Mark Lowenstein has made some pretty bold statements about what’s going to happen in the wireless industry this year. More mergers and acquisitions among mobile operators. Same goes for the handset makers. Mobile payments won’t take off just yet. And enterprises may have jumped the gun on tablets.

Lowenstein, a Verizon Wireless veteran and now managing director of the Boston-area consultancy Mobile Ecosystem, dishes out insights like this via his regular e-mail newsletter on the mobile industry, but I wanted to dig in with him a bit more deeply on what these big changes mean for startups and other innovative companies working in Boston and beyond.

Plus, the Xconomy newsroom has been a bit buzzy with mobile news lately, after we just announced our fourth annual half-day forum on the subject, Mobile Madness 2012 on March 14.

Lowenstein, an Xconomist, pinpointed a couple of different facets of mobile technology that aren’t necessarily new, but that are maturing and hitting new stages. Read on for those, and some of the startups around the country that are driving these trends.

—Enterprise Mobility: Big companies have been scrambling to put a mobile face on their business, and startups have been sprouting up or changing their approach to support them. “It’s not just about mobile enabling what they’re already doing,” says Lowenstein. “It’s about how it can be an additional potential revenue stream for them.” In fact, just this morning Framingham, MA-based Staples, one of the world’s largest retailers, announced it would be setting up a new e-commerce innovation facility in Kendall Square, with mobile as a big focus.

Businesses that need to build consumer-facing, brand-specific applications will continue to turn to mobile strategy and consulting firms to do the heavy lifting.

And companies that have previously developed individual applications for enterprises are now starting to sell the tools that allow companies and brands themselves to move much of their activity to the mobile front. That includes Boston-area firms like Raizlabs, Apperian, Modo Labs, and most recently, Verivo Software (formerly known as Pyxis Mobile).

—The App Marketplace. Speaking of apps, enough is enough. It’s been about four years and around half a million apps since Apple introduced its iTunes app store. “It’s been terrific, but one gets the sense that it needs to get to the next and more mature stage,” says Lowenstein. Meaning, a majority of apps don’t have a company behind them, don’t get updated, and don’t really make money. “They’re a fad, a fly … Next Page »

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Sometimes the most interesting gatherings have the strangest names. What does “Boston Hadoop Meetup Group” say to you? To me, it says “future of big data in Boston.”

Hadoop is an open source data-analysis platform that is gaining popularity for helping companies and IT departments crunch huge amounts of information. The Hadoop meetup group in Boston, like those in other cities, has been around for a couple of years, but until now it hasn’t been very active. That’s about to change on February 15, from 6:00-9:00 pm, when the group is getting together at Fidelity in Boston to talk about the technology and how it can be used.

Spearheading the new effort is Hadapt, a big-data software startup in Cambridge, MA, that combines Hadoop with advanced database technology. Hadapt moved to the Boston area from New Haven, CT, in early November after raising a Series A venture round from Bessemer Venture Partners and Norwest Venture Partners.

Hadapt will join Cloudera and MapR, other players in the sector, in giving informal talks at the meetup, which is expected to draw upwards of 50 developers, entrepreneurs, and folks from big companies like Akamai, IBM, and EMC/VMware. “It’s important to build awareness about Hadoop and bring together people already working on it,” says Justin Borgman, the CEO of Hadapt. “We don’t yet have a community built around it in this city.”

The meetup is the latest sign of a critical mass of interest building around Boston in big data and analytics. Earlier that same day (the 15th), MassTLC is organizing an event around the impact of big data on the tech industry. Last month, startups Chart.io, Kinvey, and Session M organized a very well attended meetup around data analytics and visualization. And earlier this week, Vertica (acquired by HP last year) said it is relocating to Cambridge and setting up a center for big data analytics and community outreach.

Bryan Stevenson, chief technology officer at Cambridge-based startup InsightSquared, says he has just joined the Hadoop meetup group and that “there’s a lot of buzz around the technology in general.” InsightSquared, which helps staffing, recruiting, and software businesses analyze and display their data, has been experimenting with Hadoop. Stevenson, who’s relatively new to Boston, says it’s important to have a peer group so he (and others) can “ask the stupid questions.”

Hadapt, for its part, has grown to about 20 employees and is currently hiring. The Yale University spinout’s software is in late-stage beta trials now and will be generally available later this year, Borgman says.

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There’s a new big tech company in town. In fact, it’s arguably the world’s biggest technology company (by revenue), and it’s joining the ranks of IBM, EMC, Microsoft, Google, and, most recently, Amazon, in expanding to the Boston-Cambridge area.

Palo Alto, CA-based Hewlett-Packard (NYSE: HPQ) has set up a new office in Cambridge, MA. The operation will serve as a center for technology development, licensing, and outreach to local startups, investors, and researchers. The 37,000-square-foot facility at 150 CambridgePark Drive, near the Alewife subway station, is spread over two floors. The building serves as the new headquarters for Vertica, the Boston-area big-data analytics firm that HP bought last winter. Vertica is in the process of moving its 150 employees from its offices in Billerica to the Cambridge facility this month, and it is currently hiring.

HP already had a sizable presence in Massachusetts, with its campus in Andover. But the new Cambridge office represents an unprecedented investment by HP in outreach and partnerships with local entrepreneurs, venture capital firms, and the academic research community in the Boston area. The company hasn’t specified a firm commitment of future dollars, but just setting up the new space—including a state-of the art lab and all its associated infrastructure—has cost more than $10 million, says Chris Lynch, the chief executive of Vertica. (His HP title is vice president and general manager.)

