Search Results for: innovation

In Silicon Valley, Transportation Innovation Is a Flat Circle

A customer on one of Leap Transit's luxury buses in March 2015. The company would file for bankruptcy six months later. (Josh Edelson/AFP/Getty Images)

Ride-sharing app Lyft has a new service available in Chicago and San Francisco that they’re calling a “shuttle.” According to Lifehacker, it works like this:

Lyfts can add up fast and Lyft Line, while less expensive, can take you out of your way and make your travel time much longer.

Lyft Shuttle addresses both those issues by having you walk to a nearby pick up spot, get in a shared car that follows a pre-designated route, and drops you (and everyone else) off at the same stop. So, basically, you share a ride with other people (most of the time) so your ride price is lower, but you know exactly how long the ride will take because you’re on a pre-designated route.

Sounds… familiar. Wait a second.

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When Innovation Fails: Doing Hard Time in the Offender-Monitoring Business

In Bloomberg Businessweek, Lauren Etter explores another problem with the privatization of law enforcement: technology. From scrambled signals and dead batteries to false violations, the electronic ankle bracelets 3M created failed to protect wearers’ civil liberties even though the process used to design them reflected the company’s way of thinking about innovation and experimentation. Unfortunately, creating monitors for human beings involves higher stakes than yellow stickies.

The sheer amount of data generated by GPS-tracking devices creates problems across the industry and in every state, but the number of alerts in Massachusetts has far exceeded the norm, experts say. Documents reviewed by Bloomberg show that in the 12 months ended in October 2015, 3M bracelets produced 612,492 violation alerts in Massachusetts—more than 50,000 per month, from about 2,800 individuals wearing the devices. Almost 40 percent of the alerts were due to a device not being able to connect to the network or the GPS not being detected. Roughly 1 percent of alerts resulted in an arrest warrant being issued. Tom Pasquarello, former director of the electronic monitoring program for Massachusetts, estimates that half those warrants were potentially based on faulty or incomplete data. That would be roughly 3,000 warrants. “There were people that were pulled from their house in the middle of the night, that lost their kids, people that lost their job,” he says.

The problem of glitchy ankle monitors became so pronounced that the Massachusetts probation department set up an after-hours office in the lobby of a Boston police station so offenders could bring in their bracelets when problems occurred or batteries died. In August 2015, Massachusetts Superior Court Judge Heidi Brieger became so frustrated with the devices that she vowed to stop sentencing anybody to them. “It is simply administratively improper to run a system in this fashion,” she said, according to a court transcript. “We don’t lose liberty in this country because somebody’s software is not working. It just isn’t right.”

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The Innovation That Helped 'El Chapo' Create a Multi-Billion-Dollar Drug Trafficking Empire

But Chapo’s greatest contribution to the evolving tradecraft of drug trafficking was one of those innovations that seem so logical in hindsight it’s a wonder nobody thought of it before: a tunnel. In the late 1980s, Chapo hired an architect to design an underground passageway from Mexico to the United States. What appeared to be a water faucet outside the home of a cartel attorney in the border town of Agua Prieta was in fact a secret lever that, when twisted, activated a hydraulic system that opened a hidden trapdoor underneath a pool table inside the house. The passage ran more than 200 feet, directly beneath the fortifications along the border, and emerged inside a warehouse the cartel owned in Douglas, Ariz. Chapo pronounced it “cool.”

When this new route was complete, Chapo instructed Martínez to call the Colombians. “Tell them to send all the drugs they can,” he said. As the deliveries multiplied, Sinaloa acquired a reputation for the miraculous speed with which it could push inventory across the border. “Before the planes were arriving back in Colombia on the return, the cocaine was already in Los Angeles,” Martínez marveled.

Eventually the tunnel was discovered, so Chapo shifted tactics once again, this time by going into the chili-pepper business. He opened a cannery in Guadalajara and began producing thousands of cans stamped “Comadre Jalapeños,” stuffing them with cocaine, then vacuum-sealing them and shipping them to Mexican-owned grocery stores in California. He sent drugs in the refrigeration units of tractor-trailers, in custom-made cavities in the bodies of cars and in truckloads of fish (which inspectors at a sweltering checkpoint might not want to detain for long). He sent drugs across the border on freight trains, to cartel warehouses in Los Angeles and Chicago, where rail spurs let the cars roll directly inside to unload. He sent drugs via FedEx.

