Tracy Morgan -- Why I Bought MJ's Used Glove ...
7/23/2010 6:45 AM PDT by TMZ Staff
Tracy Morgan loves Michael Jackson so much, that he bought one of MJ's gloves for $14,000 at an auction -- can you guess what activity Tracy uses the glove for????
here's the video:
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Tracy Morgan loves Michael Jackson so much, that he bought one of MJ's gloves for $14,000 at an auction -- can you guess what activity Tracy uses the glove for????
here's the video:
<!-- m -->http://www.tmz.com/videos?autoplay=true ... 2cbcaae54d<!-- m -->
Comments
Yeah, I guess he loves MJ....check out his pic!
(sorry....couldn't get it to embed for some reason!)
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Death at a Funeral by SONY pictures also staring Danny Glover.
TMWIBMJJUGT
TMW - The Microsoft Way
The Microsoft Way: The Real Story Of How The Company Outsmarts Its Competition
Amazon.com Review
Stross, an academic business historian, was given unlimited access to interview Microsoft employees and managers and to rifle through most of Microsoft's corporate records. His main conclusion? That Microsoft's phenomenal success is due in large part to its consistent insistence on hiring the smartest people, and that much Microsoft bashing is reflective of an anti-intellectual strain in American culture. Whether you idolize or despise Microsoft, this book is well worth reading--especially if you are in any way responsible for hiring the best and the brightest for your company.
http://www.amazon.com/Microsoft-Way-Company-Outsmarts-Competition/dp/020132797X
Bill Gates To Attend 2010 Bilderberg Conference
http://www.prisonplanet.com/eugenicist-bill-gates-to-attend-2010-bilderberg-conference.html
Billionaire club in bid to curb overpopulation
May 24, 2009
America's richest people meet to discuss ways of tackling a 'disastrous' environmental, social and industrial threat
SOME of America’s leading billionaires have met secretly to consider how their wealth could be used to slow the growth of the world’s population and speed up improvements in health and education.
The philanthropists who attended a summit convened on the initiative of Bill Gates, the Microsoft co-founder, discussed joining forces to overcome political and religious obstacles to change.
Described as the Good Club by one insider it included David Rockefeller Jr, the patriarch of America’s wealthiest dynasty, Warren Buffett and George Soros, the financiers, Michael Bloomberg, the mayor of New York, and the media moguls Ted Turner and Oprah Winfrey. They gathered at the home of Sir Paul Nurse, a British Nobel prize biochemist and president of the private Rockefeller University, in Manhattan on May 5. The informal afternoon session was so discreet that some of the billionaires’ aides were told they were at “security briefings”.
Stacy Palmer, editor of the Chronicle of Philanthropy, said the summit was unprecedented. “We only learnt about it afterwards, by accident. Normally these people are happy to talk good causes, but this is different – maybe because they don’t want to be seen as a global cabal,” he said. Some details were emerging this weekend, however. The billionaires were each given 15 minutes to present their favourite cause. Over dinner they discussed how they might settle on an “umbrella cause” that could harness their interests. The issues debated included reforming the supervision of overseas aid spending to setting up rural schools and water systems in developing countries. Taking their cue from Gates they agreed that overpopulation was a priority.
This could result in a challenge to some Third World politicians who believe contraception and female education weaken traditional values. Gates, 53, who is giving away most of his fortune, argued that healthier families, freed from malaria and extreme poverty, would change their habits and have fewer children within half a generation. At a conference in Long Beach, California, last February, he had made similar points. “Official projections say the world’s population will peak at 9.3 billion [up from 6.6 billion today] but with charitable initiatives, such as better reproductive healthcare, we think we can cap that at 8.3 billion,” Gates said then.
Patricia Stonesifer, former chief executive of the Bill and Melinda Gates Foundation, which gives more than £2 billion a year to good causes, attended the Rockefeller summit. She said the billionaires met to “discuss how to increase giving” and they intended to “continue the dialogue” over the next few months. Another guest said there was “nothing as crude as a vote” but a consensus emerged that they would back a strategy in which population growth would be tackled as a potentially disastrous environmental, social and industrial threat. “This is something so nightmarish that everyone in this group agreed it needs big-brain answers,” said the guest. “They need to be independent of government agencies, which are unable to head off the disaster we all see looming.”
