Reading List (blogroll)

In many rural areas, America's online shoppers can wait half a week or more for deliveries. But Amazon started a $4 billion "rural delivery push" last year, reports Bloomberg, and has now cut delivery times to under 24 hours for 1 in 5 rural and small-town households, with 48-hour delivery to 62% of rural households. The payoff could be huge. Rural shoppers in the US collectively spend $1 trillion a year on clothing, electronics, household goods and other items, representing about 20% of retail purchases excluding cars and gasoline, according to Morgan Stanley. Amazon aims to recondition those shoppers to expect quick delivery, which would play to its strengths and make the company top-of-mind for online purchases... "Rural America is often overlooked," said Sky Canaves, an analyst at EMarketer Inc. who tracks online sales. "This is the opportunity Amazon is trying to seize because e-commerce growth is getting harder to come by...." Amazon's rural push will require a lot more rural business owners willing to make deliveries... Today, Amazon delivers more parcels overall than UPS and FedEx, which are both shedding workers and shrinking their delivery networks, including in rural areas. By picking up the slack, Amazon is expected to become the largest parcel carrier in the US — surpassing the postal service — in 2028, according to the shipping software company Pitney Bowes. Amazon currently delivers two of three orders itself. For rural shoppers, the most visible change will be fewer brown UPS trucks, fewer packages delivered by mail carriers and more small business owners pulling up in their minivans. Amazon's relationship with America's postal service "has become rocky following a dispute over contract terms," notes the Wall Street Journal. But they also share an interesting calculation by Marc Wulfraat, president of MWPVL International, a supply-chain consultancy monitoring the e-commerce company's logistics network. . At Amazon's current pace of constructing 40 to 50 new delivery hubs each year, he estimates Amazon will be able to ship packages to every single U.S. ZIP Code within four years.

Read more of this story at Slashdot.

Apple unveiled new device-level age restrictions in the UK on Wednesday. "After downloading a new update, users will now have to confirm that they are 18 or older to access unrestricted features," reports Gizmodo. "Users will be able to confirm their age with a credit card or by scanning an ID." For those underage or who have not confirmed their age, Apple will turn on Web Content Filter and Communication Safety, which will not only restrict access to certain apps or websites, but will also monitor messages, shared photo albums, AirDrop, and FaceTime calls for nudity. Apple didn't specify exactly which services and features are banned for under-18 users, but it will likely be in compliance with UK legislation... The British government does not require Apple and other OS providers to institute device-level age checks, but it does restrict minor access to online pornography under the Online Safety Act, which passed in 2023. So far, that restriction has only been implemented at the website level, but UK officials have been worried about easy loopholes to evade the age restrictions, like VPNs. The broader tech industry has been campaigning for some time to use device-level age checks instead in response to the rising tide of under-16 social media and internet bans around the world. Last month, in a landmark social media trial in California, Meta CEO Mark Zuckerberg also supported this idea, saying that conducting age verification "at the level of the phone is just a lot clearer than having every single app out there have to do this separately." Pornhub-operator Aylo had advocated for device-level restrictions in the UK as well, and even sent out letters to Apple, Google, and Microsoft in November asking for OS-level age verification... The most obvious question: Could this be brought stateside?

Read more of this story at Slashdot.

How powerful is Jupiter's lightning? Thick clouds cover the view, notes Science magazine. But using an instrument on NASA's Juno spacecraft (orbiting Jupiter for the past decade), researchers determined Jupiter's lightning bolts are 100 to 10,000 times more energetic than earth's: A single bolt of lightning on Earth releases about 1 billion joules of energy. That means the most extreme bolts of jovian lightning carry 10 trillion joules of energy, equivalent to 2400 tons of TNT, or one-sixth the power of the atomic bomb dropped on Hiroshima, Japan. Based on the rates of flashes seen by Juno, storms on this tempestuous world can unleash the force of multiple nuclear weapons every minute... The four storms Juno studied were monstrous, says Michael Wong, a planetary scientist at the University of California, Berkeley and one of the study's authors. There were three flashes per second on average, often emerging from the hearts of storms that are 3000 kilometers across, longer than the distance from New York City to Denver. The researchers used the Hubble Space Telescope (and photographs from Juno's camera) to track Jupiter's storms with such precision that their radiometer could then pick out individual lightning flashes, according to the article. "It's just a massive ball of gas. It makes sense that there's very energetic lightning happening," says Daniel Mitchard, a lightning physicist at Cardiff University who wasn't involved with the new study. But confirming such suspicions "is exciting," he says, because lightning plays an important role in forging complex chemistry — including the sort that primordial life is built on. Thanks to Slashdot reader sciencehabit for sharing the article.

