On the Airbnb Nerd Blog on Thursday, engineers Andy Kramolisch and Ben Hughes, who worked on Neighborhoods and previously founded NabeWise, a neighborhood guide for American cities, explained the back-end process of aligning locations with neighborhoods.

Behind the scenes, Kramolisch said, a cartographer carves out the borders of neighborhoods. Then it’s time to match up hosts’ homes with the neighborhoods listed on Airbnb. On the site’s back end, Kramolisch said, the latitude and longitude of available homes are regularly associated with the various neighborhoods in a given city, if those neighborhoods are represented on Airbnb, through an internal system called Glop, short for Genome Location Pipeline. “For example, say you list your place, which is located at (12.333568650219718, 45.43647998034738). The next time Glop runs, it will correctly identify your listing as being in San Marco,” he said.

It’s not as if Neighborhoods works with “insane amounts of data,” Kramolisch said. Still, up-to-date data on places to stay in neighborhoods needs to be served up quickly, so users aren’t kept waiting in front of their screens. Data changes fast, and an SQL database wouldn’t work because of “mass updates,” Kramolisch said. So an internal NoSQL database in cooperation with Amazon Web Services’ managed DynamoDB NoSQL database service was considered. But DynamoDB couldn’t handle Airbnb’s storage needs. So the engineers turned to the Memcached key-value store for quickly serving up data by keeping it in memory.

In going with Memcached, Airbnb is making the same choice as Facebook, Etsy and other companies that operate at webscale. Location is the top criterion for Airbnb travelers, Kramolisch says, and the fast service Memcached enables — 35 milliseconds on average, to be precise — is the kind of solution that could help Airbnb focus on giving customers more of what they want from the site, when they want it.

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In case you haven’t seen the documentary, which came out in 2011, Jiro is an octogenarian sushi master who has perfected the art of making sushi at his Michelin three-star restaurant in the Ginza subway in Tokyo. He’s spent decades perfecting simple tasks like selecting, cutting, and preparing the best fish. “Jiro embodies craftsmanship and detail,” said Gebbia, explaining:

One of the responsibilities of designers is to seek out and find the details. If we don’t who else will?

Gebbia, who graduated from the Rhode Island School of Design, says he took his entire product team to Jiro Dreams of Sushi. “At Airbnb we’re trying to build a culture that supports details, celebrates them, and gives our teams creative license to pursue them,” said Gebbia. I’m not interested in the debate about what comes first engineering or design, said Gebbia, “the important thing is designing the farm,” or the environment for these things to thrive.

For example, Gebbia cited a small detail that Airbnb built into its host messaging system. When a host is replying to a guest, the email can be repopulated with a message that the host sent to a former guest, but with the name changed for the current guest. The idea is that a host will commonly be emailing the same things to multiple guests, and the auto population can save them significant time. One host was so happy with the time-saver that they sent a gushing email to the team.

Airbnb might be a $2.5 billion-plus valued company now, but of course it wasn’t always so. Gebbia — who says his first entrepreneurial venture was selling drawings of Teenage Mutant Ninja Turtles to classmates in grade school — remembers the times of rejection quite clearly. Around 2008 we were “staring in the face of rejection,” after attempting to raise funding from venture capitalists in Silicon Valley. “We got 20 email intros to investors, 10 emailed us back, 5 took coffee meetings with us, and zero invested in us,” recalls Gebbia.

Some of the best advice Gebbia says he got in 2009 from Paul Graham, the head of Y Combinator, who accepted the Airbnb founders into his accelerator. Graham gave the company permission to solve problems that wouldn’t scale, said Gebbia, explaining that Graham told his team to “go out and meet your customers.”

The early team started staying in the Airbnb rooms in New York and realized the hosts needed much better photography to show off their housing assets. After spending a weekend renting a camera, photographing host accommodations and publishing them on the site, bookings started growing immediately. The team returned to the Bay Area and reported their findings back to Graham. Graham’s immediate response was: “what are you doing here? Get back to New York.”

