Google Maps Could Promote Safe Bike Routes

 

While Google Maps increasingly offers information on where bike lanes are, its routing algorithms don’t offer the same level of nuance that drivers enjoy.  Google Maps has a suite of features to make driving easier. The app gives users options to avoid tolls and highways and even recommends low-emission routes where available.

Bikers using the app, though, have far fewer options, particularly when it comes to determining how safe a route is. Fixing that could get more people on bikes and e-bikes, two of the most accessible forms of no-carbon transit available today. Given that the transportation sector is the biggest contributor to U.S. greenhouse gas emissions, encouraging the use of alternatives to driving — especially driving gas-powered cars — is more urgent than ever.

With its abundant data and mapping resources, Google Maps is well-poised to create a powerful tool that keeps people safe while navigating their city by bike. Doing so could encourage the use of one of the most reliable zero-emissions transportation technologies, a benefit that dovetails nicely with Google’s ambitious emissions reduction goals.

That’s not to say it’s a cut-and-dried task, though. The puzzle of how to set up a mapping algorithm for driving is relatively simple compared to doing so for biking. Estimating roughly how long it will take to drive somewhere requires little more than knowing speed limits and whether or not intersections have stop signs or stop lights. For biking, though, finding the “right” route is a lot more qualitative.

Often, safety trumps speed. A quiet residential road with speed bumps but without a bike lane can feel more comfortable for bikers — especially new bikers — than a busy thoroughfare with a painted-on bike lane where delivery trucks tend to idle.

While Google Maps and other mapping apps increasingly offer information on where bike lanes are, its routing algorithms don’t offer the same level of nuance that drivers enjoy. Routing options for bikers, whose goals range from commuting to exercising, are largely missing from the platform. As a consequence, bikers have tended to rely more on crowdsourcing, either via the rider-to-rider grapevine or a patchwork of tech-focused alternatives that vary by country and city.

But the lack of a single, comprehensive bike-routing app represents an opportunity for tech companies like Google and Apple, especially given that the pandemic-related boom in biking seems to have staying power. Both companies have rolled out new features to flesh out their bike mapping features in the last year and have plans to continue improving them, but there’s still a long way to go before the mapping apps serve as a reliable alternative to crowdsourcing.

The status quo of simplistic routing options on the most popular mapping apps, said Warren Wells, the policy and planning director of the Marin County Bicycle Coalition, represents a barrier to entry for new riders. He worries that first-time riders will rely on Google Maps in the same way they do for driving and follow a route blindly; even if they use Google’s bike lane layer, it is not clear which bike lanes are fully protected by a physical barrier and which are simply painted onto the shoulder of a busy road.

“For 100 years, we have engineered every street to work fine for driving, more or less,” said Wells. “We have put just so little effort into making every street easy to bike on.”

If a new biker ends up on one of these many high-capacity roads that happen to have an often unprotected bike lane, they are liable to arrive at their destination scared or jaded and never get on a bike again. According to the Centers for Disease Control and Prevention, nearly 1,000 bicyclists are killed and over 130,000 are injured in the U.S. each year.

Some biking groups have stepped in to fill the route-mapping void, creating their own apps for cyclists. In the Netherlands, for instance, the national cyclists union, Fietsersbond, created its own mapping software that gives users qualitative options for their journeys. While the interface is not nearly as advanced as Google’s — Wells compared it to the early 2000s version of MapQuest — the app offers bikers many more ways to explore routes, including options like “easy,” “car-free,” “shortest” or “nature” routes.

Google Maps usually offers bikers three options for a biking journey, but it is generally not clear what distinguishes one from another, especially for someone new to a city or new to a bike. In 2018, the Chicago Reader’s John Greenfield created a guide to the city’s lowest-stress bike routes, dubbed the Mellow Chicago Bike Map, which incorporated the opinions of riders in a biking community forum online. (It was later updated as biking interest swelled mid-pandemic.)

