Last week on Research: the Steve Jobs way, 24/7/365 IT, and EVs


It was a big week for GigaOM – we launched our RoadMap 2013 conference site, announced the finalists for our LaunchPad competition at Structure:Europe, and we also published Janko Roettgers’ three-part series on the shortcomings of smart TVs. Over on GigaOM Research, this week’s most popular content includes a deep dive into the radical adjacency philosophy of running a tech company, the challenges of running an always-on network, and more.

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Cleantech: Why we need a more consumer friendly rating for EV fuel savings
Adam Lesser

Analyst Adam Lesser want to demystify the economics of electric cars, noting that there’s widespread consumer confusion around the actual benefits of switching from conventional fuel autos to EVs. In his latest weekly update, he notes that most consumers simply want to know how much they’ll save on gasoline expenses by making the switch over to electric. Lesser calls on the automotive and clean tech industry to establish a “simpler, straightforward metric” – even one above and beyond the MPGe (miles per gallon equivalent) introduced by the EPA in 2010.

Cloud: The impact of the network on continuous availability in the data center
Lee Doyle

In his latest report, analyst Lee Doyle looks at the challenges that IT managers face in providing completely round-the-cloud IT services – often across multiple locations and through natural disasters and other unexpected challenges. As Doyle notes, “continuous availability data center architecture relies on a high-performance, highly reliable wide area network (WAN),” and he provides an in-depth overview of the technical requirements, industry trends, and performance metrics that support continuous availability across distributed data centers. He also includes a series of detailed use cases and examples to further illustrate his key takeaways.

Social:  Renewing tech-company growth via radical adjacency
Haydn Shaughnessy

Analyst Haydn Shaughnessy analyzes the radical adjacency approach to business, defined as “the decision to move into wholly new markets or to go to market with an entirely new class of product and to redefine the organizational form to succeed.” It’s a method most notably exemplified by Apple’s approach to product development, though other major companies like Google and Amazon also employ radical adjacency. Shaughnessy dives into the four strategies that comprise radical adjacency and four key factors that lead to a successful implementation, citing examples from across the industry.

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