Lynch, who is leading the new facility, calls it a “big-data center of excellence” for HP. The idea is it will be a technology hub for the firm, a bit like HP Labs in Palo Alto—but different. (Lynch wouldn’t go so far as to call it “HP Labs East.”) The center will be a base from which HP could make deals to license its technology or invest in early-stage startups alongside venture firms, he says. The center also plans to bring in students and early-stage entrepreneurs for hackathons and other tech-themed events. And it will serve as a base for other types of outreach, such as to local K-12 schools, Lynch says.

So why Alewife instead of, say, Kendall Square? “We wanted to bridge the gap between getting access to the younger people living in Cambridge … Next Page »

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If luck favors the prepared mind, as Louis Pasteur is credited with saying, we’re in danger of becoming a very unlucky nation. Little of the material taught in schools today is relevant to the future. Consider all the science and economics that has been updated, the shifting theories of psychology, the programming languages, political theories, and even how many planets our solar system has. Much, like literature and history, should be evaluated against updated, relevant priorities in the 21st century. So, what can we “teach” our students to prepare them for the future?

1. The fundamental tools of learning and analysis, as well as basic concepts

2. Knowledge of a few generally applicable topics

3. The skills to “dig deep” into their areas of interest in order to understand how these tools can be applied to one domain and to be equipped to change domains every so often

4. Preparation for jobs in a competitive and evolving global economy

5. Preparation to continuously evolve and stay current as informed and intelligent citizens of a democracy

To me, the fundamental tools of learning stem (no pun intended) from science, technology, engineering, and math. This updated curriculum should eclipse the archaic view of liberal education still favored by institutions like Harvard and Yale based on a worldview from the 1800s. Critical subject matter should include economics, statistics, mathematics, logic and systems modeling, current (not historical) cultural evolution, psychology, and computer programming. Furthermore, certain humanities disciplines such as literature and history should become optional subjects, in much the same way as physics is today (and, of course, I advocate mandatory physics study).

Finally, English and social studies should be replaced with the scientific process, critical thinking, rhetoric, and analysis of current news—imagine a required course each semester where every student is asked to analyze and debate topics from every issue of a broad publication such as The Economist, Scientific American, or Technology Review. Such a curriculum would not only provide a platform for understanding in a more relevant context how the physical, political, cultural and technical worlds function, but would also impart instincts for interpreting the world, and prepare students to become active participants in the economy. After all, what is the job of education?

Should we teach our students what we already know, or prepare them to discover more? Memorizing the Gettysburg address is admirable but ultimately worthless; understanding history is interesting, but not as relevant as topics from the Economist; a student who can apply the scientific process or employ critical thinking skills to solve a big problem has the potential to change the world or at least get a better-paying job. No wonder half the college graduates who fill jobs actually fill jobs that don’t need a college degree! Their degree is not relevant to adding value to an employer. Often, in my view, it is even less relevant to being an intelligent voter in a democratic economy. Most graduates cannot read the Economist and separate “facts,” “assumptions by the writer,” “biases,” “projections,” or “conclusions and their validity” in a critical way.

I’d also suggest tackling several general and currently relevant topic areas such as genetics, computer science, systems modeling, econometrics, linguistics modeling, traditional and behavioral economics, and bioinformatics (not an exhaustive list). Not only do these topics expose students to a lot of useful and current information, theories, and algorithms, they may in fact become platforms to teach the scientific process—a process that applies to (and is desperately needed for) logical discourse as much as it applies to science, and of much future learning in general. Even if the specific information becomes irrelevant within a decade (who knows where technology will head next; Facebook, Twitter, and the iPhone didn’t exist in 2004, after all), it’s incredibly useful to understand the current frontiers of science and technology as building blocks for the future, more so than understanding history or Kafka.

If we had enough time in school, I would suggest we do everything. Sadly that is not realistic, so we need a prioritized list of basic requirements because every subject we do cover excludes some other subject given the fixed time we have available. We must decide what is better taught during the limited teaching time we have, and what subjects are easier learnt during personal time or as post-education pursuits. For instance, passions like music and its history may be best left to self-pursuit, while exploring the structure and theory of music may be a way to teach critical tools!

For some small subset of the student body, pursuing passions and developing skills in subjects such as music or sports can be valuable, and I am a fan of schools like Juilliard, but in my view this must be in addition to a required general education. It’s the lack of balance in general education which I am suggesting needs to be addressed. Setting music and sports aside, with the critical thinking tools and exposure to the up-and-coming areas mentioned above, students should be positioned to discover their first passion and begin to understand themselves, or at the least be able to keep up with the changes to come, get (and maintain) productive jobs, and be intelligent citizens.

After grasping the fundamental tools of learning and some broad topical exposure, it’s valuable to “dig deep” in one or two topic areas of interest. For this, I prefer some subject in science or engineering rather than literature or history (bear with me; I’ll explain in a minute). Obviously, it’s best if students are passionate about a specific topic, but it’s not critical as the passion may develop as they dig in (some students will have passions, but many won’t have any at all). The real value for digging deep is to learn how to dig in; it serves a person for the duration of their life: in school, work, and leisure.