Jean Cochrane, a Chicago-based civic technologist and casual biker, stumbled upon the map and turned it into a website with routing capacity, primarily for her own use. However, it has become widely used by others looking to get around Chicago.

“I think that has really been its own huge sea change in the way that I experienced biking,” Cochrane said, “where I do bike much further distances in the city between neighborhoods in a way that I never really have before because I feel like I have a way of accessing other neighborhoods safely.”

The website distinguishes between off-street bike paths, mellow streets (which are largely residential and often have infrastructure like speed bumps or traffic circles to slow down cars), main streets (which usually have bike lanes) and other streets. The simple routing software that Cochrane incorporates into the site prioritizes bike paths and mellow streets in suggesting routes to users.

Demand is high for this kind of resource. Cochrane said people have reached out to her about creating a version of the same webpage for other U.S. cities, but absent the crowdsourcing that Greenfield did initially for Chicago’s “mellow” streets, redoing the project from scratch is a heavy lift. This is in part because determining which streets are “mellow” is harder than it might appear: Cochrane characterized it as a “data problem.”

At least in Chicago, installing infrastructure to slow traffic is a largely decentralized process, and public data is hard to find. The open-source project OpenStreetMap has some of that information, Cochrane said, but it’s incomplete and user-generated, and thus difficult for her to rely upon.

“I know exactly what I would build, if I could know where every speed bump is in the city of Chicago,” she said. “I would love to be able to restrict my directions to residential streets or to streets with traffic-calming infrastructure.”

But, Cochrane said, if anyone is able to cobble together the data that’s relevant to bikers, it’s Google, which she described as a “data leviathan.” The company confirmed that it uses a combination of imagery and data from both government authorities and community contributions, and has partnerships with more than 10,000 local governments, transit agencies and other organizations globally. Google also has access to data on road type and quality, stairs, hills, and elevation.

“The value proposition of Google is that they have this omniscient understanding of all of the streets and businesses in so many different places in the U.S.,” Cochrane said.

In July, the company outlined plans to offer more bike route information. The routing sample included in the post illustrates a detailed breakdown of the type of road bikers encounter, from major thoroughfares to shared paths, and gives riders choices between routes with descriptors like “more bike lanes” and “less turns.” This functionality is slated to roll out “soon” in cities where Google Maps already offers biking directions, including New York, London and Tokyo; the company did not respond to questions from Protocol about a more precise timeline, though.

The Intergovernmental Panel on Climate Change’s latest report emphasizes that walkable communities — including protected pedestrian and bike pathways — can help cities reduce their emissions by encouraging low- or no-emission transportation options. With a user base that is more than 1 billion strong, Google Maps is uniquely positioned to effect a virtuous cycle: If more people are comfortable navigating their city by bike, that’s more people with a stake in improving low- and no-carbon infrastructure for getting around.

Source: Google Maps could promote safe bike routes – Protocol

Critics By  Alexis C. Madrigal

Behind every Google Map, there is a much more complex map that’s the key to your queries but hidden from your view. The deep map contains the logic of places: their no-left-turns and freeway on-ramps, speed limits and traffic conditions. This is the data that you’re drawing from when you ask Google to navigate you from point A to point B — and last week, Google showed me the internal map and demonstrated how it was built.

It’s the first time the company has let anyone watch how the project it calls GT, or “Ground Truth,” actually works. Google opened up at a key moment in its evolution. The company began as an online search company that made money almost exclusively from selling ads based on what you were querying for. But then the mobile world exploded. Where you’re searching from has become almost as important as what you’re searching for.

Google responded by creating an operating system, brand, and ecosystem in Android that has become the only significant rival to Apple’s iOS. And for good reason. If Google’s mission is to organize all the world’s information, the most important challenge — far larger than indexing the web — is to take the world’s physical information and make it accessible and useful.

“If you look at the offline world, the real world in which we live, that information is not entirely online,” Manik Gupta, the senior product manager for Google Maps, told me. “Increasingly as we go about our lives, we are trying to bridge that gap between what we see in the real world and [the online world], and Maps really plays that part.”