Sushi master Jiro is just one newer influence on the design of Airbnb. Gebbia, who studied industrial design at RISD, says his early influences also include Charles and Ray Eames, the furniture and product designer team who are widely cited as helping democratize design. In terms of company culture, the early Airbnb team visited Zappos a few years ago to learn about how to create and maintain a fun company.

Gebbia spoke at our soldout RoadMap 2012 event, which focused on design in the age of connectivity. RoadMap 2013 will take place this coming November and tickets will go on sale shortly. To be the first to know when tickets will go on sale, sign up here.

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The San Francisco company, which we covered in October, claims it can scope out more fraudsters before they do harm because it is not constrained by the finite number of rules that most vendors use to flag suspicious activity. “Many anti-fraud technologies follow a set number, maybe 175 to 225 rules, against which to measure user behavior —  the problem is fraudsters don’t follow the rules and change all the time,” Sift Science co-founder Brandon Ballinger said in a recent interview.

Customers can flag users as fraudsters in order to train Sift Science’s algorithm to spot patterns unique to their site.

“We take a machine learning approach to learn from patterns early as they form to predict whether a new user is fraudulent,” he said. Sift Science’s machine learning algorithm has automatically learned one million patterns that predict fraud, and as more sites join the network, it will learn more patterns to help everybody fight fraud more accurately, he said.

Speeding up fraud defense

“You might expect the worst type of users to sign onto a site and make an immediate purchase [with a stolen credit card] but in reality if they wait an hour or so they’re more likely to be a fraudster than a fast buyer,” Ballinger said. “Or, if you’re an auction site and a seller posts an item where the text is all in caps, the user is four times more likely to be a fraudster — they’re not posting real items, it’s usually some sort of money laundering scheme, they’ll have 100 stolen credit cares and create a seller account and a bunch of buyer accounts then they post fake items and buy them.”

But the bad guys are always going to change things up to avoid detection. An example,  in the past, the most popular time to conduct online fraud was at 3 a.m. local time but now it’s midnight to 1 a.m., Ballinger said. And, while a large percentage of traffic coming out of Nigeria remains fraudulent, a whopping 81 percent of fraud comes from U.S.-based IP addresses. “That means either they’re in the U.S. or are smart enough to use a proxy,” Ballinger said.

Applying webscale data and analytics to fraud detection

That fluidity and flexibility is important as is the company’s Google DNA. Ballinger said 8 of the company’s 9 employees are engineers and 5 are ex-Google engineers. “We’re taking the Google approach of large-scale machine learning,” he said. Except Sift Science is running on Hadoop, Hbase and MapReduce on Amazon’s public cloud.

Network funneling is one of many fraud patterns identified by Sift Science, which uses symmetry to detect when a fraudster is funneling money through a large network of accounts.

It is thus able to use Amazon Web Services huge scale –and the network effect of all the companies on it — to build its knowledge base. “If someone attacks AirBNB and Affirm we can apply that knowledge and use it elsewhere,” Ballinger said.

Sift Science, which relies on what Ballinger calls a dead-simple REST API,  will face off against in the fraud detection space including Silver Tail Systems, which EMC bought last year and which watches and tracks user navigation trends; and Threatmetrix which watches device IDs.

Early customers include payment processors, online retailers, and some name brands including Airbnb and Affirm, Max Levchin’s latest startup.

The $5.5 million in funding comes from some big names including Union Square Ventures; Max Levchin of PayPal, Slide and Affirm fame; Marc Benioff of Salesforce.com; Kevin Scott of AdMob, Google and LinkedIn; Alexis Ohanian (Reddit and YCombinator); and Rich Barton (Zillow and.)

Prospective customers can sign up on Sift Science’s site for the service, which is free of charge for their first 5,000 users, the service is free; after that it’s 10 cents per user.