Why all the secrecy? “They wanted to speak rich to rich without worrying anything they said would end up in the newspapers, painting them as an alternative world government,” he said.
http://www.timesonline.co.uk/tol/news/world/us_and_americas/article6350303.ece
IBM - International Business Machines (IBM)
http://www.ibm.com/us/en/
International Business Machines is a multinational computer, technology and IT consulting corporation headquartered in Armonk, North Castle, New York, United States. IBM is the world's fourth largest technology company and the second most valuable by global brand (after Coca-Cola). IBM is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software (with a focus on the latter), and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. At the end of May 2010, IBM bought the Sterling Commerce Unit from AT&T for about $1.4 billion. This is the second largest acquisition by IBM.
IBM has been well known through most of its recent history as the world's largest computer company and systems integrator. With almost 400,000 employees worldwide, IBM is second largest (by market capitalisation) and the second most profitable information technology and services employer in the world according to the Forbes 2000 list with sales of greater than 100 billion US dollars. IBM holds more patents than any other U.S. based technology company and has eight research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals in over 200 countries. IBM employees have earned five Nobel Prizes, four Turing Awards, nine National Medals of Technology, and five National Medals of Science. As a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders in past years.
http://en.wikipedia.org/wiki/IBM
How IBM helped the Nazis
IBM and the Holocaust By Edwin Black- Book review by Peter Reydt 27 June 2001
IBM and the Holocaust tells the story of the involvement of this major US corporation in the establishment of Hitler’s Third Reich and the destruction of European Jewry.
Author Edwin Black shows how technology developed in America by Herman Hollerith—a punch card and punch card sorting system—enabled the Nazis to organise their war machine and carry through the efficient and systematic genocide of the Jews. At the time of the Nazi dictatorship, IBM had a near worldwide monopoly over the technology and the production of its vital ingredient—the punch cards.
Edwin Black is not new to the subject of the Holocaust. His parents were both Jews of European decent and survivors of the Holocaust. Black first encountered the punch card technology at the Holocaust Museum in Washington, where he saw a Hollerith card sorting machine on exhibition. He explains that it was then that questions started to nag at him—what role did this machine play for the Nazis? What was the role of IBM? This became the starting point for his investigation. In 1998, he began to pursue these questions vigorously, recruiting a team of researchers, interns, translators and assistants, until it comprised more than 100 people.
In his introduction, Black explains “I was fortunate to have an understanding of Reich economics and multi-national commerce from my earlier book, The Transfer Agreement, [which dealt with the secret pre-war agreement between Zionism and the Nazis that enabled a limited number of Jews to leave Germany for Palestine] as well as a background in the computer industry, and years of experience as an investigative journalist specialising in corporate misconduct. I approached this project as a typical if not grandiose investigation of corporate conduct with one dramatic difference: the conduct impacted on the lives and deaths of millions.” (p15)
Black explains that ultimately, IBM helped the Nazis carry through their policy of genocide. Without this assistance, Hitler’s regime would not have been able to carry through its extermination plan with such efficiency. IBM’s machines were used at all stages of the persecution of the Jews. They collected the necessary information to identify the Nazis’ victims, first to enforce the bar on Jews working in certain academic, professional and government jobs and later to carry out mass evictions from their homes and into the ghettoes.
IBM technology was used to organise the railways, so that millions of Nazi’ victims could be transported to the concentration camps, where they were immediately led into the gas chambers. There were Hollerith departments at nearly every concentration camp, which registered the arrival of inmates, organised the allocation of slave labourers, and even kept tallies on the deaths of prisoners.
IBM was involved in virtually every aspect of the Third Reich’s operations. The book explains that the company leased, serviced and upgraded more than 2,000 IBM multi-machine sets throughout Germany, and thousands more throughout Nazi occupied Europe. IBM developed custom-designed cards used by the Nazis; with as many as 1.5 billion punch cards being produced in Germany annually.
The punch card technology first developed by Hollerith, a German-American living in Washington, was used to enable the US Census Bureau to count the 1890 census. Decades prior to the development of computers, Hollerith technology enabled the fastest tabulation of the US population ever undertaken. Through a series of punch holes, each card recorded information on an individual’s gender, religion, nationality and occupation. Processed, and reprocessed, through sorting and counting machines the cards “could render the portrait of an entire population or could pick out any group within that population... Every punch card would become an informational storehouse limited only by the number of holes”. (p25) Within years, Hollerith’s machines were being used to take censuses across the world. The technology also developed into an early computing system, being used for financial accountancy by some of the largest US corporations.
