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During my recent trip to India, I flew down to Bangalore for one reason: To meet N.R. Narayana Murthy. Murthy is the co-founder, executive chairman and former CEO for 21 years of Infosys, the first Indian company to go public on Nasdaq and effectively the company that began the $30 billion Indian IT outsourcing market.

Murthy’s idea was so successful that it quickly became controversial—not only within the United States where some Americans feel Indians are “stealing jobs,” but also in India where many are concerned about a tech economy that doesn’t make anything. I wanted to meet with Murthy, because in many ways he’s the best person to address what Indians at home and abroad are facing and where Indian entrepreneurship goes from here.

Here are a few highlights from our meeting:

His Day Job. Murthy thought he was stepping down from Infosys back in 2002, but he couldn’t fully let go. As such, he still works pretty much full time for the company, traveling to meet with customers and running a lot of the company’s mentoring and training programs. The more surprising aspect of his job: He personally signs off on the architecture of every building on each one of Infosys’ campuses that employ some 17,000 people around the world. The one we were sitting in was spread of eight acres and had some remarkable buildings, including one that looked like the Luxor casino in Las Vegas.

I asked why this was a top priority—after all, many Valley campuses are plush but from an architecture standpoint look about the same. He said when GE and other American multinationals were starting to come into his business everyone thought Infosys would lose the local talent war. So Murthy studied why people want to work at a particular place. One of the results was the comfort and design of the facilities. That was in 1994 when Infosys was designing the very building we were sitting in as we had this conversation. “I’ve been in charge of every building since– all over the world,” he says.

Hurting or Helping Local Entrepreneurship? Given exactly how plush Murthy and his colleagues have worked to make Infosys, has he indirectly hurt Bangalore’s entrepreneurship scene by making the risk of leaving so daunting? He smiled when I asked this and said, “We may have unwittingly. But I do feel like the spirit of entrepreneurship is alive and kicking in Bangalore.”

Further, I asked about Bangalore’s Zippo-flipping, free-spending generation of young techies who’ve graduated to a huge wave of multinational jobs that pay them far more than their parents ever made, in many cases more than the rest of their families combined. Murthy didn’t deny that that instant-gratification, “gimmie” contingent was strong in the city he helped build, economically speaking. But he blames the Internet and the mass-cross-pollination of Western pop culture, not the bigger paycheck from companies like his.

“We are moving towards a uniform, global culture with an intense competitive spirit and an intense desire for instant gratification,” he says. “But I have a firm belief that each generation is better than the previous one. The Indian entrepreneurs today are more daring than we were.” (This from a man who became a capitalist after after hitchhiking across communist Eastern Europe and getting thrown in jail for chatting up someone’s girlfriend on a train. “More daring” is a tall order, young Indian techies.)

Is India’s Tech Community Too Addicted to Services? Clearly, services has been a great business for Infosys and the hundreds of dollar-millionaires and even more rupee-millionaires that the company’s generous stock program has created. But a lot of Indian CEOs and investors complain that in most cases services-based tech businesses are a great way to get revenues quick, but not a way to build a huge, high-growth business. There’s a big question of whether India’s tech sector has a worrying lack of product-building know-how.

Murthy says it’s a progression. “India missed the industrial revolution, but Indians had intelligence,” he says. “We had to make do with pen and paper. We were always forced to look at the abstract. What is happening in India today is the creation of jobs. Let’s create jobs as long as they are legal and ethical, it doesn’t matter, as long as we make money. The time will come for creating products. I wouldn’t lose sleep over this. If we create enough jobs we’ll raise the confidence of the youngsters and they’ll create products.”

India’s Infrastructure. Here’s something it’s hard for even Murthy to be upbeat about: India’s shoddy physical infrastructure. Murthy has traveled the world and it’s frustrating that so much money has poured into the country he loves, and yet, the infrastructure is still so shockingly bad.

There is progress—Infosys for instance has benefited from a new overpass that cuts down on the drive to the campus by more than thirty minutes. (See!) But it’s not moving nearly fast enough, he says. “I don’t know if we will reach the level of the United States or China,” he adds.

Murthy gave a more nuanced explanation than the usual “it’s corruption” answer you get in India. He explained that 65% of India’s population lives in rural areas and 35% live in cities. And there’s such polarity between the quality of life that politicians have to appear to be doing more for the villages than the cities if they want to get re-elected. That leaves prosperous economic cities blighted by poor sewage systems, pollution spewing generators and beggars weaving through traffic tapping on car windows. “Different emerging nations take different paths,” he says. “In China, they chose to emphasize giving people economic freedom first and political freedom second. In India we chose the opposite path.”