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I am still homeless (most of the time), and living on @Airbnb. Permanent residences are for families.

AirBnB CEO & co-founder Brian Chesky via Twitter

A video conversation with Brian Chesky from our archives:

As often happens these days, the Twitter summary of my answer was perhaps more articulate than my answer itself:

@johnmaeda: “Today end-ups — old companies and institutions — want to be become more like start-ups. Yet they are classic and important.” via @AnnePascual

@johnmaeda: “Start-ups want to end up successful. Both want to be great.” via @Sloane

I sit on the board of a couple of start-ups (like Sonos and Quirky), but I spend my days running RISD – what I call an “end-up” in contrast with a start-up. I also used to be at the academic equivalent of a start-up,  the MIT Media Lab, which was founded in the 1980s (30 years is young in academic terms). Now, the term end-up may sound pejorative, but in fact I mean the opposite: If you think about it, the end goal for most start-ups is to eventually become an end-up, which is to say successful and long lasting.

At the same time, you increasingly hear that large corporations and institutions now wish to act more like start-ups, in order to innovate and become more agile. My friend Jocelyn Glei, editor-in-chief of 99U, remarked recently how “start-up culture” is so much more coveted and in the zeitgeist than it was 10 years ago; prior presidents simply didn’t talk about start-ups like Obama does.

(As an interesting side note, this analogy works for countries as well. European nations like France are the great end-ups of civilization. The U.S. was a start-up that is now coping with becoming an end-up. And China is an end-up that feels like a start-up again.)

Here are some of the crucial differences between start-ups and end-ups:

Start-ups have little, but also little to lose

By definition, customers aren’t drawn to start-ups because of a trusted legacy or brand. So they must prove their worth to each and every new customer and get their name out without a well-resourced marketing machine behind them.

End-ups with strong brands that draw customers in, however, can become hesitant to act for fear of tarnishing or altering that brand. Start-ups have no choice but to act, and act fully – it’s the only way they’ll survive.

Change comes naturally to a start-up

A start-up is like a baby growing up: It needs to change and grow to become itself. Start-ups often dream of having the strong internal cultures, passed-down stories, and shared history that you commonly find in end-ups and that guide their decisions.

But change is awkward to an end-up, much like it can be for a grown adult trying to reimagine him/herself. It’s often necessary for end-ups, but it’s never easy.

End-ups have resources; start-ups have commitment

At end-ups, employees have well-defined roles and responsibilities. In the best case, that ensures that things are done efficiently. In the worst case, though, it can inhibit people from taking on new responsibilities with agility.  At a start-up, it’s all-hands-on-deck to make sure things get out the door, even if it’s sometimes unclear whose hands are doing what and chaos ensues.

And it’s important to note that it’s the stories and legends of the great end-ups that inspire most great start-ups – think of HP, Apple, IBM. Rather than assume that all end-ups are decaying dinosaurs, we must acknowledge that each is the envy of the other in some respects.

End-ups have learned to manage scale, and have accumulated wisdom over time; start-ups have the benefit of the agile beginner’s mind. The challenge for both is to seek greatness by learning from each other.

John Maeda is a graphic designer and artist, and is president of Rhode Island School of Design. Follow him on Twitter @johnmaeda.

Photo courtesy of Anettphoto/Shutterstock.com.

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The list of honorees follows below, and it’s a list packed with newcomers as well as Silicon Valley veterans. Thanks to all for voting in the nomination process, and now that we’ve narrowed it down to five candidates for each award, don’t forget to vote for which person or company you think is most deserving. Voting begins today (the voting page can be found here, and the rules are here) and closes on January 24th.

As a reminder, the Crunchies, a joint production with our friends at Techcrunch and Venturebeat, will take place on Thursday, January 31, 2013, from 7:30pm to 11:30pm at Louise M. Davies Symphony Hall, 201 Van Ness Ave, San Francisco. You can purchase tickets here.

