Monday, July 27, 2015

Speed as a Habit

This article is by Dave Girouard, CEO of personal finance startup Upstart, and former President of Google Enterprise Apps. He’s well known for building Google’s enterprise apps division into a $1B+ global business. Here he shares his tips for making speed fundamental to your company.

I’ve long believed that speed is the ultimate weapon in business. All else being equal, the fastest company in any market will win. Speed is a defining characteristic — if not the defining characteristic — of the leader in virtually every industry you look at.
In tech, speed is seen primarily as an asset in product development. Hence the “move fast and break things” mentality, the commitment to minimum viable products and agile development. Many people would agree that speed and agility are how you win when it comes to product.
What they fail to grasp is that speed matters to the rest of the business too — not just product. Google is fast. General Motors is slow. Startups are fast. Big companies are slow. It’s pretty clear that fast equals good, but there’s relatively little written about how to develop the institutional and employee muscle necessary to make speed a serious competitive advantage.
I believe that speed, like exercise and eating healthy, can be habitual.
Through a prolonged, proactive effort to develop these good habits, we can convert ourselves as founders, executives and employees to be faster, more efficient company-building machines. And, when enough members of a team exhibit this set of habits, and are rewarded with reinforcement, compensation, and promotions, the organization itself will gain velocity.
This is how category killers are made.
So let’s break this down. What are the building blocks of speed? When you think about it, all business activity really comes down to two simple things: Making decisions and executing on decisions. Your success depends on your ability to develop speed as a habit in both.


A good plan violently executed now is better than a perfect plan next week.
General George Patton said that, and I definitely subscribe to it. Do you remember the last time you were in a meeting and someone said, “We’re going to make this decision before we leave the room”? How great did that feel? Didn’t you just want to hug that person?
The process of making and remaking decisions wastes an insane amount of time at companies. The key takeaway: WHEN a decision is made is much more important than WHAT decision is made.
If, by way of habit, you consistently begin every decision-making process by considering how much time and effort that decision is worth, who needs to have input, and when you’ll have an answer, you'll have developed the first important muscle for speed.
This isn’t to say all decisions should be made quickly. Some decisions are more complicated or critical than others. It might behoove you to wait for more information. Some decisions can’t be easily reversed or would be too damaging if you choose poorly. Most importantly, some decisions don’t need to be made immediately to maintain downstream velocity.
Deciding on when a decision will be made from the start is a profound, powerful change that will speed everything up.
In my many years at Google, I saw Eric Schmidt use this approach to decision-making on a regular basis — probably without even thinking about it. Because founders Larry and Sergey were (and are) very strong-minded leaders involved in every major decision, Eric knew he couldn’t make huge unilateral choices. This could have stalled a lot of things, but Eric made sure that decisions were made on a specific timeframe — a realistic one — but a firm one. He made this a habit for himself and it made a world of difference for Google.
Today at Upstart, we’re a much smaller company, and we’re making decisions that matter several times a day. We’re deeply driven by the belief that fast decisions are far better than slow ones and radically better than no decisions. From day to day, hour to hour, we think about how important each decision is and how much time it’s worth taking.There are decisions that deserve days of debate and analysis, but the vast majority aren’t worth more than 10 minutes.
It's important to internalize how irreversible, fatal or non-fatal a decision may be. Very few can't be undone.
Note that speed doesn’t require one leader to make all the calls top-down. The art of good decision making requires that you gather input and perspective from your team, and then push toward a final decision in a way that makes it clear that all voices were heard. As I’ve grown in my career, I’ve moved away from telling people I had the right answer upfront to shaping and steering the discussion toward a conclusion. I wouldn’t call it consensus building — you don’t want consensus to hold you hostage — but input from others will help you get to the right decision faster, and with buy-in from the team.