Hurting or Helping US-based Indians? All you have to do is read the comments on one of Vivek Wadhwa’s posts to see the ugly, anti-immigrant, anti-Indian fervor that’s been whipped up in America, post-recession. A lot of it has to do with outsourcing. I asked Murthy if he felt his company and industry’s huge success has indirectly made life harder for Indian-Americans. He turned the blame on xenophobes like Lou Dobbs and grandstanding politicians who use the wedge issue to get viewers and votes.

But it’s an issue he has to address a lot. He answers it by saying every morning he gets up and gets a Pepsi out of his GE Fridge and drives his American car to work where he sits down at his Dell computer. India used to have companies that made soft drinks, refrigerators, cars and computers. But the American ones were better. Allowing them in hurt Indian workers in the short term, but provided a far better quality of life for a much bigger swath of Indians long term. He argues outsourcing has done the same thing for US companies. Greater efficiencies and cost-savings enables these companies to stay competitive and there’s no reason they can’t—in theory—plow those savings into better local jobs or job training.

This argument isn’t going to pacify hate-mongers, because nothing will. Murthy knows that too and while he regrets it, he seems to accept it as reality.

Advice for Entrepreneurs. Murthy has started a $170 million venture fund, so although he spends most of his time still at Infosys, he clearly cares about encouraging the next generation of entrepreneurs. He had two big pieces of advice for them. One, be able to articulate what you do in one sentence. If you can’t, you don’t have a good idea. And two, make sure the market is ready. Businesses are killed, not congratulated, for being ahead of their time.

Back in June, Google launched Sputnik, a suite of tools that runs over 5,000 tests to check a web browser’s JavaScript conformance. Last week, they made the tool a lot easier for anyone to use, with a version that works in the web browser. The results are interesting.

Notably, both the Opera and Safari web browsers beat Google’s own Chrome browser in the test. As you can see in the picture above, Opera is the clear leader, with only 78 failures (the closer to the center, the less errors). Safari came in second with 159 errors, with Chrome in third with 218 errors. Firefox is close behind with 259 errors, while Internet Explorer is the outlier with 463 errors.

These tests were run on Windows machines, with the latest released version of each browser. Using the web tool on my Mac, though, shows similar results (at least for Opera, Chrome, Safari, and Firefox — there is no IE for Mac anymore).

While much of the focus on JavaScript is about speed (that’s what the SunSpider test measures, for example), Sputnik is interesting because it focuses on conformity, making it more like the Acid3 test, which tests web standards compliance. Chrome, Safari, and Opera have all passed Acid3, with Firefox getting very close (94/100 for Firefox 3.6). IE, meanwhile, again lags behind with just 20/100 for IE8. And even the new IE9 preview only scores 55/100.

Speaking of IE9, I tried to run the Sputnik tool in the preview build of the new browser on Windows 7. Unfortunately, it completely shut down several times after getting up to about 50 failures after only a few hundred of the 5,000+ tests — not a good sign. But again, it’s just a very early preview release of the browser, and early SunSpider results for the browser have been good.

Last year, OneRiot ventured into the advertising world with RiotWise, an ad format which places content in an emphasized position in their realtime feed. The search engine also launched a pilot program of RiotWise Trending Ads, a stream of ads that correspond to trending topics as they emerge across the social web, that has since been integrated into the search engine’s API. Today, the realtime search startup is improving upon its advertising product by offering Trending Ad unit that automatically updates in realtime corresponding to the the most popular trending topics at the time.

The ability to update in realtime allows OneRiot to show advertiser content that is relevant to trending topics as they emerge on networks like Twitter, Facebook and the web. The ads are available via standard-size IAB Ad Units and is enabled by OneRiot’s realtime search technology and PulseRank relevancy algorithm. And previously, OneRiot’s “Trending Ads” were available only via OneRiot’s API. This meant that developers had to integrate the raw feed into their applications, and create their own UI. The new ad unit allows any website currently monetizing with standard static ad units to display RiotWise Trending Ads.

In order to implement he new ad unit, publishers need to integrate Trending Ad Units in the same way they would call standard ad units. The ads will then link to realtime and relevant content from OneRiot’s network of media partners. One Riot claims that the realtime relevance of the ads leads to click through rates at four times the average rates.

Currently OneRiot’s trending ads have been used on Twitter apps (ÜberTwitter) and desktop clients (Digsby). OneRiot shares revenue with the application developer. As we’ve written in the past, OneRiot runs the risk of surfacing irrelevant or spammy content with realtime ads, especially is the ads are refreshing constantly to match trending topics. But as a realtime search engine, OneRiot has invested heavily in spam prevention and is constantly sorting through millions of pieces of content to determine what is relevant and what isn’t. Regardless, it seems like a viable monetization tool for developers.

The startup, which just raised $7 million in funding, has been steadily innovating its product and is gathering up partners quickly. The realtime stream ramped up this year with all the big players adding functionality to their search offerings and OneRiot was smart to get in the game early.