So, without any further delay, the nominees for the 2012 Crunchies are as follows:

Best Technology Achievement
Baumgartner Jump
Google Glass
Mars Curiosity
SpaceX docks with International Space Station
Tesla Supercharger Network

Best Collaborative Consumption Service
Airbnb
Get It Now/Postmates
Lyft
TaskRabbit
Uber

Best E-Commerce Application
Fab
Hotel Tonight
Karma/Facebook Gifts
Warby Parker
Zulily

Best Mobile Application
Evernote
Google Maps
Grindr
Instagram
Square

Fastest Rising Startup
Exec
Lyft
Pinterest
Snapchat
Stripe

Best Content Discovery Application
Flipboard
Instapaper
Pinterest
Prismatic
Tumblr

Best Design
Facebook Timeline
Medium
Paper by FiftyThree
Square
Svbtle

Best Bootstrapped Startup
FreshBooks
Instapaper
Nimbus
Techmeme
Upverter

Sexiest Enterprise Startup
Asana
Box
Cloudera
Plexxi
Zendesk

Best International Startup
Hailo
Rovio
Soundcloud
Spotify
Xiaomi

Best Education Startup
Codecademy
Coursera
Edmodo
Khan Academy
Udacity

Best Hardware Startup
Lit Motors
Lockitron
Makerbot
Nest
Raspberry Pi

Best Time Sink
Angry Birds Star Wars
Buzzfeed
Letterpress
Pinterest
WhatsApp

Biggest Social Impact
Donors Choose
Indiegogo
Kickstarter
Kiva
Reddit

Angel of the Year
Michael Arrington
Chris Dixon
Paul Graham
David Lee
Chris Sacca

VC of the Year
Marc Andreessen and Ben Horowitz
Matt Cohler
Jim Goetz
Michael Moritz
Peter Thiel

Founder of the Year
Nathan Blecharczyk, Brian Chesky, Joe Gebbia (Airbnb)
Kevin and Julia Hartz (Eventbrite)
Elon Musk (SpaceX, Tesla)
Kevin Systrom (Instagram)
Nir Zuk (Palo Alto Networks)

CEO of the Year
Dick Costolo (Twitter)
Phil Libin (Evernote)
Marissa Mayer (Yahoo!)
Larry Page (Google)
Mark Zuckerberg (Facebook)

Best New Startup of 2012
Coursera
Crowdtilt
Lyft
Snapchat
Waze

Best Overall Startup of 2012
Fab
Github
Instagram
Palantir
Square

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But beyond the implications for car sharing as a business, the news is an important indicator of the global and infectious trend of sharing stuff and resources. Airbnb — home sharing — is now looking at a $2.5 billion valuation. With 9 billion people set to live on the planet by 2050, and much of that growth happening in cities, sharing — enabled by IT — will be one of the most important tools to emerge. The companies that are creating massive brands now will be well positioned to capitalize on this future.

The little business that could

Car rental companies are indeed the original champions of cars as a service. Hertz at one point reportedly considered buying Zipcar, but instead launched its own service. Many of the major car rental companies are either testing, or have launched, modest car sharing trials in select cities.

But Avis’ acquisition is one of the largest financial bets to date on the undertapped potential of the more modern version of car sharing. The acquisition price was $12.25 per share, or a 49 percent premium over Zipcar’s stock closing price on Monday.

Zipcar has 760,000 members in 20 metro areas in the U.S., Canada and Europe — but that’s not really all that much considering Zipcar is more than ten years old. Modest estimates project as many as 7.5 million users for car sharing services (not just Zipcar) over the next few years in the U.S. if there are supportive policies in place, and up to 20 million in the maximum case scenario, according to an analysis from RAND Corporation.

The biggest problem for Zipcar was access to capital to help grow its user base. Maintaining and expanding a fleet of cars is expensive. Zipcar only first became profitable at the end of 2011, and its stock price has steadily declined (hovering around $8 most recently) since its IPO in 2011 — back then it had a high of $30 per share.