If students choose options from traditional liberal-education subjects, they should be taught in the context of the critical tools mentioned above. If students want jobs, they should be taught skills where future jobs will exist. If we want them as intelligent citizens, we need to have them understand critical thinking, statistics, economics, how to interpret technology and science developments, and how global game theory applies to local interests. Traditional international relations and political science are passé as base skills and can easily be acquired once a student has the basic tools of understanding.

Back to history and literature for a moment; these are great to wrestle with once a student has learned to think critically. My contention is not that these subjects are unimportant, but rather that they are not basic or broad enough “tools for developing learning skills” as they were in the 1800s, because the set of skills needed today has changed. Furthermore, they are topics easily learned by someone trained in the basic disciplines of thinking and learning that I’ve defined above: this isn’t as easy the other way around. A scientist can more easily become a philosopher or writer than a writer can become a scientist.

Besides, physics is a much more important tool to understand the science and technology that drives modern life than history is, not to mention that it’s far more useful in helping someone understand how her car or refrigerator works. This makes it all the more concerning that many states don’t require physics to graduate from high school but do require many years of history classes—a lopsided and poor use of student time. University education continues this tradition, especially as students flock to the “easier/less work” courses. If subjects like history and literature are focused on too early, it is easy for someone not to learn to think for themselves and not to question assumptions, conclusions, and expert philosophies—this can actually do a lot of damage. On the other hand, with the right critical lens, history, philosophy, and literature can help creativity and breadth by opening the mind to new perspectives and ideas. Still, learning about them is secondary to learning the tools of learning.

In the end, school is a place where every kid should have the opportunity to become a potential participant in whatever they might want to tackle in the future, with an appropriate focus not only on what they want to pursue but also, pragmatically, what they will need to do to be productively employed. By embracing thinking and learning skills, and adding a dash of irreverence and confidence that comes from being able to tackle new arenas (creative writing may have a role here, but Jane Austen does not make my priority list), hopefully they will be lucky enough to help shape the next few decades or at least be intelligent voters in a democracy and productive participants in their jobs. At the very least they should be able to evaluate how much confidence to place in a New York Times study of 11 patients on a new cancer treatment from Mexico or a health supplement from China and to assess the study’s statistical validity and whether the treatment’s economics make sense. And they should understand the relationship between taxes, spending, balanced budgets, and growth better than they understand 15th century English history.

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Lexington, MA-based FirstFuel Software is among a crop of experimental energy projects picked to help the Department of Defense curb its energy output across military installations, the company announced yesterday. The startup was one of 27 teams selected as part of the DoD’s Installation Energy Test Bed initiative, a program designed to help emerging energy technologies get to market quicker while also slicing the roughly $4 billion a year the department spends on energy across its 300,000 sites.

FirstFuel’s software enables customers to measure building energy output—and target effective efficiency upgrades—without ever setting foot on site. The technology uses a building’s address, a year’s worth of energy meter readings, satellite imaging, and weather patterns to conduct the audit remotely. CEO Swapnil Shah has previously stated that his company is targeting utilities and government agencies as customers because of their massive reach and their need to cut the costs of pricey on-site audits, which can run between $5,000 and $30,000 a pop. In this case, the FirstFuel technology will be tested out in a pilot of about 100 DoD buildings and then evaluated for use in more sites, said Shah.

The Installation Energy Test Bed program, founded in 2009 as part of the DoD’s Environmental Security Technology Certification Program, has selected other technologies in the building management, energy efficiency, renewable energy, and energy storage arenas. Through the program, the government aims to take on some of the risk as one of the first users to validate the new technology, and “for those technologies that prove effective, DoD can go on to serve as an early customer, thereby helping create a market, as it did with aircraft, electronics, and the internet,” the Installation Energy Test Bed’s website explains. FirstFuel seems to be alongside some heavy hitters for the 2012 pool, which includes projects from 3M, Raytheon, Autodesk, and Honeywell.

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I didn’t know the full extent to which the Boston area has a thriving data and analytics startup scene.

I had always associated the city primarily with biotech innovation. My company, Chart.io, provides hosted business dashboards to help companies visualize their database data. We’re based out in San Francisco (we were part of the 2010 Y Combinator class), but our investors, Avalon Ventures, call Boston home. When my friends at Avalon-backed Kinvey (mobile backends as a service) and Boston-based SessionM (a platform to spark deeper consumer engagement with mobile content and ads) and I decided to co-host a data visualization and analytics meetup for the local community, we expected to get 20-30 RSVPs at most. Instead, we broke 100 in a flash and saw a steady torrent of emails from data enthusiasts pleading for admission.

In fact, a deeper look into the Boston tech scene reveals quite a rich history of data and analytics companies, including Netezza, Endeca, ITA, EMC, and other giants. And it turns out, the startup scene is equally rich, with companies innovating around NoSQL, data storage, search, healthcare, and a variety of cloud computing ventures. Here’s a quick tour of the Boston- data landscape. And this is only the tip of the iceberg.

As data volumes have exploded in the past decade, so have the number of companies building tools to store, retrieve, analyze, and generally manage the deluge of data.

Two Boston-area companies, Cloudant and Basho, are tackling the big data problem through non-relational databases (NoSQL), designed to handle hundreds of gigabytes and even terabytes of data and enable applications to elastically scale out to meet the demands of millions (or hundreds of millions) of concurrent users. In this vein, Cloudant offers tools to help companies use Apache CouchDB, while Basho developed its own data store called Riak.