But that tunnel into Douglas remains Chapo’s masterpiece, an emblem of his creative ingenuity. Twenty years on, the cartels are still burrowing under the border — more than a hundred tunnels have been discovered in the years since Chapo’s first. They are often ventilated and air-conditioned, and some feature trolley lines stretching up to a half-mile to accommodate the tonnage in transit.

The New York Times reports that Joaquín Guzmán Loera—leader of the Sinaloa Drug Cartel—has been arrested. Nicknamed El Chapo, Guzmán’s cocaine and marijuana trafficking empire is believed to be worth several billion dollars. Patrick Radden Keefe closely examined the Sinaloa Drug Cartel and Chapo’s leadership of the organization for The New York Times Magazine in the summer of 2012.

See also: “Inside the Incredible Booming Subterranean Marijuana Railroad.” (GQ, Jan. 12, 2014)

And: “The Narco Tunnels of Nogales.” (Businessweek, Aug. 2, 2012)

***

Photo of elaborate cross-border drug smuggling tunnel discovered inside a warehouse near San Diego via Wikimedia Commons

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The Road To Resilience: How Unscientific Innovation Saved Marlin Steel

Longreads Pick

How a Baltimore company that specialized in making metal bagel baskets decided to make a big change to save itself:

“Within five years of buying Marlin, Greenblatt was getting killed. Chinese factories suddenly started making bagel baskets. Marlin sold its baskets for $12 apiece and with 36 baskets to equip a typical bagel shop made $450 when a company added a location. Chinese factories were selling baskets for $6 each. Marlin’s customers were switching to save $200 a store. And Marlin would never be able to match its Chinese competitors on price. ‘My steel was costing me $7 a basket,’ says Greenblatt. ‘We were going to go extinct.’ It would have been smarter for him to buy bagel baskets from China for $6 each and sell them for $6.50.”

Source: Fast Company
Published: Jul 8, 2013
Length: 19 minutes (4,759 words)

An Intimate Portrait Of Innovation, Risk, And Failure Through Hipstamatic’s Lens

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They were the vintage photo app that came before Instagram—but failure to take advantage of social, infighting among the leadership and indecision about their product caused the company to miss its opportunity:

“Fast Company reached out to a slew of top-tier VCs but was unable to find one who had met with or even looked at the company. Two of the VCs surmised the startup would have a very difficult time raising money after the Instagram acquisition. ‘Another billion-dollar photo-sharing exit is hard to imagine. The category is over and done with, and I’d be surprised if they can even raise,’ says one of the topflight VCs.

“The investor agrees that general market sentiment for social media investments is down because of Zynga’s and Facebook’s declining market caps. However, the VC disagrees with Buick’s argument that having revenue would hurt its chances to raise funding. ‘The real problem is that Hipstamatic is perceived as a copycat that desires to be Instagram, and VCs don’t want to be in a me-too deal,’ the investor says. ‘Having revenue absolutely won’t hurt; if anything, it helps, though the idea and market size matter much more.'”

Source: Fast Company
Published: Oct 11, 2012
Length: 32 minutes (8,142 words)

Xerox PARC, Apple, and the Truth About Innovation

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Apple was already one of the hottest tech firms in the country. Everyone in the Valley wanted a piece of it. So Steve Jobs proposed a deal: he would allow Xerox to buy a hundred thousand shares of his company for a million dollars—its highly anticipated I.P.O. was just a year away—if parc would “open its kimono.” A lot of haggling ensued. Jobs was the fox, after all, and parc was the henhouse. What would he be allowed to see? What wouldn’t he be allowed to see? Some at parc thought that the whole idea was lunacy, but, in the end, Xerox went ahead with it. One parc scientist recalls Jobs as “rambunctious”—a fresh-cheeked, caffeinated version of today’s austere digital emperor. He was given a couple of tours, and he ended up standing in front of a Xerox Alto, parc’s prized personal computer.