This isn’t a vote for rash decisions. I can be a little too “pedal to the metal” at times, and sometimes my co-founder Anna will say, “This is a big decision. Even though we think we know what to do, let’s give it 24 hours.” She’s saved us multiple times with that wisdom.
There's an art to knowing when to end debate and make a decision. Many leaders are reluctant to make the final call when there are good arguments and a lot of emotions on both sides. We intuitively want the team to come to the right decision on their own. But I’ve found that people are enormously relieved when they hear that you’re grabbing the baton and accepting responsibility for a decision. Using the “CEO prerogative” — to make the final call — isn’t something you ought to need every day. As long as you do it sparingly, you can actually make your employees more comfortable, and engender more trust by pulling the trigger, logically explaining your choice and sticking with it.
In fact, gauging comfort on your team is a really helpful measure of whether you’re going fast enough or not.
You know you're going fast enough if there's a low-level discomfort, people feeling stretched. But if you're going too fast, you'll see it on their faces, and that's important to spot too.
While I was at Google, Larry Page was extremely good at forcing decisions so fast that people were worried the team was about to drive the car off a cliff. He’d push it as far as he could go without people crossing that line of discomfort. It was just his fundamental nature to ask, “Why not? Why can’t we do it faster than this?” and then wait to see if people started screaming. He really rallied everyone around this theory that fast decisions, unless they’re fatal, are always better.


A lot of people spend a whole lot of time refining their productivity systems and to-do lists. But within the context of a team and a business, executing a plan as quickly as possible is an entirely different concept. Here’s how I’ve learned to execute with momentum.
Challenge the when.
I’m always shocked by how many plans and action items come out of meetings without being assigned due dates. Even when dates are assigned, they’re often based on half-baked intuition about how long the task should take. Completion dates and times follow a tribal notion of the sun setting and rising, and too often “tomorrow” is the default answer.