Hollerith established a near-world wide monopoly, leasing rather than selling his machines, but sold up in 1911 and the company was merged into the Computing-Tabulating-Recording Company. Under the stewardship of ex-sewing machine salesman Thomas Watson, CTR was transformed in the International Business Machines Corporation. Watson, a ruthless businessman, established a paternalistic hierarchy in the company. Watson spoke of the “IBM family” that included not only his workers, but also their wives and children, who would also be trained in the “IBM spirit” and would be well looked after and integrated into his empire.
In 1922, with hyperinflation in Germany leading to the collapse of the currency, Watson took over Dehomag (Deutsche Hollerith Maschinen Gesellschaft) that had used the punch card technology under licence. This German subsidiary would later play a crucial role in IBM’s business alliance with the Third Reich. By 1933, when Hitler came to power, Watson had transformed the formerly ailing German company into IBM’s flag ship—producing more than three times above its quota.
But there was the promise of even more to come. “Nazi Germany offered Watson the opportunity to cater to government control, supervisions, surveillance, and regimentation on a plane never before known in human history. The fact that Hitler planned to extend his Reich to other nations only magnified the prospective profits. In business terms, that was account growth. The technology was almost exclusively IBM’s to purvey because the firm controlled about 90 percent of the world market in punch cards and sorters.” (p46)
Black stresses that Watson was not a fascist, but a ruthless profiteer. The strong German state under an authoritarian leader offered great potential for moneymaking, and that was what Watson identified with. In fact, as the chairman of IBM, one of the most prestigious companies in the USA, Watson was a well-respected businessman, a supporter of Roosevelt and special advisor to the president. Watson was elected chairman of the Foreign Department that also made him chairman of the American section of the International Chamber of Commerce (ICC). This, in essence, made Watson America’s official businessman to the rest of the world. He became installed as president of the entire ICC in 1937 and arranged the organisation’s next conference in Berlin.
Right from the start, IBM developed business solutions for the Third Reich. In April 1933, the Hitler regime began a census of all Germans, partly aimed at identifying Jews. The first step was to register data about the citizens of Germany’s largest state, Prussia, which Dehomag was commissioned to undertake. The procedure that was established in this census gives an example of how the co-operation between Dehomag and the Nazis would work in practice in the fields of statistical and data collection.
To cater to the specific requirements of Germany’s statistical programmes, the closest collaboration between Dehomag’s technicians and the Nazi authorities was necessary. Every project required specific customized applications. First, Dehomag was specifically informed about the task to be undertaken. Then mock-ups of punch cards were produced with pen and pencil marking the columns and holes to carry the needed information. Production of the punch cards only began if both Dehomag and the German reporting agencies were happy with the result. The company then manufactured and sold the cards, often pre-printed with project names. Once a project was undertaken, the company trained the personal to carry out the work.
With the expansion of its enterprise, Dehomag needed constant technical innovations and developments. Far from intervening in its German subsidiary to halt its collaboration with the Nazi persecution, IBM in New York carefully supervised the whole process and also would make sure that all technical requirements were provided. Dehomag technicians were constantly sent to the US for training.
Whilst IBM was famed in the US, little was known about its German activities. The internal structure of Dehomag was organised in such a way that as far as the Nazis were concerned it was a German company, whilst overall control remained with IBM. This also meant that the mother company could circumvent the American trading restrictions with Germany, once the war had begun.
Nonetheless, Watson not only fully exploited the profit making possibilities offered by Nazi Germany, he also became a political spokesperson for the German Reich. Black explains that Watson believed the world should extend “a sympathetic understanding to the German people and their aims under the leadership of Adolf Hitler”. (p43)
For his role, Watson was awarded the specially created Merit Cross of the German Eagle with Star to “honour foreign nationals who made themselves deserving of the German Reich”—a medal ranking second in prestige only to Hitler’s German Grand Cross. Only when the war started did it become necessary for Watson to return his medal.