Source: The New Yorker
Published: May 16, 2011
Length: 23 minutes (5,814 words)

The MP3: A History Of Innovation And Betrayal

Longreads Pick

“I don’t like the title ‘The Father of MP3,'” says Karlheinz Brandenburg. But he kinda is. “Certainly I was involved all the time from basic research [to] getting it into the market.” Brandenburg was part of the group that gave the MP3 its name. The Moving Picture Experts Group (MPEG) lent its name to the process of digital encoding by which audio and video is compressed into a file small enough to be transferred easily. That process — MPEG Audio Layer III — and the resulting file — the MP3 — is ubiquitous today. But the development wasn’t simple, and its outcome wasn’t inevitable.

Source: NPR
Published: Mar 23, 2011
Length: 8 minutes (2,173 words)

The Failed Promise of Innovation in the U.S.

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During the past decade, innovation has stumbled. And that may help explain America’s economic woes

Source: Businessweek
Published: Jun 3, 2009
Length: 12 minutes (3,145 words)

This Visionary Chef Has Unlocked the Secrets of the Sea Floor. Can He Change the Way We Eat?

Photo by Allen J. Schaben/Los Angeles Times via Getty Images

Chef Ángel León’s expeimental dishes at Aponiente, his three Michelin starred-restaurant in the Spanish port town of El Puerto de Santa María, across the bay from Cádiz, showcase his culinary innovation and commitment to sustainability. Consider unexpected ingredients like “discarded fish parts to make mortadella and blood sausage and chorizo,” the “parts of a tuna’s head to create a towering, gelatinous, fall-apart osso buco,” and varied underwater flora presented on plates as sea pears, tomatoes, and artichokes. “He built his menu around pesca de descarte, trash fish: pandora, krill, sea bream, mackerel, moray eel,” writes Matt Goulding in a profile of the chef at Time magazine. “But in León’s mind, these are some of the most noble and delicious creatures in the sea.”

Known in Spain as “the Chef del Mar,” León has big plans: harvesting seagrass off different stretches of the coast and transplanting it to the Bay of Cádiz, near his restaurant, with the long-term aim of domesticating eelgrass and growing a vast “underwater garden for human beings.” Scientists have known that seagrasses are “one of the most vital ecosystems in the fight against climate change,” writes Goulding, but what’s lesser-known is that seagrass contains “clusters of small, edible grains with massive potential” — and it’s León who is exploring its possibilities.

He sees the region’s vast network of estuaries overflowing with flora and fauna—tiny, candy-sweet white shrimp, edible seaweeds like marine mesclun mix, sea bream and mackerel in dense silver schools. He sees a series of mills, stone-built and sea-powered, grinding through grains for the region’s daily bread. A wind-swept, sun-kissed saltwater economy, like the one that once made Cádiz a center of the world.

Zostera grains look more like amaranth or a chia seed than rice—a short, pellet-like grain with a dark complexion. León boiled it like pasta, passed me a spoonful, then watched me closely as I processed. The first thing you notice is the texture: taut-skinned and compact, each grain pops on your tongue like an orb of caviar. It tasted like the love child of rice and quinoa with a gentle saline undertow.

But there is something extraordinary about seagrasses: they are the only plants that flower fully submerged in salt water. They have all the equipment of a terrestrial plant—roots, stems, rhizomes, leaves, flowers, seeds—but they thrive in under-water environments. Seagrasses like Zostera marina are eco-system engineers: the meadows they form along coastlines represent some of the most biodiverse areas in the ocean, playing host to fauna (like seahorses, bay scallops and sea turtles) that would struggle to survive without seagrass.

But anthropogenic forces—climate change, pollution, coastal development—have threatened eelgrass meadows across the world. As León and team refine the conditions for large-scale cultivation, they hope to facilitate its growth along coastlines around the world—Asia, North America and, above all, across the Straits of Gibraltar in Africa—turning millions of hectares into a source of food, protection against erosion and a weapon against climate change.

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Seeding the Ocean: Inside a Michelin-Starred Chef’s Revolutionary Quest to Harvest Rice From the Sea

Longreads Pick
Source: Time Magazine
Published: Jan 9, 2021
Length: 20 minutes (5,070 words)