This is not just a theoretical concern. Mapping systems matter on phones precisely because they are the interface between the offline and online worlds. If you’re at all like me, you use mapping more than any other application except for the communications suite (phone, email, social networks, and text messaging).

Google is locked in a battle with the world’s largest company, Apple, about who will control the future of mobile phones. Whereas Apple’s strengths are in product design, supply chain management, and retail marketing, Google’s most obvious realm of competitive advantage is in information. Geo data — and the apps built to use it — are where Google can win just by being Google. That didn’t matter on previous generations of iPhones because they used Google Maps, but now Apple’s created its own service.

How the two operating systems incorporate geo data and present it to users could become a key battleground in the phone wars. But that would entail actually building a better map. The office where Google has been building the best representation of the world is not a remarkable place. It has all the free food, ping pong, and Google Maps-inspired Christoph Niemann cartoons that you’d expect, but it’s still a low-slung office building just off the 101 in Mountain View in the burbs.

I was slated to meet with Gupta and the engineering ringleader on his team, former NASA engineer Michael Weiss-Malik, who’d spent his 20 percent time working on Google Mars, and Nick Volmar, an “operator” who actually massages map data. “So you want to make a map,” Weiss-Malik tells me as we sit down in front of a massive monitor. “There are a couple of steps. You acquire data through partners.

You do a bunch of engineering on that data to get it into the right format and conflate it with other sources of data, and then you do a bunch of operations, which is what this tool is about, to hand massage the data. And out the other end pops something that is higher quality than the sum of its parts.” This is what they started out with, the TIGER data from the US Census Bureau (though the base layer could and does come from a variety of sources in different countries).

.

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Why Chief Human Resources Officers Make Great CEOs

For decades the corporate HR department was seen as a back-office function, a cost center focused on mundane administrative tasks such as managing compensation and benefits plans. But over the past 15 years Ellie Filler has noticed a dramatic change. Filler, a senior client partner in the Swiss office of the executive recruiting firm Korn Ferry, specializes in placing chief human resources officers (CHROs) with global companies. For years many of the HR chiefs she recruited reported to the COO or the CFO and complained that they lacked real influence in the C-suite.

Today, she says, they often report directly to the CEO, serve as the CEO’s key adviser, and make frequent presentations to the board. And when companies search for new CHROs, many now focus on higher-level leadership abilities and strategy implementation skills. “This role is gaining importance like never before,” Filler says. “It’s moved away from a support or administrative function to become much more of a game changer and the person who enables the business strategy.”

To investigate the CHRO role within the C-suite, Filler worked with Dave Ulrich, a University of Michigan professor and a leading consultant on organization and talent issues. In looking at several sets of data, they found surprising evidence of the increasing responsibility and potential of CHROs.

First, in order to understand the importance of the CHRO relative to other C-suite positions, including CEO, COO, CFO, CMO, and CIO, Filler and Ulrich looked at salaries. To identify the best performers, they found the top decile of earners in each role. Then they averaged the annual base compensation of each group. No surprise: CEOs and COOs are the highest-paid executives. But CHROs are next, with an average base pay of $574,000—33% more than CMOs, the lowest earners on the list. “Great CHROs are very highly paid because they’re very hard to find,” Ulrich says.

The researchers also studied proprietary assessments administered by Korn Ferry to C-suite candidates over more than a decade. They examined scores on 14 aspects of leadership, grouped into three categories: leadership style, or how executives behave and want to be perceived in group settings; thinking style, or how they approach situations in private; and emotional competency, or how they deal with such things as ambiguity, pressure, and risk taking. The researchers then assessed the prevalence of these traits among the different types of executives and compared the results.

Their conclusion: Except for the COO (whose role and responsibilities often overlap with the CEO’s), the executive whose traits were most similar to those of the CEO was the CHRO. “This finding is very counterintuitive—nobody would have predicted it,” Ulrich says.