Meanwhile, other local firms are focusing on the next generation … Next Page »

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News flash: Another Massachusetts software company is joining Big Blue. Armonk, NY-based IBM (NYSE: IBM) said today it is acquiring Emptoris, a Burlington, MA-based maker of supply and contract management software. Terms of the deal weren’t given, but it is expected to close in the first quarter of next year. This will be the 20th acquisition IBM has made of a company based in (or with major operations in) Massachusetts since 2003, out of a total of 70-plus acquisitions since then.

Emptoris has 725 employees worldwide, and IBM says the company will be integrated into its software group. A Big Blue spokesman declined to comment on whether Emptoris will move into IBM’s Mass Lab in Littleton, MA, since the acquisition hasn’t closed yet. Prior to this deal, Emptoris was majority-owned by Marlin Equity Partners. The software firm is led by CEO Patrick Quirk.

The deal is being spun as part of IBM’s “smarter commerce” initiative, which seeks to help businesses adapt to shifting customer buying patterns. Emptoris’s software includes cloud-based analytics tools that are specialized for procurement and supply chain operations.

IBM’s recent Massachusetts acquisitions include Netezza in business analytics and data warehousing, Q1 Labs in software security, and Unica in marketing and e-commerce software.

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Calcbench, a new startup working out of Cambridge, MA and New York, came to being from an app design challenge put on by the people behind XBRL, a technology standard the SEC requires public companies to use in reporting financial data.

Yes, the terms app challenge and SEC did in fact appear in the same sentence. XBRL, which stands for extensible business reporting language, was developed by the SEC and the Financial Accounting Standards Board (FASB) as one of many measures to improve financial transparency among publicly traded companies. But there’s even more that can come of the XBRL use, says Calcbench co-founder Pranav Ghai, who’s based in New York.

“Nobody seems to be using the data once it’s there,” says Ghai.

So the small team at XBRL put out the call to app developers to build tools that analyze the data companies are required to report. “People are reporting the information because they have to, not because they want to,” and this contest is out to bring some more life to the system, says Calcbench co-founder Alex Rapp.

Rapp, who works out of Cambridge’s Dogpatch Labs, had been working on his own startup, Collaborative Reasoning, when he reunited with former college roommate Ghai. Both have backgrounds in the finance world, and decided to take a shot at the XBRL Challenge in August.

The Calcbench app, released Friday, plugs into the XBRL data to access quarterly documents such as earnings statements, cash flow statements, and company balance sheets. Users enter a ticker to access that information for a particular company, and Calcbench’s engine pulls all the information into a more readable, interactive format. (The SEC’s EDGAR system has also begun to display this data more interactively.)

Calcbench also plugs in its own custom calculations such as debt to equity ratios and operating margins to go beyond the information reported in the filing. Users can compare the data to past quarters or past years, and can also compare it to other companies. They can also leave notes on the documents to share with others, a collaboration artifact of Rapp’s previous project, Collaborative Reasoning, which was developing plug-ins for group collaboration on Microsoft Outlook. (That hasn’t yet captured an audience and is on the back burner for now, says Rapp.)

The financial information is already accessible through existing but … Next Page »

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In advance of his appearance at Xconomy’s “6×6: Six Cities, Six Big Tech Ideas” conference on Dec. 1 in Boston, I did a live tweet chat with Kabir Shahani, the co-founder and CEO of Seattle-based Appature, yesterday. Thanks to all who tuned in and sent us their thoughts; we had a great audience.

Appature is a four-year-old startup that makes Web software tools to help healthcare, pharma, and medical device companies reach hospitals and doctors and build important relationships with them. The big idea, as I see it, is to allow brands to drill down into a huge customer relationship database and quickly target the right people to sell to—and for the right reasons, namely, patient health. Yes, it’s big data, analytics, cloud, marketing, and healthcare, all wrapped up in one.

Which is why I think Boston-area tech companies like HubSpot, Buzzient, Constant Contact, SocMetrics, Kyruus, Ginger.io, Athenahealth, and others should be interested. And young entrepreneurs, who can really relate to Shahani. Plus I hear there are a few pharma and medical device companies (and hospitals) around town…

While some things don’t necessarily come across in tweets (like Shahani’s youthful charisma and CEO hair), other things do. Here are my top takeaways from the chat:

1. Appature knows more about Boston than Boston knows about Appature. “There are some incredible companies in Boston,” Shahani tweeted. “We have customers there and I absolutely love being out there to spend time with them.” Sure, Appature has customers and partners around town (and soon, employees—see below), but the general Boston tech and health-IT community doesn’t talk about this company very much. I’m telling you to pay attention, because Shahani and his crew are potentially on to something big. Whether they’ll execute and take full advantage, we’ll see.

2. The cutting edge of marketing tech for niches like healthcare is moving fast. “The dynamic has changed dramatically in the past 12-18 months,” Shahani wrote. He was talking about pharma companies trying new ways to reach and target customers, rather than just pursuing traditional approaches with their sales reps. It’s no surprise that cloud-based analytics and social technologies are transforming the way most industries work.

