Since first being announced back in July 2011, Mozilla has slowly but steadily revealed new details of its upcoming mobile operating system, Firefox OS (formerly Boot to Gecko).
Now, a few months after giving a Firefox OS introductory talk in Brazil, Mozilla has decided to share both the videos and the slides from presentations by Andreas Gal, Mozilla’s Director of Research, and Philipp von Weitershausen, one of Firefox OS’ lead engineers.
Starting with a very high-level introduction on the emergence of modern Web browsers, and finishing off with WebAPIs & UI hacking, any developers interested in what’s currently happening in the Firefox OS world should give the videos below a look. Expect to learn about everything from the Firefox OS software stack and Gaia UI to the Firefox Marketplace and development environment.
Note: Mozilla tells TNW that the screenshots in these presentations refer to an early build of B2G.
If you’re interested in checking out the slides, they’re available in PDF, Keynote and PowerPoint format here.
Image Credit: JOERG KOCH / Getty Images
The city is alive with Saturday night fever, and Pier 94 is just as awake, and perhaps a bit more drunk. Tequila shots (and plenty of beers) are flowing, along with Red Bull, Mountain Dew, and Energy Bites.
In other words, this place is like one giant vat of FourLoko, topped with a sprinkling of coders. For the most part, they seem ready for anything. We’ve heard that the majority of them are ahead of schedule, which is good news considering that the alcohol-induced energy rush will only last so long.
We caught up with Jake, a 15-year old hacker who’s back for the second time to code away, along with Matt Hall, co-founder and CEO of Docracy and former Hackathon winner, and both seemed confident in their hacks. However, Jake has all the energy in the world (despite eating basically nothing), while Matt says he’s typing at a rate of one character per minute. Clearly, youth is an advantage once the clock strikes midnight.
We also brought along some Nerf Vortex blasters (the ones that shoot discs) so that the hackers could take a break and let loose a bit, which basically means that the floor of Pier 94 is currently littered with little green discs.
All in all, the hackers are hitting their stride with about 11 hours left to perfect not only their product, but their presentations. We’ll keep you updated on the action as it’s happening.
Disrupt NYC is set to be one of our biggest shows yet, with returns from Michael Arrington and MG Siegler, along with a variety of big names like Marissa Mayer, Sarah Tavel, Fred Wilson, and David Lee and more. It’s going to be huge.
If you’re interested in checking out Disrupt and/or the Hackathon yourself, tickets are still on sale here and info on the Hackathon can be found here. Companies who want to join the Battleground can apply for the last remaining spots in Startup Alley. You can find the full agenda here.
Read the original: This City Never Sleeps, And Neither Do The Hackers
At The Next Web conference in Amsterdam, Wong talked about the shift in the way that brands can create an emotional connection with consumers, especially when it comes to mobile gaming.
He told us more about what he does and how at 21 he came to be such a leader in his field.
Catch up on all of the videos, interviews and presentations from The Next Web conference in Amsterdam.
View original post here: Meet Brian Wong the 21 year old CEO who can teach us about emotional business connections
Editor’s note: Scott Weiss is a general partner at Andreessen Horowitz and the former co-founder and CEO of IronPort Systems, which was acquired by Cisco in 2007. He blogs at http://scott.a16z.com and you can follow him on Twitter @W_ScottWeiss.
My father, Alfred “Bud” Weiss, owned a car dealership — “Bud’s Cadillacs” of Miami, Florida. When I’d drop by the office, he would usually pepper me with bits of business wisdom, but as a kid, I wasn’t very receptive. My head was usually buried in a comic book, only half listening. However, there was one story that stuck with me and I have struggled to make sense out of it throughout my business career:
“Son, you never, ever promote your best salesperson to be the sales manager. This is a classic mistake that other car dealers make. A bunch of my top producers came from their failed attempts as sales managers at other places. You commit two wrongs with these promotions: First, you take your top producer — someone raking in two to five times the average salesperson — off the sales floor. Second, you put them in a new job that they are totally unqualified to do successfully. This usually ends in disaster for everyone involved.”
His advice seemed to make sense until later in my career when I was actually faced with the problem. Some of our best salespeople and engineers at IronPort wanted to move into management and if we didn’t give them the opportunity, then it was clear they would go elsewhere. Of course, there’s not much of a dilemma when the high performer is a natural leader and people-person. Promoting great people from within is preferable on so many dimensions: There’s context, history, relationships and it all leads to a much better chance of success than hiring from the outside. The difficult corner case is the high-performing individual contributor that you can tell will likely fail in a leadership position. I’m talking about the sharp-elbowed, passive aggressive salesperson with little self-awareness. Or the my-way-or-the-highway, smartest-guy-in-the-room, workaholic engineer with horrific personal hygiene. How do you deal with that?
If they were really that good and were hell-bent on being a manager, then I came to believe that you had to give them a shot. That said, in my own experience, only about 25% of these experiments succeed in leadership. However, if managed carefully, the majority of the failures can ultimately be coached back into individual contributor roles, which is still a win. The key to all of it is making sure that there’s a sponsoring executive that is willing to spend a boatload of time coaching the budding leader. Here are some specific suggestions:
I know this all sounds like a ton of work but some people are just that special and totally worth it. Some of our best managers came out on the other side of these experiments and we had at least a handful of failures that we were able to retain as employees. My father built his business with castoffs from these experiments gone wrong at competitors. Perhaps because they had already failed elsewhere, his top performers didn’t aspire to try management again. Only in this context can I make sense of his guidance, as my experience has been quite the opposite.
Read this article: Never, Ever Promote From Within