In 1937, the Nazi regime ordered another nationwide census. This one was decisive for Hitler’s war preparations and “for the Jews it would be the final and decisive identification step”. (p139) In accordance with the Nuremberg race laws, it meant tracing any Jewish ancestry. IBM bought in 70 card sorters, 60 tabulators, 76 multipliers and 90 million punch cards for the 3.5 million Reich Mark contract (worth about $14m today).
In advance of the Nazi annexation of Austria in 1938, IBM’s Viennese subsidiary, under the supervision of Adolf Eichmann, was working to collate comprehensive demographic information about the country on punch cards. This meant the Hitler regime knew exactly where the Austrian Jews were that were to subject to the forced expulsion programme.
When German troops invaded Czechoslovakia on March 15, 1939, IBM was already there and was helping to run strategic operations such as the State Railway, whose system could be easily taken over by the Nazis.
After several postponements, the nation-wide census ordered in 1937 was finally carried out in May 1939. Some 750,000 census-takers were involved, covering all of the Greater Reich’s 22 million households—80 million citizens in Germany, Austria, the Sudentenland, and the Saar.
This was Dehomag’s biggest undertaking. It included a so-called “supplemental card” to record each household’s racial ancestry. This enabled the identification of a total of 330,530 so-called “racial Jews” in the Greater Reich. This was then broken down by gender, and was further divided between “full-Jews” and other shades of Jewish ancestry, with all those recorded in this way also being identified by their address.
This pattern would be repeated over and over again. In virtually every country that the Nazis occupied, an IBM subsidiary—normally already doing business there—would collect national and racial statistical information for the Nazis, which could then be used to identify Jews and other undesirables.
Dehomag even knew in advance that Hitler was preparing for war, as the company had been approached on how to protect its functioning in the event of an attack. With the outbreak of World War II in September 1939, IBM profits leapt as a result of Germany’s activities—especially with the roundups in Poland and the East.
Whether it was in Czechoslovakia, Poland, Hungary, Bulgaria, Romania, Scandinavia, Sweden, Belgium, the Netherlands or France the Nazi war machine relied upon IBM technology. It helped to organise the allocation of military equipment and personnel just as efficiently as it assisted in identifying Jews and facilitated their transportation to the death camps by train. Although it is true that even without the collaboration of IBM, Hitler fascism would still have carried through its policy of genocide, it is equally true that without it, the Nazis could not have proceeded with such ruthless efficiency.
After the war, IBM was able to retrieve its German assets, machines and profits alike with astonishing ease. At the end of 1946, Dehomag was valued at more than 56.6 million Reich Marks ($230m today) with a gross profit of 7.5 million Reich Marks ($30m). Its machines had been salvaged, its profits preserved and its corporate value protected.
The reasons for this were threefold. Firstly, Dehomag’s interests were well looked after by the Nazi policy of custodianship of enemy property. That meant that a custodian was designated by the Reich Economics Ministry to run foreign businesses, so as to keep the companies profitable and productive. Since it was forbidden to transfer money out the country, Dehomag’s profits were kept in the company bank accounts, where they remained frozen during wartime but were easily collected thereafter.
Secondly, the Hollerith technology continued to be used by the Nazis, even after their military fortunes began to change. Since the cards could provide damning evidence of the Nazis’ atrocities, when the Allies advanced and German positions in the occupied territories, the Nazis would destroy them. But they transported the machines out of reach of the advancing armies.
Thirdly, the Allied powers also had an interest in keeping the machines intact. Already in December 1943, the United States government concluded that strategically it should save Hitler’s Hollerith machines because they held the keys to a smooth military occupation of Germany. To this end, all the Allied powers used Dehomag to conduct economic surveys, collect industrial statistics and carry out censuses.
“Dehomag emerged from the Hitler years with relatively little damage and virtually ready to assume business as usual. Hence, when the war ended, IBM New York was able to recapture its problematic but valuable subsidiary, recover its machines, and assimilate all the profits”. (p398) In 1949, Dehomag’s name was changed to IBM Germany.
Whilst Black received co-operation from many sources, IBM rebuffed his requests to conduct interviews and denied access to its documents. Black says that since World War II, the company has refused to co-operate with anyone researching its involvement with the Nazi regime. However, he did obtain hundreds of IBM documents via an academic archive.