The discovery led Filler and Ulrich to a provocative prescription: More companies should consider CHROs when looking to fill the CEO position. In the modern economy, they say, attracting the right talent, creating the right organizational structure, and building the right culture are essential for driving strategy—and experience as a CHRO makes a leader more likely to succeed at those tasks.

The advice comes with some caveats. First, Filler and Ulrich studied only the best performers, so they’re pointing to a small subset of CHROs as having corner-office potential. They don’t see a path to the top job among people who have spent their careers in HR; instead, they are touting the prospects of executives who have had broad managerial experience (and P&L responsibility) that includes a developmental stint running the HR department. They emphasize that any CHRO who aspires to become a CEO must demonstrate capabilities in a host of skills required of top leaders.

“The challenge for CHROs is to…acquire sufficient technical and financial skills, in early education and in career steps along the way, if succession to CEO is a desired outcome,” they write in a white paper about their research. Indeed, some companies, including Zurich Insurance, Nestlé, Philip Morris, and Deutsche Bank, do put high-potential executives through a developmental rotation in a high-level HR job. (For one view on facilitating such developmental opportunities, see “It’s Time to Split HR,” by Ram Charan, HBR, July–August 2014.)

Filler and Ulrich highlight two examples of prominent CEOs who had developmental stints in HR earlier in their careers. Mary Barra, the CEO of General Motors, served as the carmaker’s vice president of HR for 18 months, and Anne Mulcahy, Xerox’s CEO from 2001 to 2009, ran that company’s HR operations for several years in the early 1990s. It’s no coincidence that both are women: According to the researchers’ data, 42% of high-performing CHROs are female—more than double the share in the CMO position, the next highest (16%). One implication: If more companies envisioned CHROs as potential CEOs, the number of female CEOs could dramatically increase.

In their white paper Ulrich and Filler also report on what CEOs and CHROs have to say about the changing nature of the top HR role. Several CEOs see the CHRO as C-suite consigliere. “It is almost impossible to achieve sustainable success without an outstanding CHRO,” says Thomas Ebeling, the CEO of the German media company ProSiebenSat.1 Media AG and a former CEO of Novartis. “[The CHRO] should be a key sparring partner for a CEO on topics like talent development, team composition, [and] managing culture.”

Peter Goerke, the London-based group director for HR at Prudential, agrees with Filler and Ulrich that although deep skills in marketing or finance might once have given CEO aspirants a significant competitive advantage, today a broader set of people-focused skills can be more useful. “Succession to a CEO role requires a balance of technical and people skills,” he says. “For all C-suite roles, and often at least one level down, there has been a gradual shift in requirements toward business acumen and ‘softer’ leadership skills. Technical skills are merely a starting point.”

In spite of the historic bias against the CHRO function, the rising status of HR leaders is not entirely surprising. Over the past 20 years Jim Collins and other management theorists have focused on talent strategy as the prime determinant of corporate success—an idea Collins popularized in phrases such as “Get the right people on the bus” and “First who, then what.”

In her work recruiting CHROs, Filler has seen a growing recognition that those aphorisms hold true. “If you don’t have the right people in the right places—the right talent strategy, the right team dynamics, the right culture—and if you don’t proactively manage how an organization works from a culture and a people perspective, you’re on a serious path to disaster,” she says. Conversely, a top-notch CHRO can help a company plot a more successful future.

Source: Why Chief Human Resources Officers Make Great CEOs

Critics: by MasterClass staff

A chief human resources officer (CHRO) is an executive-level position that oversees human resources management for a business or organization. The CHRO—sometimes referred to as the chief people officer (CPO) or executive vice president of human resources—directs the HR department and carries out HR policies. Some of the HR functions that CHROs oversee include talent acquisition and retention, performance management, and employee engagement. As the chief HR officer, a CHRO also helps to develop the workplace culture and supports business goals and diversity, equity, and inclusion initiatives.