It’s not that everything needs to be done NOW, but for items on your critical path, it’s always useful to challenge the due date. All it takes is asking the simplest question: “Why can't this be done sooner?” Asking it methodically, reliably and habitually can have a profound impact on the speed of your organization.
This is definitely a tactic that starts with individual employees first — ideally those in senior positions who can influence others’ behavior. As a leader, you want them to make “things I like to do” become “things we like to do.” This is how ideas get ingrained. I’ve seen too many people never question when something will be delivered and assume it will happen immediately. This rarely happens. I’ve also seen ideas float into the ether because they were never anchored in time.
You don’t have to be militant about it, just consistently respond that today is better that tomorrow, that right now is better than six hours from now.
There’s a funny story about my old pal Sabih Khan, who worked in Operations at Apple when I was a product manager there. In 2008, he was meeting with Tim Cook about a production snafu in China. Tim said, “This is bad. Someone ought to get over there.” Thirty minutes went by and the conversation moved to other topics. Suddenly Tim looked back at Sabih and asked, 'Why are you still here?' Sabih left the meeting immediately, drove directly to San Francisco Airport, got on the next flight to China without even a change of clothes. But you can bet that problem was resolved fast.
The candle is always burning. You need leadership to feel and infuse every discussion with that kind of urgency.
Recognize and remove dependencies.
Just as important as assigning a deadline, you need to tease out any dependencies around an action item. This might be obvious, but mission critical items should be absolutely gang tackled by your team in order to accelerate all downstream activities. Things that can wait till later need to wait. Ultimately, you can’t have team members slow-rolling on non-vital tasks when they could be hacking away at the due date for something that is make or break.
A big part of this is making sure people aren’t waiting on one another to take next steps. The untrained mind has a weird way of defaulting to serial activities — i.e. I’ll do this after you do that after X, Y, Z happens. You want people working in parallel instead.
A lot of people assume dependencies where they don't even exist.
How can you turn serial dependencies into parallel action? As a CEO, I insert myself at different points in a process to radically accelerate things. For example, if we’re coming up on an announcement and time is of the essence, I might jump in and just write the blog post myself. It’s not that my team couldn’t do it. I just know it would be faster since I’m the one who’s picky about the content anyway. As a leader, it’s your job to recognize the dependencies and non-dependencies, and take action depending on how critical the thing is and when it’s due.
Ten times a day I’ll find myself sitting in a meeting saying, “We don’t need to wait for that thing, we can do this now.” That thought is so common. It’s just that people need to say it out loud more often.
Eliminate cognitive overhead.
Remember when you used to download lots of songs on iTunes? It was so painfully slow if you wanted to buy a whole album at once. You’d have to wait for one to finish downloading so they could all speed up. Projects are like this. Sometimes a project is so complicated that it feels like you’re downloading six albums at once so everything else grinds to a halt too.
I can’t even count the number of meetings I had at Google related to enterprise app identities versus normal consumer Google IDs. We launched a project to fix this, but it was so complicated that the first 30 minutes of every meeting were dedicated to restating what had happened in the last meeting. The cognitive overhead was mind boggling.
This is how I learned that if you can knock out big chunks of a project early, you can reduce the overhead of the remaining parts by 90%. You should always be on the lookout for these opportunities.
Often, it will be one tiny element of a project that’s adding all of the complexity. For example, our business at Upstart has to comply with a lot of regulations. There’s not a lot we can do until we know we’ll have legal approval, so we used to spend a lot of time dancing around whether something was going to be legal or not. Then we thought, why don’t we just get a brain dump from our lawyers saying, “Do this, this and this and not this, and you’ll be fine.” Having that type of simple understanding of the problem drastically reduced the cognitive overhead of every decision we made.
If you can assess, pull out and stomp on the complicating pieces of the puzzle, everyone’s life gets easier. The one I see the most — and this includes at Google too — is that people hem and haw over what the founder or CEO will think every step of the way. Just get their input first. Don’t get your work reversed later on. What a founder might think is classic cognitive overhead.
Use competition the right way.
Talking about your competition is a good way to add urgency. But you have to be careful. As a leader, your role is to determine whether your team is going fast because they're panicked, or if they don’t seem to be paranoid enough. Based on the answer, competition is a helpful tool.
At Upstart, we constantly say that while we’re working hard on this one thing, our competitors are probably working just as hard on something we don’t even know about. So we have to be vigilant. A lot of people say you should ignore competition, but by acknowledging it, you’re incentivizing yourself to set the pace in your market.
You can either set the pace of the market or be the one to react. Whoever is fastest out of the gate is the one everyone else has to react to.
When we were launching Google Apps, we were coming out against Microsoft Office, which had this dominant, monopolistic ownership of the business. We thought about what we could do differently and better, and the simplicity of our pricing was part of it. We offered one price of $50 per employee per year — compared to the wacky 20-page price list Microsoft would drop on you. We didn’t agonize over whether it should be $45, $50 or $55 — I think we decided that in a half hour. We just wanted to be able to tell people, “We may not be free, but we’ll be the simplest decision you ever made.” That was us re-setting the bar for the market and pushing it hard so everyone else would have to react to it.
Rally support for decisions.
Almost nothing in tech can be done in a vacuum. Basically, once you’ve made a decision, you’ll need to convince others that you’re right and get them to prioritize what you need from them over the other things on their plate.
Influencing a decision starts with recognizing that you’re really just dealing with other people. Even if it’s a vendor or another company you need to rally, it boils down to one person first. Given this view, you need to make a point of understanding this person, what their job is, how their success is measured, what they care about, what all of their other priorities are, etc. Then ask: “How can you help them get what they want while helping you get what you want?”
I’ve seen this done by appealing to people’s pride. Maybe you tell them that you used to work with a competitor who was quite speedy so that they have incentive to go even faster. I’ve also seen this done by appealing to human decency and being honest. You might say something like, "Hey we’re really betting heavily on this, and we really need you guys to deliver."
Whichever route you choose, you want to back up your argument with logic. You should gently seek to understand what’s happening. I tend to ask a lot of questions like: “Can you help me understand why something would take so long? Is there any way we can help or make it go faster?” Really try to get to the heart of the actions they're taking and the time they’ve carved out to do it. And if this works, be sure to commend them to their boss.
I highly recommend this over a brute force method of escalating things to the person’s manager or throwing competition in their face. That doesn’t serve them, and they’ll be much less likely to serve you as a result.
How can you make other people look good? How can you make meeting your needs a win for them inside their company?
All of this comes back to making things go as fast and smoothly as possible. When you feel things start to slow down, you have to keep asking questions. Questions are your best weapon against inertia.
To keep things moving along at Upstart, I ask a lot of hard questions very quickly, and most of them are time related. I know that we execute well and are generally working on the right things at the right time, but I will always challenge why something takes a certain amount of time. Are we working as smartly as we can?
Too many people believe that speed is the enemy of quality. To an extent they’re right — you can’t force innovation and sometimes genius needs time and freedom to bloom. But in my experience, that’s the rare case. There’s not always a stark tradeoff between something done fast and done well. Don’t let you or your organization use that as a false shield or excuse to lose momentum. The moment you do, you lose your competitive advantage.

