysis is that of business intelligence. This group is focused on the information that is needed to make timely and well-informed decisions by business management. This group is the keeper of the key performance indicators (KPIs). These KPIs make up the dashboard every manager uses daily to determine if the business is running the way they expect. Business intelligence provides the controls that keep the ship of business afloat and on an even keel.
The challenge to implementing this model is developing a true cost model of the current IT services so a reasonable comparison of costs and goals can be achieved. Today, the cost of IT is calculated largely on personnel and capital costs. In truth, the opportunity costs of not providing more effective utilization of people in the business is unaccounted for. The cost of not being able to determine the state of the business in a more timely way is also left out of the equation. And the cost of decisions being made with incomplete information is missed. Putting real dollar figures to many of these missing items is difficult, but the risk to the business is too high to not make an educated estimate.
Most business managers never think about the technology they use every day and how lost they would be without that technology. They also are concerned about the cost of the technology and how it is not providing them with what they need to run the business.
These are real concerns. If management can step back and think about IT as a utility they will begin to see that trying to keep the IT infrastructure running is like buying and maintaining your own power plant. You wouldn’t do that because you can’t justify the cost. You use the power to run your business and focus on the things that make your business successful. You don’t worry about buying coal to keep the power plant running. IT should be viewed the same way. It is an information utility. The real value comes from the information that is generated by the plant, not in the electricity flowing through the wires.
New Chip Technology Could Help Computers Think on Their Own
BY Kit Eaton
While there's a lot of work to push nanotechnology as the future of computer chips, good old-fashioned semiconductors still have a lot of life in them yet: and they've recently been given a boost with a radical new type of circuit element that incorporates both semiconductor and nanotechnology.

Its called the memristor, and if you haven't heard of it that's not much of surprise--they were only manufactured for the first time last year. Memristors are tiny electronic devices that change their electrical resistance proportionally to the current running through them--in contrast transistors "turn on" current when a small input voltage is applied. Unlike transistors, memristors don't forget their state when they're turned off, making them useful as non-volatile memory for example.
Now a team from Hewlett-Packard labs in Palo-Alto has demonstrated a hybrid transistor-memristor circuit for the first time, using a nanowire grid and titanium dioxide as a semiconductor. The resulting device had memristors at the nanowire junctions and was surrounded by transistors.
Why should you get excited about this? For one reason--a transistor/memristor paired assembly can be programmed to either behave like a traditional logic circuit, route signals across it or behave as a memory storage unit. And these are all tasks that require specially-engineered circuitry in existing chips. In other words, a memristor-chip could pack in much more processing power in the same area--and that's the trend that our increasingly-powerful chips have been following for decades.
Yet more interestingly, since the memristor "remembers" what state its in, by doing a calculation with a group of the circuits and feeding back the output of a calculation to the same memristors, the device could effectively "self-program." As HP spokesman Tim Williams puts it: "self-programming is a form of learning. Thus, circuits with memristors may have the capacity to learn how to perform a task, rather than have to be programmed to do it."
And that's one long-predicted goal of computing technology that may even enable synaptic-like responses. Your computer in ten years time may do some of your thinking for you.
Leadership and Management