So in that respect, the Avis acquisition is great news for Zipcar and will provide it with deep pockets. The company will be able to grow more quickly in a sector that has seen increased competition for the rental car companies from new startups with innovative takes on car sharing (like Getaround), and even from some creative auto makers like Daimler.

However, as Felix Salmon points out Zipcar’s brand is really strong with its customers and is a well-liked company. Rental car companies, on the other hand, generally are disliked by their customers for things like inconvenient service, hidden fees and the like. The Avis brand could really taint Zipcar, especially if Avis starts to make Zipcar act like more of an old school rental car company.

Avis needs to just let Zipcar operate its business as it has done and not try to change the brand or the service too much. Avis can also use Zipcar as a model for making its rental car business even more distributed (away from the centralized car rental hubs at airports) and even more on-demand. The backbone of this car as a service model is IT, and Avis is acquiring the leader that invented all those easy to use reservation systems, mobile apps, and key fob locks.

A win for investors

The Zipcar acquisition also shows how some of Zipcar’s early investors made a very long-view bet on the trend of car sharing and mostly won that hand. Zipcar had raised at least $67 million in venture capital funding from Revolution Living, Benchmark Capital, Greylock Partners, Smedvig Capital and Globespan Capital Partners, reports Fortune’s Dan Primack (in his email Term Sheet). Benchmark led an early round of funding back in 2005. Revolution (Steve Case’s firm), Benchmark and Greylock will walk away with $150 million.

It’s one of the better exits for VCs that invested in transforming transportation. Most electric car and biofuel investments have struggled. But car sharing is based on using the web, mobile, computing and wireless tech to manage the on-demand use of cars, and that’s historically a more natural investment for a VC to make.

Still Zipcar returns have taken longer than, say, most web companies. Zipcar is almost 13 years old and went public at 11 years old. The multiple is also not all that high in the VC world.

It’s a sharing world

While Avis might not know it, the rental car company is stepping solidly into the global trend of sharing stuff. Some call this trend collaborative consumption, and others call it the mesh. Examples of these companies include everything from home sharing company Airbnb, to the emergence of co-working spaces, to baby clothes exchange site thredUp.

The easiest and most obviously shareable goods are big expenses that are underutilized and that can be managed with IT. So homes and cars are good examples — most cars sit idly throughout the day. Regular stuff that’s cheap and easy to own aren’t that sticky for sharing (I think the whole tool or neighborhood sharing movement has been over hyped).

The really great thing about car and home sharing is that it also has a sustainability slant. Car sharing reduces car ownership and makes the use of a single car much more efficient. It’s almost like the merger of public transportation and personal cars. Same thing for Airbnb — the more homes and apartments are shared, the fewer new ones get built.

Young, urban people all over the world will be embracing this trend. As cities get more cramped — and as world growth happens in cities — owning a car and finding a place to park it will become harder. Zipcar CEO Scott Griffith told us that it’s the Millennials (18-34 year olds) that will truly embrace car sharing. Millenials think “access is more important than ownership when it comes to transportation and car ownership,” said Griffith.

Betting on the habits of the next-generation of consumers is a pretty good place to be. And Avis — an old school rental car company — just got pretty good access to that new set of customers.

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Neighborhood-oriented products can either attempt to provide an entire social network for those communities, or provide information specifically for tourists or shoppers. But the trend toward neighborhoods makes sense, since people searching for information from a particular community are perfect targets for advertising, which relies on clear evidence of someone’s intent to purchase plus location-specific information for success.