As a leadership role, the CHRO job description includes overseeing the HR directors and HR team carrying out the company’s employee-based initiatives. The CHRO reports directly to members of the top C-suite executive team—often the chief executive officer (CEO) or chief operating officer (COO)—and works to align the HR strategy with the company’s strategic plan and business objectives.

A few of the responsibilities of a CHRO include:

  1. Benefits and labor relations management: A CHRO oversees the implementation of HR software to streamline healthcare and retirement programs, government compliance requirements, and employee relations. They explore partnerships to offer employees new benefits such as wellness programs or professional development opportunities.
  2. Guides company culture: This role in HR leadership includes helping to define and develop company culture for the workforce, executive leadership team, and other stakeholders. Maintaining employee engagement and productivity through incentives, clearly defined career paths and equitable compensation packages, and a commitment to diversity in hiring practices are core components of this human resources function.
  3. Oversees talent recruitment and retention: Talent management is another cornerstone of human capital management and the CHRO role. A CHRO develops and adopts a talent strategy that outlines how to recruit, hire, develop, and retain employees. The talent strategy includes offering equal opportunities to all candidates, employee training initiatives, career development programs, and succession planning, which is a strategy to identify potential leaders when companies change management.

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Startup Near Space Labs Raises $13 Million To Launch More Mapping Balloons Into The Stratosphere

Growing up in Yerevan, Armenia, Rema Matevosyan and her amateur astronomer grandparents enjoyed heading outside in the middle of the night, paper map carefully marked, to observe the stars. Now as CEO of geospatial data startup Near Space Labs, her technology takes her close.

While the billionaire space race has helped spur a wave of interest in companies looking to travel, manufacture and mine off-planet, Near Space is focused a little bit closer, in the stratosphere. There, Matevosyan’s startup collects geospatial data through small autonomous robots attached to weather balloons, a contraption it calls “the Swifty,” capturing up to 1,000 square kilometers of imagery each flight from more than 60,000 feet up.

The process is cheaper—and carries a much lower carbon footprint—than flying a special plane or launching a satellite, Matevosyan says. But its data sets could prove just as valuable to insurers, governments, disaster recovery and autonomous vehicle operators alike.

“We are a very rebellious Earth-imaging company when everyone is launching satellite constellations,” Matevosyan says. “Don’t get me wrong, they’re beautiful devices. But with the rapid adoption of our product and our rapid growth wherever we’ve deployed, it speaks to the dire need for this data that we are providing.”

Now, with more than 150 flights completed, Brooklyn- and Barcelona-based Near Space is raising a $13 million Series A funding round led by Crosslink Capital, with Toyota Ventures and existing investors Leadout Capital and Wireframe Ventures joining in. The funding brings Near Space’s total funding to $16.8 million so far, and comes as the business is looking to hire more than a dozen roles to expand its customer base across the U.S. The startup plans to launch 500 flights in 2022.

After moving to Moscow to conduct funded master’s degree research in mathematics, the trilingual Matevosyan (she’s currently trying to pick up Spanish as a fourth) met cofounders Ignasi Lluch, Near Space’s CTO, and Albert Caubet, its chief engineer, while starting to earn a Ph.D. and working as a junior research fellow studying complex aerospace systems, specifically how satellites communicate with each other.

Her research took her to launches in remote parts of central Russia in December—an activity she does not recommend—and convinced her that some applications of geospatial data would be impossible to cover effectively through satellites, even with billions of dollars pouring into space tech.

Originally founded as Swiftera in late 2016, Near Space Labs was admitted to New York-based accelerator Urban-X, a five-month program operated by MINI and Urban Us that invests $100,000 in two cohorts of ten urban tech startups each year. Matevosyan abruptly relocated to Brooklyn, initially crashing on a friend’s couch, and got a working prototype running before the program’s completion.

A few months later, in June 2018, the company raised $2 million from Leadout, the VC firm founded by former Facebook executive Alison Rosenthal, Wireframe Ventures and others; it added another $1.5 million last year, with Matevosyan appearing on the Forbes 30 Under 30 list for manufacturing and industry in between.