IBM has attempted to dismiss Black’s allegations, insinuating that they are a type of black propaganda, published as part of a “coordinated campaign” by Holocaust survivors. Publication of “IBM and the Holocaust” coincided with a class-action lawsuit, filed in a New York in February this year, which accuses the company of being an accomplice in the Holocaust, and demands that IBM open its archives and pay compensation. The company continues to deny any responsibility, claiming that its German subsidy was taken over by the Nazis before the war.
Black rejects these assertions and shows, moreover, that IBM did not lose administrative control of Dehomag until 1942. “We’ve gone after the men in the camps, we’ve gone after the German companies. The final frontier of Holocaust accountability is the United States,” Black has stated.
I highly recommend the reading of the book. Not because it gives new insights into the political reasons for the establishment of fascism in Germany, Black does not attempt to make such an appraisal, nor does he claim to, largely attributing IBM’s involvement with the Third Reich to the unscrupulous nature of Watson as an individual.
Nevertheless, Black’s research into the involvement of such a major corporation does help in understanding how the Nazis were able to carry through their genocide. In doing so, he sheds more light on the role of international capital in one of the greatest crimes of the 20th century.
http://www.wsws.org/articles/2001/jun2001/ibm-j27.shtml
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JUG - Joint Users Group
2010 Annual MedInformatix Joint User Group Meeting - Los Angeles, California - August 4-August 6, 2010
http://www.medinformatix.com/2010-MedInformatix-Joint-User-Group-Meeting.htm
MedInformatix
MedInformatix Electronic Medical Record
"MedInformatix is dedicated to the development of leading-edge IT solutions for an ever-changing healthcare environment."
When first opened, the MedInformatix Electronic Medical Record contains a summary of the patient’s chart on the right with the workflow listed on the left. These are both customizable. Many specialty specific templates are already available and may be further customized to meet the needs of each practice. This customization may be done by either MedInformatix representatives or by the practice itself. Along the top of the screen, there are buttons to access other areas of the system, e.g. past documents, patient billing, orders, prescriptions, lab results, etc.
http://www.medinformatix.com/Products/electronic_medical_record.htm
American Healthways, Gateway and Electronic Medical Management Services (GEMMS) both faced the same question in recent years and determined the risk of building their own system from the ground up was too high (often over 5 times more). They teamed up with MedInformatix instead, using our software to enhance the effectiveness of their own product lines, getting them out into the marketplace quickly and effectively.
MedInformatix, a leading provider of IT healthcare solutions, has a proven track record with individual practitioners, groups, healthcare plans and larger healthcare organizations. We have spent tens of millions of dollars developing and improving our software over the past 15 years and have created a superb product and a pool of expertise that is hard to duplicate. This is a valuable tool for an organization intent on bringing to market superior products.
Benefits Of Creating A Strategic Alliance With MedInformatix:
* o Optimize time, resources and knowledge
* o Get to market faster
* o Minimize opportunity lost
* o Meet organizational objectives
* o Deliver a better healthcare experience
* o Cut costs, increase profitability
* o Maximize ROI
o Technology Partners: Dictaphone, PACS, Lab Systems
o Business Partners: IBM, Microsoft
o Organization Associations: AHRA, HIMSS, TEPR, RBMA, RSNA
o Revenue Cycle Management Partner: ZirMed
http://www.medinformatix.com/Company_info/our_partners.htm
Bill Seeks National Medical Records System
Congress wants all patients' data to be computerized. But critics say the legislation needs more privacy safeguards, pointing to recent breaches.
August 13, 2006|Ricardo Alonso-Zaldivar, Times Staff Writer
http://articles.latimes.com/2006/aug/13/nation/na-privacy13
Americans Opposed to National Medical Records Database
http://www.mult-sclerosis.org/news/Sep2000/NationalMedicalRecordsDatabase.html
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T - Technology
VERICHIP Implantable RFID Chips
VeriChip is the only Food and Drug Administration (FDA)-approved human-implantable radio-frequency identification (RFID) microchip. It is marketed by VeriChip Corporation, a subsidiary of Applied Digital Solutions, and it received United States FDA approval in 2004. About twice the length of a dime, the device is typically implanted between the shoulder and elbow area of an individual’s right arm. Once scanned at the proper frequency, the VeriChip responds with a unique 16 digit number which could be then linked with information about the user held on a database for identity verification, medical records access and other uses. The insertion procedure is performed under local anesthetic in a physician's office. As an implanted device used for identification by a third party, it has generated controversy and debate.