Read more of this story at Slashdot.

Bell Labs "created many of the foundational innovations of the modern age," writes Jon Gertner, author of The Idea Factory: Bell Labs and the Great Age of American Innovation — from transistors and telecommunications satellites to Unix and the C programming language. But what was the secret to its success? he asks in a new article for the Wall Street Journal. Start with its lucky arrival in a "problem-rich" environment, suggests Arno Penzias, winner of one of Bell Labs' 11 Nobel Prizes: It was Bell Labs' responsibility, in other words, to create technologies for designing, expanding and improving an unruly communications network of cables and microwave links and glass fibers. The Labs also had to figure out ways to create underwater conduits, as well as switching centers that could manage the growing number of customers and escalating amounts of data.... Money mattered, too. Being connected to AT&T, the largest company in the world, was an advantage. The Labs' budget was enormous, and accounting conventions allowed its parent company to make huge and continuing investments in R & D. The generous funding, moreover, allowed scientists and engineers to buy and build expensive equipment — for instance, anechoic chambers to create the world's quietest rooms... The most fortunate part of Bell Labs' situation, however, was that in being attached to a monopoly it could partake in long-term thinking... Without competition nipping at its heels, Bell Labs engineers had the luxury of working out difficult ideas over decades. The first conceptualization of a cellular phone network, for instance, came out of the Labs in the late 1940s; it wasn't until the late 1970s that technicians began testing one in Chicago to gauge its potential. The challenge of deploying these technologies was immense. (The regulatory hurdles were formidable, too....) The article also credits the visionary management of Mervin Kelly — who fortunately also "had access to funding in a decade when most executives and universities didn't" to hire the brightest people. (By the early 1980s Bell Labs employed about 25,000 researchers, technicians and support staff, with an annual budget of $2 billion — roughly $7 billion in today's dollars.) "The Labs' involvement in World War II suggested to Kelly that an exciting postwar era of electronics was approaching, but that the technical problems would be so complex that they required a mix of expertise — not just physicists, but material scientists, chemists, electrical engineers, circuitry experts and the like." At Bell Labs, Kelly would sometimes handpick teams and create such a mix, as was the case for the transistor invention in the late 1940s. He came to see innovation arising not from like-minded or similarly trained people conversing with each other, but from a friction of ideas and approaches. It meant hiring researchers who had different personalities and favored a range of experimental angles. It also meant personally designing a campus in Murray Hill where departments were spread apart, so that scientists and engineers would be forced to walk, mingle and engage in serendipitous conversations and debate ideas. Meanwhile, under Kelly, the Labs focused on hiring people who were deeply curious, not just smart. Kelly saw it as his professional duty to do far more than what was expected, with his laboratory and vast resources, to create new technologies... The breakup of AT&T's monopoly, which led to a steady shrinking of Bell Labs' staff, budget and remit, shows us that no matter how forward looking your employees and managers may be, they will not necessarily see the future coming. It likewise suggests that technological progress is too unpredictable for one organization, no matter how powerful or smart, to control. Famously, Bell Labs managers didn't see value in the Arpanet, which eventually led to today's internet. And yet, for at least five decades, Bell Labs created a blueprint for the global development of communications and electronics. In understanding why it did so, I tend to think its ultimate secret may be hiding in plain sight. The secret has to do with Bell Labs' structure — not only being connected to a fabulously profitable monopoly, but being connected to a company that could move theoretical and applied research into a huge manufacturing division that made telecom equipment (at Western Electric) and ultimately into a dynamic operating system (the AT&T network)... Scientists and engineers at the Labs understood their ideas would be implemented, if they passed muster, into the huge system its parent company was running. Bell Labs racked up about 30,000 patents, according to the article, and celebrated its 100th anniversary last April. It is now part of Finland-based Nokia.

Read more of this story at Slashdot.