So which are some of the startups tackling neighborhood data as a way to stand out? Here are a few that have caught my eye:

The neighborhood platform for travelers: Airbnb

When I first moved to San Francisco I stayed in an Airbnb apartment while conducting my apartment search, which was a perfect way to get to know the city before signing a lease. However, being totally new to both San Francisco and Airbnb, my selection of short-term neighborhood was pretty random. Now that Airbnb has become a de facto travel option for tech-savvy travelers, the company has smartly decided to release neighborhood guides for its major cities, giving travelers a sense of what they’re getting into with each neighborhood before they book, and perhaps encouraging travelers to look outside the most trafficked haunts. The guides are heavy on beautiful photos and light on text (they could benefit from a few more suggestions for popular destinations), but they do give you a sense of what you’ll see on the streets (just check out the guide to the Tenderloin for evidence). It’s easy to see how the company could introduce ads for local businesses or popular hangouts within those guides — in fact, the company has already partnered with local coffee shops to provide Wi-Fi and more city info.

The neighborhood platform for the civic-minded: Neighborland

Neighborland (see disclosure) at first glance seems very much like Quora, one of the more popular question and answer sites on the web, but a version of Quora used by your action-oriented neighbors who want to get things done. Want to rally local support around an issue? In San Francisco alone, Neighborland lets people come together on everything from getting more bike cars on BART, finding a more creative use for the old Bay Bridge, or getting more public fruit trees in town. It’s unclear if Neighborland can get things done, or if it’ll just turn into a platform for the naive and complainers among us. But CEO and co-founder Dan Parham said the next phase is “one hundred percent focused on turning intent into action,” and as it expands nationwide this week, the company is an interesting example of rallying digital support for local issues.

The neighborhood platform for families: Nextdoor

Providing any kind of personal information in a social network for neighborhoods immediately raises privacy concerns, which is why Nextdoor is so attuned to that issue and highlights its privacy features and civic-mindedness on the social network for neighbors. Having just raised $18.6 million in funding in June, it’s one of the most visible neighborhood-specific startups in San Francisco, and has been growing despite the fairly laborious sign-up process that’s intended to protect user privacy. The site allows users to create profiles for their families, filling out information on everything from children to pets, and then connecting with neighbors to find babysitters, coordinate yard sales, or note local crime. Because of its recommendation element, allowing users to look for local businesses to serve their needs, Nextdoor seems especially primed to eventually target local commerce.

Disclosure: Neighborland is backed by True Ventures, a venture capital firm that is an investor in the parent company of this blog, Giga Omni Media. Om Malik, founder of Giga Omni Media, is also a venture partner at True.

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But there were also quite a few things that excited me this year, which in honor of our upcoming day of thanks, I’ve decided to call out. Here are 10 things to be thankful for in cleantech.

1). Obama won: Thank goodness. The entire cleantech sector dodged a bullet — and breathed a sigh of relief — as the votes rolled in and President Obama was re-elected for a second term. Obama delivered an unprecedented amount of cleantech funding: billions in incentives for clean power, electric cars and energy efficiency through the stimulus package. While the incentives won’t likely be as high as they were when the stimulus package was determined, if Mitt Romney had won, it would have likely been a real blow for cleantech. Romney is a self-professed coal-lover, who used speeches to point out misspending for clean power companies, and made a now infamous joke (post Sandy) about climate change.

2). New solid customer: Internet infrastructure: A growing amount of Internet companies — and web infrastructure providers — are looking for ways to add more clean power to their data center energy consumption mix, and are also looking for ways to be less reliant on the power grid. Some of the leaders in this area include Google, eBay, Microsoft, and Apple, and many of these companies have invested in both solar systems, energy efficiency technology and even fuel cell farms. Fuel cell maker Bloom Energy has managed to find a niche and growing market here.

There’s also a growing trend of IT companies looking to utilize low power servers — servers built off of low power cell phone chips. AMD this year acquired startup SeaMicro, and weeks ago AMD launched its SeaMicro low power server. Calxeda just raised $55 million to move toward commercializing its own low power server product.