3. Growth is challenging for any startup, especially one based on relationships. Shahani, who bootstrapped Appature to profitability before taking a venture round, tweeted that his biggest mistake was “not getting an [East] coast office sooner.” (The company has employees around the New Jersey/Pennsylvania border, presumably to work with lots of pharma customers. It also has people in San Francisco, San Diego, and Chicago.) And here’s a news flash on its expansion: “Stay tuned on news about a Boston team in [January],” he wrote.

For the record, here’s the full live chat stream, via Storify (thanks to my colleague Lilly O’Flaherty for this).

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This year’s MassTLC Innovation UnConference, in Boston on Friday, was as overwhelming—and inspiring—as ever. Apart from the “secrets of scaling startups” session, which I recapped in a separate story, there was a lot going on. Far too much for any one person to take in.

There were sessions on picking the right startup accelerator; building the right company culture; choosing board directors; common mistakes startups make; the talent and recruiting crunch; and the interplay between the New York and Boston innovation scenes, as well as sector-focused sessions on gaming, big data, analytics, mobile cloud, social marketing, and so forth.

To keep track of the main themes this year, I benefited from random chats with Lawrence Schwartz of Tokutek; Michael Raybman of WaySavvy; Gus Weber of Dogpatch Labs and Polaris Venture Partners; Semyon Dukach of SMTP; Vineet Sinha of Architexa; Jeremy Levine of StarStreet; Josh Bob from Textaurant; Dharmesh Shah of HubSpot; and many others. My colleagues Erin Kutz and Lilly O’Flaherty roamed the halls and sessions as well, so I will include some of their observations too.

Here’s a quick sampling of what we all learned about:

1. There are about 100 “big data” companies around Boston. That was the count given at one of several sessions focusing on big data and analytics, led by Steve O’Leary of Aeris Partners and Bob Zurek of Endeca (nice exit). For comparison, earlier this year MassTLC estimated the huge mobile/wireless cluster around Boston to be about 400 companies strong. Big data encompasses big companies like Netezza (part of IBM), Oracle, EMC, ITA Software (Google), Vertica (HP), and Progress Software, as well as upstarts like Hadapt, Jana, Ginger.io, Hopper, Kyruus, and Tokutek. The common thread is technology to help people and companies manage and make sense of tremendous amounts of data so they can make better business decisions.

2. If you’re tired of SoLoMo (social-local-mobile media) as a tech theme, try SoMoClo…the social mobile cloud. In case your eyes just glazed over, think of it this way: Google is mobile plus cloud (see Android). So is Apple (more mobile than cloud, but getting there). Facebook is social plus cloud. Whoever gets all three wins. Beyond consumers, an emerging sector for this technology is healthcare. Jeffrey Tingle of PolyRemedy talked about opportunities in making electronic medical records accessible by patients and doctors—along with the major challenges of privacy, security, and compliance.

3. Web content and advertising are becoming much more interactive—and that interplay leaves an opening for startups. “Traditional church-and-state separation of content and commerce is dying,” says Michael Raybman from travel site WaySavvy. “Sidebar display ads are totally 2005. Commerce and advertising are becoming personalized and contextual, while content is becoming increasingly actionable, where ‘share with friends’ is not the only action. This brings immense opportunities for the travel vertical.”

4. Just when you thought the engineering talent crunch couldn’t get much worse: Undergrads aren’t coming out of school with the right coding experience, and startups can’t afford the time or … Next Page »

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[Updated 12:20pm. See below] A buzz-worthy New England tech startup is relocating from Connecticut to the Boston area after raising a sizable venture capital round, Xconomy has learned.

New Haven, CT-based Hadapt has closed a Series A financing round, according to two sources with knowledge of the company. One source puts the round at $8 million. The other source says that, as part of the deal, the company will move to the Boston area (probably Cambridge)—which it may have wanted to do anyway. I don’t know who the investors are yet, but I’m betting at least one Boston venture firm is involved (and I have my guesses). Hadapt is planning to release the information soon, but declined to speak with Xconomy about any details yet.

[Updated] A new report in GigaOm says the round is $9.5 million—but that might include earlier seed money (see below). The lead investors are Norwest Venture Partners and Bessemer Venture Partners, according to the report.

Hadapt (pronounced “huh-DAPT”) spun out of Yale University in 2010. It specializes in combining advanced databases with an open source data-analysis platform called Hadoop. The goal is to allow business customers to analyze huge amounts of data, both structured (like spreadsheets) and unstructured (like free text), in a very fast and efficient way. (Hadapt’s name is a play on Hadoop and the startup’s “adaptive analytical platform.”)

The company is led by CEO and co-founder Justin Borgman, a Yale MBA who did his undergraduate work at UMass Amherst and started his career in the Boston area as a software developer at MIT Lincoln Laboratory and Raytheon. Borgman told me back in March that Hadapt had raised an initial funding round, mostly from angel investors. The company had seven full-time employees back in the spring, but that is bound to increase significantly now.

The move to Boston makes a lot of sense, as Hadapt wants to position itself as a business-intelligence and analytics company among some big players in “big data” and data warehousing like Netezza/IBM, EMC, Oracle, and Vertica/HP, all of which have roots or significant operations in Massachusetts. In the short term, there is plenty of talent and customers to be found here that will help Hadapt build what could be a very solid business.

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First of all, the name is Ginger.io, not Gingerd. The latter is how the company was incorporated; but the former is its real name.