Friday, July 24, 2015

This fully transparent solar cell could make every window and screen a power source

Back in August 2014, researchers at Michigan State University have created a fully transparent solar concentrator, which could turn any window or sheet of glass (like your smartphone’s screen) into a photovoltaic solar cell. Unlike other “transparent” solar cells that we’ve reported on in the past, this one really is transparent, as you can see in the photos throughout this story. According to Richard Lunt, who led the research at the time, the team is confident the transparent solar panels can be efficiently deployed in a wide range of settings, from “tall buildings with lots of windows or any kind of mobile device that demands high aesthetic quality like a phone or e-reader.”
Today, Ubiquitous Energy, an MIT startup we first reported on in 2013, is now getting closer to bringing its transparent solar panels to market. Lunt cofounded the company and remains assistant professor of chemical engineering and materials science at Michigan State University. Essentially, what they’re doing is instead of shrinking the components, they’re changing the way the cell absorbs light. The cell selectively harvests the part of the solar spectrum we can’t see with our eye, while letting regular visible light pass through.
Scientifically, a transparent solar panel is something of an oxymoron. Solar cells, specifically the photovoltaic kind, make energy by absorbing photons (sunlight) and converting them into electrons (electricity). If a material is transparent, however, by definition it means that all of the light passes through the medium to strike the back of your eye. This is why previous transparent solar cells have actually only been partially transparent — and, to add insult to injury, they usually they cast a colorful shadow too.
TLSC, colorful background
TLSC, organic molecules, emission graph
The organic salts absorb UV and infrared, and emit infrared — processes that occur outside of the visible spectrum, so that it appears transparent.
To get around this limitation, the Michigan State researchers use a slightly different technique for gathering sunlight. Instead of trying to create a transparent photovoltaic cell (which is nigh impossible), they use a transparent luminescent solar concentrator (TLSC). The TLSC consists of organic salts that absorb specific non-visible wavelengths of ultraviolet and infrared light, which they then luminesce (glow) as another wavelength of infrared light (also non-visible). This emitted infrared light is guided to the edge of plastic, where thin strips of conventional photovoltaic solar cell convert it into electricity. [Research paper: DOI: 10.1002/adom.201400103- "Near-Infrared Harvesting Transparent Luminescent Solar Concentrators"]
If you look closely, you can see a couple of black strips along the edges of plastic block. Otherwise, though, the active organic material — and thus the bulk of the solar panel — is highly transparent. (Read: Solar singlet fission bends the laws of physics to boost solar power efficiency by 30%.)
The prototype TLSC currently has an efficiency of around 1%, but they think 10& should be possible once production commences. Non-transparent luminescent concentrators (which bathe the room in colorful light) max out at around 7%. On their own these aren’t huge figures, but on a larger scale — every window in a house or office block — the numbers quickly add up. And while we’re probably not talking about a technology that can keep your smartphone or tablet running indefinitely, replacing your device’s display with a TLSC could net you a few more minutes or hours of usage on a single battery charge.
“It opens a lot of area to deploy solar energy in a non-intrusive way,” Lunt said in aninterview with Michigan State’s Today blog. “It can be used on tall buildings with lots of windows or any kind of mobile device that demands high aesthetic quality like a phone or e-reader. Ultimately we want to make solar harvesting surfaces that you do not even know are there.”
The researchers — and Ubiquitous Energy — are confident that the technology can be scaled all the way from large industrial and commercial applications, down to consumer devices, while remaining affordable. So far, one of the larger barriers to large-scale adoption of solar power is the intrusive and ugly nature of solar panels — obviously, if we can produce large amounts of solar power from sheets of glass and plastic that look like normal sheets of glass and plastic, then that would be incredible.

Wednesday, July 15, 2015

Google launches Eddystone, its platform-agnostic iBeacon competitor

Google today announced Eddystone, its open source Bluetooth Low Energy (BLE) beacon format. The standard is designed to help developers work with beacons and provide location-based content straight to users’ smartphones.
If you’re not familiar, beacons are low-energy battery-friendly hardware that use Bluetooth to transmit data. Since Bluetooth connections have a much smaller range public Wi-Fi and work indoors unlike GPS, it allows retailers, developers and companies to precisely pinpoint the user’s location and send relevant information based on where consumers currently are.
eddystone google logo
With Eddystone, Google is hoping that developers will be able to build even more contextual apps. For example, a user’s phone might provide transit times when they are at their local bus stop, or bring up an event ticket barcode when they’ve arrived at the venue.
Eddystone is Google’s clear shot at Apple’s iBeacon technology, but Google says its format is completely platform-agnostic – provided the device supports BLE.
Alongside the launch, Google will offer the Nearby API and Proximity Beacon API to help developers focus on how to transmit data to devices that are in range of select beacons, while allowing them to monitor beacons to make sure everything is running smoothly.
Imagine walking into a restaurant and receiving the menu on your phone screen by the time you sit down. With Google’s search technology, users may also be able to tap menu items and look up photos of the dish to learn more without the need to flag a waiter’s attention.
eddystone proximity
For now, Google does not plan to charge for Eddystone. With third party vendors like EstimoteBluvision, and on board, it hopes to reach the networks that already exist on iBeacon’s platform while adding more functionality to its own Google Now service.
➤ Eddystone [GitHub via TechCrunch]