3). Digital green, or clean web: Cleantech — from a VC and entrepreneur perspective — is in a transitional state. But in the meantime, clean technologies that are based on IT — like mobile, big data, cloud computing, software — are still seeing a lot of innovation and investment. Examples of startups in this sector include Opower, Nest, Solar Mosaic and Sungevity. Investors are calling this sector different things — Greenstart calls it digital green, Spring Ventures calls it Clean Web, and MDV calls it where cleantech meets IT — but it all means the same thing to them: a way to make money that more closely mimics making VC investments in web and mobile companies.

4). Smart thermostats: A particularly interesting area to me in terms of the smart grid and cleantech startups is the growing use of thermostats that are connected to the internet and that can smartly cut building energy use. Nest says it’s sold in the mid-hundreds of thousands of its learning thermostats, which can learn the users behavior and shave off energy consumption overtime. EcoFactor’s service is being used in a commercial deployment in Las Vegas, and Opower’s software is being used in three utility trials with Honeywell’s thermostats. Startup EnergyHub is also working on providing the software for smart thermostats.

Connected thermostats could be the answer to what utilities call demand response, which is basically turning down the energy use of its customers during peak times of day. The customers agree to the programs and can see lower energy bills. If the system is automatic and non-intrusive — which can be done using smart thermostat analytics — customers are far more likely to join the programs, and the utility’s results are better.

5). Tesla: Electric car maker Tesla has one of the most ambitious ideas in cleantech, and has actually — mostly — delivered on its goals. Yes, it was slow to get its estimated volume of Model S cars out to owners in 2012, but it’s on track to deliver its new estimates over the coming months. The company is also one of the few cleantech ideas that have captured the imagination of the public, and recently won Motor Trends’s car of the year award — the first time in history that an electric car won it.

6). The learning curve: Like I said, cleantech is in a time of transition. And I think that’s a good thing. As Greenstart founding partner Mitch Lowe said on a recent panel I moderated, fewer companies are being funded, but that just means the bar is higher. While bubbles are fun — like the one that grew in cleantech between 2006 and early 2008 — bubbles mean a lot of stupid money is flowing. Hopefully the smarter money of the next 18 months will deliver some breakthrough cleantech startups.

7). Cheap solar panels: One of the most dramatic clean power economic factors to emerge in 2012 occurred via super cheap solar panels coming out of China. While rock bottom solar panels make a difficult market for competing solar manufacturers, that ecosystem has created a boom in solar panel installations. In the U.S. there are now 250,000 rooftop solar panel installations, and companies like SolarCity are seeing large growth.

8). Wish for big ideas: Outside of cleantech, in the general tech and IT markets, there’s been a growing drumbeat of entrepreneurs and investors calling for greater attention on “big ideas.” While there can be easy money in social media and mobile apps ($1 billion for Instagram), there’s an emerging discussion around technology being used for higher aims, like solving problems for resource constraints. Investor Peter Thiel has been a chief champion of this approach and recently created a growth fund that will tackle big problems — the fund has already backed firms like compressed air energy storage startup LightSail Energy. They’re not calling it cleantech, but it is under the hood.

9). Meat 2.0: When the population explodes to 9 billion people by 2050, livestock for consumption could become a constrained resource — particularly because the emerging middle class in developing countries are increasing their meat consumption. That’s one of the reasons that innovation is occurring around fake meat. As Greentech Media wrote, paraphrasing a VC: “having a “fake meat” company in one’s VC portfolio was becoming a must-have, like having a cloud computing firm or a failed thin-film solar company.” Beyond Meat is one startup and Sand Hill Foods seems to be another. Modern Meadow Meat is a startup working on meat manufacturing, with backing from Thiel.

10). Collaborative consumption: And another sector of cleantech that’s not really cleantech: sharing goods. The next-generation of young people are less interested in owning things, and more interested in gaining access, or using things as a service. That makes the use of goods more efficient and sustainable. You don’t need to buy a car, because you can pay for access via Zipcar. There’s tons of startups in this space from giants like Airbnb, to new comers like electric scooter rental startup Scoot Networks.

Image courtesy if Aine D, waywuwei,

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