Destron Fearing, a subsidiary of Applied Digital Solutions, initially developed the technology for the VeriChip. In the beginning of 2007, Verichip Corporation created Xmark, its corporate identity for healthcare products. Xmark incorporates the Hugs and the Halo system of infant protection; the RoamAlert system of wandering protection; the MyCall emergency response system; and the Assetrac asset tracking system.
Controversy
Privacy
Privacy advocates have protested the VeriChip, warning of potential abuse and denouncing these types of RFID devices as "spychips,"and that use by governments could lead to an increased loss of civil liberties and would lend itself too easily to abuse. One such case of this abuse would be in the microchip's dual use as a tracking device. There is also the possibility that the chip's information will be available to those other than governments, such as private business, thus giving employers highly personal information about employees. In addition, privacy advocates state that the information contained in this chip could easily be stolen, so that storing anything private in it would be to risk identity theft. As the human-implantable microchip only contains a unique 16-digit electronic identifier, the unique number is used only for such purposes as accessing personal medical information in a password-protected database or assessing whether somebody has authority to enter into a high-security area. Although the company that makes VeriChip states that it does not contain any other information beyond this unique 16-digit number.
Security
Anyone possessing a VeriChip reader can read the human-implantable RFID microchip; the data is unencrypted, and VeriChip does not have the functionality to authorize only certain people to read it. Being a passive RFID microchip containing only a unique 16-digit identifier it can be read by a VeriChip reader held up closely to the location of the inserted chip. This concern can be partially mitigated by using such a chip without implanting it, as by inserting it into the wristband of a watch, which can then be removed at will.
The database associated with the device currently contains only health related information, with no financial information or social security number being stored. The information itself is controlled and directed by the subscriber. An implanted VeriChip was cloned in January 2006 as a demonstration; instructions for cloning VeriChips are available on the web.
Health risks
According to Wired News online, and the Associated Press, there have been research articles over the last ten years that found a connection between the chips and possible cancer. When mice and rats were injected with glass-encapsulated RFID transponders, like those made by VeriChip, they "developed malignant, fast-growing, lethal cancers in up to 1% to 10% of cases" at the site at which the microchip was injected or to which it had migrated. The Verichip corporation responded to this report, which caused a 40% drop in their stock value, by stating that rodent data had been provided to the FDA and did not reflect the effect of the chips in humans or pets. Dogs, alternatively, are more resistant to the formation of malignant soft tissue tumors in response to foreign body insult. Induction of sarcomas by foreign bodies has been reported in humans, and has been described as analogous to rodent foreign body-associated sarcomas and is fairly infrequent. Resolution of the question may be hindered by the long delay in onset of sarcoma induction or other deleterious side effects, analogous to the controversy in the mid 20th century over asbestos exposure and predisposition to mesothelioma.
http://en.wikipedia.org/wiki/VeriChip
VeriChip Corporation Agrees to Acquire Steel Vault Corporation to Form Positive ID Corporation
September 13, 2009
VeriChip Corporation a provider of radio frequency identification (RFID) systems for healthcare and patient-related needs, and Steel Vault Corporation a premier provider of identity security products and services, announced today that VeriChip has agreed to acquire Steel Vault and form PositiveID Corporation to offer identification tools and technologies for consumers and businesses. In conjunction with the merger, VeriChip plans to change its name to PositiveID and continue to trade on the NASDAQ. PositiveID intends to change its ticker symbol to “PSID” upon closing of the transaction.
The formation of PositiveID represents the convergence of a pioneer in personal health records, VeriChip, with a leader in the identity security space, Steel Vault, focused on access and security of a consumer’s critical data. The companies believe that joining personal health records and identity security solutions provides a solid foundation for organic growth and a strong, flexible platform for future offers.
http://www.battalionofdeborah.org/2009/09/verichip-corporation-agrees-to-acquire-steel-vault-corporation-to-form-positive-id-corporation/
PositiveID
http://www.positiveidcorp.com/index.html
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Using convenience and fear to market this...
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