Tuesday, July 7, 2015

Ultra-wide angle lens, M.ZUIKO DIGITAL ED 7-14mm F2.8 PRO (35mm equivalent focal length: 14-28mm)

M.ZUIKO DIGITAL ED 7-14mm F2.8 PRO + OM-D E-M1 (Black) M.ZUIKO DIGITAL ED 7-14mm F2.8 PRO + OM-D E-M5 Mark II (Silver)
PRO + OM-D E-M1 (Black)
PRO + OM-D E-M5 Mark II (Silver)
Olympus Corporation (President: Hiroyuki Sasa) is pleased to announce the M.Zuiko Digital ED 7-14mm F2.8 PRO (35mm equivalent: 14-28mm), is scheduled to go on sale from the end of June, 2015. This is a fast, high-performance, ultra wide-angle lens for professional use that conforms to the Micro Four Thirds System standard. By combining this lens with two other zoom lenses in M.Zuiko PRO category, these three fast M.Zuiko PRO lenses now cover the entire range from ultra-wide-angle to telephoto (equivalent to 14-300mm*1) at a fixed aperture of f2.8.
This is a fast f2.8, high-performance, ultra-wide angle zoom lens in the M.Zuiko PRO category, features excellent optical performance, and a rugged splash & dust-proof construction that ensures excellent image quality in any situation. The lightweight, compact form boasts superb optical performance when shooting at f2.8 aperture value, making it perfect not only for landscape photography, but also utilizing its brightness for nightscape photography, astrophotography, and underwater shooting. This lens makes previously impossible shots possible.
The closest focusing distance of 20 cm (7.5 cm from the end of the lens) expands possibilities for close-up scenes.
When combined with the M.Zuiko Digital ED 12-40mm F2.8 PRO and M.Zuiko Digital ED 40-150mm F2.8 PRO, you can shoot from an ultra wide-angle 14mm to telephoto 300mm (35mm equivalent) at a fixed aperture value of f2.8.

Main Features

  1. Mobility of a fixed aperture f2.8, fast, ultra wide-angle zoom in a compact, lightweight, splash & dust-proof construction
  2. Amazing optical performance that provides sharp image from the center to edges from the maximum aperture setting
  3. Excellent close-up shooting performance from up to 7.5 cm away from the end of the lens, in common with other lenses in M.Zuiko PRO category

Sales Outline

CategoryProduct NameMSRPPlanned Launch Date
Interchangeable lensM.ZUIKO DIGITAL ED 7-14mm F2.8 PRO170,000 yen
(183,600 yen incl. tax)
End of June, 2015
*135mm equivalent

Main Features Details

1. Mobility of a fixed aperture F2.8, fast, ultra wide-angle zoom in a compact, lightweight, splash & dust-proof construction

The brightness of f2.8 is now achieved in a compact, lightweight lens, while maintaining the high performance of the Four Thirds System ultra-wide-angle zoom lens, Zuiko Digital ED 7-14mm f4. With the brightness of the maximum aperture setting of f2.8, 1 step faster shutter speed can be used for more possibilities in hand-held shooting when combined with the powerful image stabilization of the OM-D series.
The design makes use of a short flange back distance made possible with a Compact System Camera, keeping the lens amazingly compact and lightweight despite a large diameter. This model is approximately 60% of the weight of a lens on a full-frame camera at the same angle of view and maximum aperture value, giving it superb mobility.
A splash & dust-proof construction uses special sealing in 11 places, providing powerful protection against dust and splashes, making it the perfect companion for shooting in difficult environments when paired with the splash & dust-proof bodies of the OM-D E-M1 or E-M5 Mark II.
With this new lens added to the M.Zuiko PRO category along with the M.Zuiko Digital ED 12-40mm F2.8 PRO and M.Zuiko Digital ED 40-150mm F2.8 PRO, the total weight is approximately half that of three full-frame SLR lenses with the same angle of view and maximum aperture value, providing unparalleled mobility in shooting environments where it is not possible to carry heavy equipment.