With a little careful measurement and either some good tools or a lack of concern for aesthetics, you can make a pretty cool freestanding bookcase out of Ikea parts.

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DIY freestanding “Pogo” bookcase, AKA compression shelving

Even discounting the fact that this is a watch, this is just an amazing little piece of machinery.

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The first perpetual mechanical timepiece: Cabestan Sol Invictus

Ash Patel, a senior Yahoo exec and one of the company’s longest serving employees, will shortly be stepping down. His last day will be next Monday.

Patel was one of Yahoo’s first sixty employees, and joined shortly before the company went public in April 1996. There are just six current Yahoo employees who joined before Patel, the company says.

His first job at Yahoo was “technical Yahoo,” a title given to all engineers. He created the My Yahoo product and also built Yahoo’s first instant messenger client. He stopped coding for a living in 2002 and has since been in a series of product and engineering executive positions.

His current role is EVP Product Architecture & Strategy. He has also served as Chief Product Officer and has run the engineering group at Yahoo.

I met with Patel this morning for a little over an hour to talk about his time at the company the early days at Yahoo.

One of his favorite moments was summer 1996, he says, when cofounder David Filo would stay up all night watching the news and manually updating results from the Summer Olympics in Atlanta. Most updates to Yahoo’s website were manual in those days, he says, although there were a few partners sending in content in a variety of formats.

Patel also talked about how annoyed he would get trying to test Yahoo’s instant messenger client during the wee hours of the night when no one else was awake. He couldn’t test new features on his sleeping friends, so he added a feature where a user could add themselves as a friend. That feature is still part of Yahoo Messenger.

Says Filo, “Did you know that you can add yourself as a contact in Yahoo! Messenger? Well, you can. Why? Because Ash needed a way to test the code to see if it was actually working the way we wanted it to while Messenger was first in development. He couldn’t wait. He wanted that feedback immediately and he wanted that chance to get things right on the fly. That’s the kind of ingenuity Ash brought to Yahoo!. He helped us to move faster than we thought we could and to find new ways to look at our work from the user’s point of view.”

Patel says Yahoo is in a transition period but is building the infrastructure it needs to compete in the future. Everyone is focused on social right now, he says, and so is Yahoo. But they have product plans for “what’s next after that” as well.

I asked Patel about Yahoo’s current troubles, saying that Yahoo sort of feels like England in 1940, surrounded by the Nazis (I’m not sure who the nazis are in my analogy, but we met very early this morning and it was the best I could come up with). His response – “Well, look who won the Battle of Britain…Things turned out ok.”

We also had a side discussion about whether Carol Bartz could play the part of Winston Churchill. But like I said, it was early.

What’s next for Patel? He says he’s going to take a few months off with his family and start to think about the future this summer. He advises a few startups, he says, although he doesn’t seem to be suggesting, yet at least, that a startup is in his future.

One thing is clear – Patel will be missed. He is a genuinely likable and intelligent guy who’s seen a lot over the last 14 years. It’s a loss for Yahoo that he’s leaving, but this guy clearly will continue to bleed purple.

Nobody is safe in the House of Murdoch, especially on the Internet side of the house. Yesterday, News Corp’s online games business, IGN Entertainment, announced layoffs to its staff. Cuts were pretty even across all parts of the company, and we’ve been able to learn that about 65 people in total lost their jobs, or roughly 20 percent of staff.

Joystiq was the first to get a hold of the layoff memo from president Roy Bahat, who wrote:

We are losing colleagues who played an important role getting us to where we are — #1 in games and men’s lifestyle, and growing 40% over last year in the total size of our audience. We are deeply grateful to our colleagues for everything they’ve done. We as a company are absolutely headed in the right direction, and while today will be hard, it won’t stop us.

In other words, don’t let the door hit you on the way out. The layoffs at IGN follow larger cutbacks last year at sister site MySpace, which laid off 30 percent of its U.S. staff and two thirds of its international staff last summer. More recently, MySpace replaced its CEO.

Murdoch is definitely not enamored with the Web anymore.

Brands are increasingly prominent on the App Store and Apple tends to love featuring folks like Britney Spears and Coca-Cola on the App Store’s front page. But who’s actually succeeding and which brands have managed to maintain high download numbers?

PositionApp, the app that lets you track how iPhone apps are doing on the App Store rankings, might have the answer. They track and record the top 300 apps across all demographics and have provided us with details on the top 15 apps in the US App Store. Hit the jump for the list.

Read the rest at MobileCrunch >>

If there’s new TVs or coffee makers, Consumer Reports will test them out.

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Consumer Reports plays with the latest 3D TVs

All the cool kids are playing SSDs these days. So much so that every manufacturer wants of piece of the sweet cherry pie. Even Plextor who was previously known as an optical drive/media company has a set of 64GB and 128GB SSDs available now.

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Review: Plextor 128GB SSD