Just six days ago — and 30 minutes after a Disney-OpenAI meeting about a project with Sora — Disney's team was "blindsided" with the news Sora was being discontinued, a person familiar with the matter told Reuters, describing OpenAI's move as "a big rug-pull." Even some Sora employees were surprised by the cancellation. It was just 14 weeks ago Disney announced a $1 billion investment in OpenAI's AI-powered video generation tool — plus a three-year licensing deal. But that deal "never closed," Reuters adds, citing two other people familiar with the matter, "and no money changed hands." (Although the two sides are still "discussing if there is another way they can partner or invest with one another, one of the people familiar with the matter said.") But Variety wonders if the end of the Sora deal is "a blessing in disguise" for Disney: Before Disney's officially sanctioned AI-generated versions of Mickey Mouse, Darth Vader, Baby Yoda, Deadpool and more debuted in OpenAI's Sora, the AI company abruptly pulled the plug on the video app... [M]any aficionados of Disney's franchises were not, in fact, excited about what Sora's video generator might do to the likes of the Avengers superheroes or the characters from Frozen or Moana. And despite [departed Disney CEO Bob] Iger's bullishness on the Sora deal, other Disney execs were said to be concerned that going into business with OpenAI would expose the Magic Kingdom's crown jewels to the risk of being turned into so much AI slop, according to industry sources. Hollywood unions — for which AI adoption has been a hot-button issue — weren't thrilled about the Disney-Sora deal either. "Disney's announcement with OpenAI appears to sanction its theft of our work and cedes the value of what we create to a tech company that has built its business off our backs," the Writers Guild of America said in December... [S]ources say, Disney was encountering roadblocks in getting the OK from voice actors for the Sora pact... At least publicly, Disney says it is still looking at ways it can tap into the AI ecosystem. The company, in a statement Tuesday, said, "we will continue to engage with AI platforms to find new ways to meet fans where they are while responsibly embracing new technologies that respect IP and the rights of creators." But at this point, Disney may decide that "meeting fans where they are" means keeping its beloved and world-famous characters away from the AI machinery. Or, as Gizmodo puts it, "Disney Says It Will Find Ways to Peddle Slop Elsewhere After Pulling Out of OpenAI Deal." But Deadline sees the deal's collapses as a lost opportunity: The OpenAI partnership was a template on which to build, potentially allowing for other deals that end the exploitation of human creativity by unscrupulous AI models. It was also the kind of partnership that was palatable for the Human Artistry Campaign and Creators Coalition on AI, lobby groups that have been critical of tech business models and command support from A-listers including Scarlett Johansson, Cate Blanchett and Joseph Gordon-Levitt. Dr. Moiya McTier, an advisor to the Human Artistry Campaign, puts it this way: Part of the problem is getting "artsy people and the techie people to talk." OpenAI sinking Sora will not make these discussions easier. It's a move that starkly exposes Hollywood's vulnerability to the capriciousness of big tech.

Read more of this story at Slashdot.

"Emergency out-of-band fixes issued by enterprise IT giants Microsoft and Oracle have shone a spotlight on issues around both update cycles and patching," reports Computer Weekly: Microsoft's emergency update, KB5085516, addresses an issue that arose after installing the mandatory cumulative updates pushed live on Patch Tuesday earlier this month. According to Microsoft, it has since emerged that many users experienced problems signing into applications with a Microsoft account, seeing a "no internet" error message even though the device had a working connection. This had the effect of preventing access to multiple services and applications. It should be noted that organisations using Entra ID did not experience the issue. But Microsoft's emergency patch comes just days after it doubled down on a commitment to software quality, reliability and stability. In a blog post published just 24 hours prior to the latest update, Pavan Davuluri of Microsoft's Windows Insider Program Team said updates should be "predictable and easy to plan around". Michael Bell, founder/CEO of Suzu Labs tells Computer Weekly that Microsoft's patch for the sign-in bug follows "separate hotpatches for RRAS remote code execution flaws and a Bluetooth visibility bug. Three emergency fixes in eight days does not shout reliability era." Oracle's patch, meanwhile, addresses CVE-2026-21992, a remote code execution flaw in the REST:WebServices component of Oracle Identity Manager and the Web Services Security component of Oracle Web Services Manager in Oracle Fusion Middleware. It carries a CVSS score of 9.8 and can be exploited by an unauthenticated attacker with network access over HTTP.

Read more of this story at Slashdot.