2. Amazing optical performance that provides sharp image from the center to edges from the maximum aperture setting

The optical performance of this lens provides superb image quality for scenes that demand sharp resolution even when shooting from the maximum aperture value, such as when photographing nightscapes and stars.
In order to enhance the optical performance of the large-diameter, maximum aperture value of f2.8 while maintaining a compact, lightweight size, special lenses are lavishly incorporated, such as DSA lens*2 super ED lens, ED, lens, EDA lens*3 , and HR lens. These lenses make it possible to reduce chromatic aberration, and achieve a high resolution image. They also ensure optical performance to minimize corner shading.
ZERO (Zuiko Extra-low Reflection Optical) Coating is used effectively to minimize ghosts and flaring, creating a lens that is resistant to backlit situations. In particular, by optimizing coating on the large-diameter front lens, circular ghosts are significantly reduced.
The superb optical performance of this lens brings out the best when used with 40M High Res. Shot on the OM-D E-M5 Mark II.

3. PRO category level close-up shooting performance from up to 7.5 cm away from the end of the lens

The closest focusing distance of 20 cm (7.5 cm from the end of the lens) enables a maximum shooting magnification of 0.12x (35mm equivalent: 0.24x). Only an ultra wide-angle lens such as this lets you keep the clear background in close-up shots.
*2Dual Super Aspherical
*3Extra-low Dispersion Aspheric

Other Features

  1. This lens is equipped with the Manual Focus Clutch mechanism for instantly switching from AF to MF shooting so you can use location-specific focusing.
  2. Equipped with an L-Fn function button. You can use it to pause AF operation and assign a custom setting function to it on the camera.
  3. Equipped with a fixed lens hood. By moving the front lens position to the rear for telephoto and forward for wide-angle shooting, unnecessary light is effectively blocked from entering the lens. By using plastic materials, shock-resistant performance is maintained and vignetting from the lens hood is prevented.

Thursday, July 2, 2015

Swatch Introduces Five New Versions Of The Sistem51, Available To Purchase On February 23

When Swatch announced the Sistem51 at Baselworld 2013, watch enthusiasts took note. The mechanical, machine-made wristwatch was lauded for its simple movement architecture (51 components anchored to a central screw) all hermetically sealed against potentially damaging environmental elements. While the introductory models featured a linear, constellation-esque pattern on the dial, these new versions (excepting the pink watch) are more conservative in design. Luckily, the Sistem51 will still be offered at a reasonable price of $150.
We won't get too deep into technical details in this post; for that, we recommend reading our hands-on review of the Sistem51 here. In summary, notwithstanding its plastic construction, the Sistem51 marks a step forward for Swatch in terms of product concepts and production techniques.
"Sistem Cream"
In addition to the "Sistem Chic," the "Sistem Cream" offers a much more restrained take on the Sistem51. The black dial is no doubt influenced by Bauhaus-style watches, with stylized sans-serif Arabic numerals and a clean, linear layout. Arabic numerals for the minutes are placed at the outermost portion of the dial. The movement is decorated with a dotted pattern, reminiscent of the work of Japanese artist Yayoi Kusama
"Sistem Green"
This model takes on a deep teal hue with accents of orange for the hour indexes, which extend all the way to the bezel. The orange theme continues to the hour and minutes hands, as well as the to the background of the date wheel at 3 o'clock. The movement, visible through a clear case back, is decorated in a teal and orange sunburst pattern.
"Sistem Chic"
Perhaps the most conservative offering in this new collection is the "Sistem Chic." Other than the red constellation pattern on the white dial, the design is pure, with black Arabic numerals for the hours. A railroad track-style scale is positioned on the inside of the dial, and surrounds the date aperture (positioned at 6 o'clock, unlike the other models) in an elegant way. Turning the watch around, however, reveals a movement decorated in a hypnotizing black-and-white pattern.
"Sistem Pink"
The loudest of the lot, the "Sistem Pink" features a deep blue dial with a pink illustration of the structure of an atom. White dots, on both the bezel and dial, replace hour numerals or long hour indexes, as seen on the other models. The case is in translucent pink plastic, matching a pink silicone strap with blue buckle.
"Sistem Class"
With its translucent blue case, the "Sistem Class" is perhaps the least loud of the colored cases. White Arabic numerals for the hours rest against a black background, complemented by white dots around the bezel.
The new collection will launch on February 23 at and will also be available at all Swatch stores in the United States. For more information, visit Swatch online.