And real is what Ginger.io is becoming. Since graduating with the most recent class of TechStars Boston startups, the MIT Media Lab spinoff (from professor Sandy Pentland’s research group) has been heads-down working on its product—software that helps healthcare providers and pharmaceutical companies monitor the behavior of patients via their mobile phones.

The startup has been busy fundraising too—and it is naming its investors today. Ginger has closed $1.7 million in first-round financing led by Silicon Valley-based True Ventures. Also participating were Kapor Capital (Mitch Kapor’s VC fund), Romulus Capital, and a number of angel investors, including Bill Warner, Walt Winshall, James Joaquin, and Ty Curry. All together, Ginger’s investors and advisors represent a pretty interesting mix of people with experience in big data, healthcare, and mobile software.

Here’s the idea. A mobile phone can provide crucial information about its owner’s activity level, location, and communication patterns—all in real time, more or less (assuming the person opts in). That information could be valuable to drug makers and hospitals looking to track the results of clinical trials, market medications to certain types of patients, or design new therapies for things like diabetes, obesity, or brain disorders. The data alternatives—behavioral self-reports, surveys, and the like—are famously unreliable by themselves. With this in mind, Ginger is not one of the dozens of startups developing consumer apps for tracking one’s own health and wellness (though that’s sort of where the company started). No, this is a business-to-business play.

But here’s the bigger idea. What’s really valuable is not so much the data as the insights and patterns that can be gleaned from that data. If Ginger’s software knows how you behave on a “normal” day, for example, it can figure out when your behavior changes—maybe you’re stuck in bed, or not calling your usual friends—and correlate that with indicators of problems such as doctor visits. If the software tracks a population of patients taking a drug, and some respond in an expected way but others don’t, the pattern might suggest a way to target the drug more effectively.

“If you’re a pharmaceutical company, to know a segment is behaving differently and doing better on that drug, that can help you market that medication,” says Anmol Madan, co-founder of Ginger.io and a Media Lab PhD.

What’s more, the company is harnessing its tools in computer science, machine learning, and data analytics for a much deeper purpose. “It’s about understanding people,” says Frank Moss, the former Media Lab director and software technologist who serves as an advisor to Ginger (he’s also an Xconomist). “I think it’s going to be revolutionary.”

Moss is talking about Ginger’s potential to “discover the principles behind … Next Page »

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Vivek Ranadivé is one of those CEOs who was born with a silver quote in his mouth. He’s great on television, he gives entertaining speeches, and interviewing him is like bathing in a river of aphorisms and metaphors. I enjoy visiting Ranadivé at his company’s Palo Alto, CA, headquarters not just in order to catch up on the news about his software firm TIBCO, but to hear which directions his thoughts have been taking him. Lately those thoughts have had a lot to do with books and basketball.

On September 5, Crown Business will release The Two-Second Advantage, co-written by Ranadivé and Kevin Maney, which, as its subtitle explains, is about “how we succeed by anticipating the future—just enough.” In the book, as in most of his public remarks, you can see Ranadivé taking the fundamental idea that unifies TIBCO’s software products—-the value of sharing information within and between computer systems in real time, the better to identify and act upon significant events and trends—and stretching it to see how it applies to a growing range of real-world problems, from telecommunications to macroeconomics to managing a professional sports team.

Which leads to Ranadivé’s other current obsession. Last year the software magnate became co-owner of the Golden State Warriors, the San Francisco Bay Area’s NBA basketball team, joining a new ownership group that includes movie producer Peter Guber, Kleiner Perkins partner Joe Lacob, and real estate investor Erika Glazer. Ranadivé was already known for his interest in basketball—see Malcolm Gladwell’s 2009 New Yorker article on underdogs, which largely focuses on Ranadivé’s strategies for coaching his daughter’s National Junior Basketball team—and it’s no surprise at all that his theories about the best way to run a professional team reflect his theories about the best way to run a business, i.e., gaining an advantage through data analysis.

Those subjects and others ran through my last conversation with Ranadivé in July. Here’s an edited summary.

Xconomy: So, what have you been thinking about lately?

Vivek Ranadivé: I’m really excited, because I have a mission, which is to say that if you get the right information to the right place at the right time and put it in the right context, you can make the world a better place. Every day I see more and more evidence of that. So the theme continues.

One of the things I like to say is that science is dead. You can spend a lot of time trying to understand why something happened, or you can just know that if A, B, and C happened, then D will happen. Examples of this are frequent. That plane that crashed of the coast of Brazil—if they had connected the dots, they would have known that the flight was going to end in disaster and made a turn and avoided the crash. In cybersecurity, you can try to build a better lock, but somebody will also find a way to pick it, or you can do what the Department of Defense and the Department of Homeland Security have done, which is to … Next Page »

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[Updated at 12:15 Pacific with Hipcricket comment] OK, it’s officially M&A week in Seattle. Today we have Kirkland, WA mobile advertising software company Hipcricket being acquired by New York-based Augme Technologies for $44.5 million upfront—$6 million in cash and the balance in Augme stock. The price also could climb by another $27.5 million if Hipcricket reaches certain goals.

As we reported a couple of years ago, Hipcricket saw its business continue to do well even in the worst parts of the recent economic collapse. There are two big factors behind expansion in mobile marketing generally: the continued growth in consumer mobile devices, and marketers’ hunger for ways to measure the returns on their ad spending.

