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Google announced today that it was acquiring JotSpot. While the technology itself may not be that complex, Google potentially gets a good team of developers to launch its wiki products. I have been using JotSpot for a few months now and found it useful for collaborative work. As a result of this purchase, I get to use it for free from today!
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Of late, ORCL has been doing really well in the stock market. Today's announcement about providing Linux support is going to support that trend. This does two good things for ORCL and its customers. One, it further legitimizes Linux for enterprise customers and should lead to larger adoption of the platform. The second benefit for ORCL comes could come from bundling its database and ERP solutions with Linux. Customers are more concerned about the applications that run on the platform than on the platform itself. The fact that the platform is supported by a community and is open is a bonus.
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Google announced a custom search engine Google co-op. With this every user can lauch a customized search engine. If one is interested in IT architecture (as I am), you can lauch a search engine and add websites than can be preferentially (or exclusively) searched on that topic. At one time it was popular to publicize your favorite websites. Now you can do that and add search capabilities to it! This is a good idea because there is a limit to the value one can derive from generic search engines. Nice search engines are difficult to lauch because thery require some domain knowledge. By allowing the users to do it, Google can tap into this expertise and make Google more relevant. Here is a link to my search engine for IT architecture.
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A colleague of mine, Steve Gordon, pointed out these blogs to me: What makes Google tick? Google NYC First LookThese two blogs provide some information about the innovation process at Google. In particular, their ability to recruit engineers and have them innovating in small teams.
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 This picture has 129 nodes and over 1000 mashups. The red nodes in the middle are components that are the most central and not affiliated with any of the major platform vendors like AMZN, GOOG, YHOO or Ebay.
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NYT ran a piece on the Google/YouTube. This article also provides a good history of recent acquisitions. Another artilce describes how we have enveloped in the Google matrix. I can relate to this one :-)
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Google just announced the acquisition of YouTube. Since their own video network did not grow as fast as YouTube's, they will now acquire an additional 30 million users. This should get the network effects going. BTW, YouTube occupies a key position in the mashup diagram and was a good acquisition from that perspective.
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 The previous service ecosystem diagram has been updated with more alliance partners and with link type. Some companies gave me information on strategic, preferred and solutions partners. I have denoted them in green, tan and grey. These figures can show some goodness measures for the service vendors denoted as diamonds. For example, fan out from the vendor shows exclusive links. This may be a key differentiator. Another goodness measure is the position within the network. Given that the visualization algorithm (spring loaded) places the important nodes in the center of the picture, node position is also key. In our case, the product vendors end up occupying key positions. Another measure could be the diversity of link types. In the case of TCS, they have diversity in the links with players in the middle of the picture. This may give them preferential access with these vendors. I will add more nodes and link types as I get the data.
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 There are over 1032 mashups in the ecosystem now. Recently, there have been a few hiccups with creating mashups. In one instance, Facebook is asking a mashup provider (UnFaced) to cease and desist. A key issue is the control over data. Facebook feels that UnFaced is capturing the data from Facebook customers and using it to their advantage.
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