But as Hipcricket co-founder and CEO Ivan Braiker told us previously, his company saw its analytics software as a trump card, keeping Hipckricket ahead of the “new vendor every day that gets into this.” The company was founded in 2004, and has worked for a roster of big-name clients including Nestle, KFC, and NBC. It’s privately held and backed by some prominent investors, including Joe Schocken from Seattle-based Broadmark Capital.

The Hipcricket team will be staying in place, both in Kirkland and at the company’s branches in New York, Dallas, Chicago, Los Angeles and Mexico City, according to the news release. In a follow-up interview, Braiker and Hipcricket chief operating officer Eric Harber said they also plan on expanding their staff. “We’re looking for great people now, and we’ll be doing even more  of it,” Braiker says.

Braiker will become the president of Augme and join the company’s board, while Harber will be Augme’s COO. “They were emphasizing and underlining two or three times: we don’t want to mess with it. We want you guys to come in here and help drive the company,” Braiker says.

Hipcricket was able to survive the Great Recession, its leaders said, by riding the explosive growth in mobile devices, social media, and the truckloads of data that consumers are generating. When the company started, the iPhone was still a couple of years away—meaning Hipcricket has been in line to capitalize on the transformation from text and e-mail to the new world of mobile Web and app-based marketing.

They don’t see it slowing down much. A big driver behind consolidation deals like today’s sale to Augme is the fact that major clients want to handle increasingly fragmented mobile advertising channels with one trusted vendor, Hipcricket’s leaders said.

“A bigger brand is demanding that they get more and more from a trusted technology and services provider, and that’s the role that we play,” Harder says. “And we’re doing that more and more with customers like Macy’s, and MillerCoors, and Clear Channel.”

The deal’s expected to close at month’s end, pending shareholder approval. There’s been a mini-flurry of acquisitions in the Seattle area this week in gaming and advertising. Yesterday we saw comScore buying Seattle-area advertising firm AdXpose, and game studio Griptonite being snapped up by Glu. The week started with Sony buying local game studio Sucker Punch.

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San Francisco startup Nodeable, which is building a cloud analytics system with a friendly user interface modeled on social networking sites, said today that it has completed a $2 million Series A funding round led by True Ventures. The startup, whose system is currently in closed beta testing, is also backed by Crosslink Capital. “Nodeable’s new approach to managing systems through social mechanics and analytics introduces a breakthrough way to interact with cloud infrastructure,” True Ventures partner Puneet Agarwal said in a statement. “We believe that the Nodeable team has the vision, passion and technical expertise to be successful pioneers in this rapidly growing space.”

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[Corrected 7/19/11, 5:45 pm. See below.] Last month, Beverly, MA-based Eliza took in its first-ever outside investment, with an undisclosed equity financing from Parthenon Capital Partners, a private equity firm with offices in Boston and San Francisco.

Founded in 1999, Eliza offers speech recognition technology that powers automated phone calls to patients on behalf of accountable care organizations, employers, and hospitals, to cull qualitative information on patient health and offer actionable steps for improving wellness. [An earlier version of this paragraph incorrectly stated Eliza was founded in 2002. We regret the error.]

This whole time Eliza has been keeping a low profile and bootstrapping as it built out its technology to serve more customers, in the meantime accruing data from more than 450 million interactions with patients, says Eliza co-founder and president Alexandra Drane.

Things have started to heat up in the last couple of years surrounding national health reform, Drane told me when I caught up on the phone with her and fellow co-founder and CEO Lucas Merrow last week. “We started to consider a financial partner to help the organization go through opportunities for inorganic growth,” Drane says. “There may be an opportunity for us to think differently, more aggressively, in more intense ways in some areas.”

Eliza still has every intention of focusing on healthcare, but it’s looking to use the financing to build out new capabilities based on needs that have been revealed from the data in patient calls. The Eliza technology is designed to help patients tackle things like diabetes and high blood pressure that are already classified as health problems, but other issues that aren’t as concretely defined have come up in loads of calls with patients, Drane says. Patients talk to the system about issues like caring for elderly parents or financial stress, for example, that have interfered with patients’ ability to care for themselves properly, Drane says.

“Our hypothesis is understanding, A, how to establish a relationship with somebody to help them to understand issues, and B, that these issues in and of themselves have health consequences,” she says. “That is a big focuse for us right now at Eliza. It all relates to having the most accurate pictures of who people are and what they care about.”

Eliza could potentially be eyeing other acquisitions in the healthcare sector, as well as increasing its headcount, which is now at about 170 people, Merrow says. “We already planned on doing some pretty strong hiring prior to the investment. As part of this we’ll be beefing up,” he says.

Ultimately, the company hopes to get its technology in the hands of many more firms focusing on healthcare. Things are just beginning on this front, both Drane and Merrow say.

“A lot of customers don’t use this technology yet,” Merrow says. “It’s still an early lifecycle for what we do. We definitely needed expertise and capital to help us address that.”

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The future for most of us is a totally uncharted territory. The noble art of divining doesn’t seem to have made much progress since the days of the Delphic oracle more than 2,000 years ago.

But Recorded Future, an American-Scandinavian startup founded by Swedish entrepreneur Christopher Ahlberg and headquartered in the Boston area, claims to be able to make fairly good predictions on what will happen, by organizing and analyzing information collected from the Internet and presenting the results in useful ways. To quote the company’s own description:

“Recorded Future offers robust tools for temporal and predictive analysis including advanced visualizations, data for predictive modeling, and fine-grain Future oriented alerts.”

The oracle of Delphi was known to be secretive, and Recorded Future has to a large extent embraced the same policy. If you look at its website under the heading “Press” you’ll find the statement: “We don’t grant interviews and we don’t issue press releases.”

There have, however, been some exceptions to the rule. In March, the company’s CTO, Staffan Truvé, gave a presentation of Recorded Future’s technology at a conference organized by students at Linköping University in Sweden.

And Christopher Ahlberg recently granted my colleage Mats Lewan at the Swedish magazine Ny Teknik an interview.

Dr. Ahlberg told Mats that he thinks that today’s search engines have shortcomings when it comes to temporal information: “Google doesn’t understand time. And there are very few systems that understand time. It’s tricky. Internet tends to organize in terms of publication date.”

“It is really not easy to be able to extract temporal information from human texts, especially when it is by journalists who like to write in a colorful way,” says Dr. Ahlberg.
To be able to do that, the software must make sense of vague terms like “early next week,” “on Thursday,” “soon,” “later,” and “towards the end of the year.” According to Dr. Ahlberg, Recorded Future has analyzed thousands of English temporal expressions and is now doing the same for other languages.

For a user, the analysis could result in knowing when a competitor’s new product will hit the market; or help one spot plans for mergers and acquisitions that will influence the stock market. Or maybe just knowing when the market thinks something will happen, and being able to track the rumors in advance, might be good enough for anyone trading in stocks.

The company has funding from Google Ventures and also from another party with a long history of gathering and analyzing information—the Central Intelligence Agency, via its venture capital company In-Q-Tel.

Christopher Ahlberg started out as a researcher in data visualization technologies. In the mid-1990s he started Spotfire, a company focused on analyzing and visualizing business-critical information from large databases. Spotfire had its head office in Cambridge, MA, with several customers in the New England biotech and pharma industry. Tibco, based in Palo Alto, CA, acquired the company in 2007 for about $195 million. Just like Spotfire, Recorded Future has part of its workforce in Sweden, as well as in other parts of the world, like Washington DC.

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Boston-based Kyruus, a health-IT startup whose name I cannot spell, said today it has raised a $5.5 million Series A round led by Highland Capital Partners, Venrock, and Gerson Lehrman Group. Angel investors Jonathan Bush, Ed Park, John Goldsmith, and James Golden also participated in the financing. Kyruus has developed a software platform that includes professional profiles of doctors and “big data” analytics. The software provides what Kyruus calls “a unified view of the physician” that can be searched and analyzed by healthcare deliverers, government workers, and payers. The company started in 2010 and is led by co-founders Graham Gardner and Julie Yoo (both from Generation Health). Gardner told Forbes that the goal is to become “the Bloomberg or ITA Software of physician information.” Xconomy first wrote about Kyruus back in January.

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Slackers hate it. Go-getters love it. And store owners and managers? Well, so far they seem to be buying it. I’m talking about Objective Logistics, a New Bedford, MA-based software startup that’s looking to transform work environments, starting with restaurants and retail stores.

“It’s polarizing as hell,” says CEO and co-founder Phil Beauregard.

If you believe controversial companies are good, you’ve come to the right place. Objective Logistics has created a Facebook-like interface that accesses the point-of-sale database of a given store, ranks the performance of waiters and salespeople compared to their peers, and rewards high achievers with perks like getting to choose their own work schedules. In certain establishments, that can mean an extra $1,000 in tips for working a busy Saturday instead of a slow weekday, for instance.

“We’re kind of ‘gamifying’ the labor market,” Beauregard says. “The real vision is, if I can rank productivity through technology, I can reward you and compel you to perform better.” He adds that his company is about “objective transparency through technology.”

And despite its clunky name, Objective Logistics has been attracting lots of buzz among venture capitalists—and customers—this year. The five-person company’s software was first deployed last month at Not Your Average Joe’s (it’s slated to go live in 15 of those restaurants), with several other local stores and major chains also at various stages of adoption. Objective Logistics has raised $750,000 in seed-stage funding from angel investors including Richard Darer, Greg Pesik, Serguei Netessine, Nigel Machin, and other Boston-area investors. The company might look to close a VC round in the next few months, Beauregard says.

Beauregard, who turns 30 next week, is a former investment banker who started Objective Logistics in early 2009. His partners in crime include co-founder Matt Grace, who was reputed to be the youngest product management director in Oracle’s history, and engineering vice president Dan Velcea, a 3Com and Credit Suisse veteran and a Romanian native who, in 1986, dropped his army-duty AK-47 … Next Page »

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San Mateo, CA-based Datameer, which offers data analytics and business intelligence software for companies using the open source Hadoop distributed computing framework, said today it has raised $9.25 million in a Series B financing round led by new investor Kleiner Perkins Caufield & Byers. Existing investor Redpoint Ventures also chipped in. “We are impressed with Datameer and the innovation they have demonstrated in a very short period of time,” said Kleiner Perkins partner Ellen Pao, who has joined Datameer’s board, in a statement. “Datameer’s ability to open up the power of Hadoop to business users is key to this next wave of business intelligence known as big data analytics.”

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