Near Space launched its first major commercial rollout in July 2020, slowed a bit by the pandemic. While Matevosyan operates out of the Brooklyn Navy Yard, an emerging hub for frontier tech and hardware startups, her cofounders and much of the hardware R&D is located in Barcelona. (Despite interest from Europe and Southeast Asia, especially, Matevosyan says Near Space’s immediate focus is on the U.S. market.)

The startup operates several business models, sending up Swifty platforms on a contract basis as needed for custom projects, while also launching them regularly from its own launch sites to maintain coverage for a fresh data set of geospatial data. “The idea is that we will have a global constellation of our Swifties, and then people will be subscribing to this data set and using it,” says Matevosyan.

The device itself ships in a small box; operators on the ground switch them on, attach them to the weather balloon and Near Space manages them autonomously from there. “Everybody wants to come to a launch site, which is also great for our sales, because it’s a very exciting event,” Matevosyan admits.

At new lead investor Crosslink, partner Phil Boyer says his firm was excited to back Near Space due to its familiarity with the geospatial market—it’s also backed Arturo, Descartes Labs and Enview—and the differentiation of Near Space collecting its data cheaply from the stratosphere. The potential for recurring revenue from a large market for such data, Boyer adds, meant the firm saw Near Space’s economics only improving over time. Particular growth areas of interest include real estate, disaster recovery and providing updated map information for autonomous vehicles—which helps explain Toyota’s venture arm on the cap table.

That was more than enough for the VC firm to overcome any hesitation about betting big on balloons in an age of rockets. “When you say the word ‘balloon,’ you certainly get a couple of odd looks, like, you invested a balloon company? What does that mean?” Boyer says. “But it wasn’t a huge leap of faith for us.”

Near Space is rooting for its peers in satellites and rockets, too, says Matevosyan, arguing that more activity in the category generally is good for all players. As for taking balloons seriously? “The questions drop when I show them our data,” she says.

Follow me on Twitter or LinkedIn. Send me a secure tip.

I’m a senior editor at Forbes covering venture capital, cloud and enterprise software out of New York. I edit the Midas List, Midas List Europe, Cloud 100 list and 30

Source: Startup Near Space Labs Raises $13 Million To Launch More Mapping Balloons Into The Stratosphere

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Google Maps Offensive Continues as Apple Begins Mapping New Regions

While Apple Maps is said to be a solid alternative to Google Maps, it’s not necessarily a secret that Apple’s app isn’t quite here yet. Especially outside of the United States, as Apple has often been extremely slow when it comes to rolling out new features for users who don’t live in the company’s home market.

Apple Maps, for example, has already received massive updates in the United States, including better maps and new features like traffic information with road signs and traffic light warnings, but this new experience continues to be available in limited markets.

But on the other hand, the iPhone maker is working tirelessly to expand Apple Maps to more markets, as the company itself knows it’s pretty much the only way to compete with Google Maps.

And more recently, Apple sent its fleet of Subaru Impreza used for data collection to Austria, with the mapping process due to start today. The company hasn’t shared any information on how long the entire process will take, but according to local media, Apple just wants to focus on vehicle-based data for now, so foot mapping wouldn’t take place. as part of this first step in the process.

This is probably a sign that Apple wants to improve the navigation component of its app, although time will tell how quickly the new data will be available to users in Austria.

The good news is that Apple is indeed making very good progress when it comes to expanding Apple Maps to more regions. Right now, this is one of the biggest shortcomings of using Apple Maps compared to alternatives like Google Maps, as the preloaded app on iPhones still lacks map data. updated and new features in many major markets.

Apple has yet to confirm Apple Maps’ expansion in Austria, but expect to see the company’s Subaru Imprezas on the streets of the country for several months.

After Apple hinted it was parting ways with Google Maps for its own proprietary system and application, Google is firing back, announcing it has new mapping technology ahead of Apple’s World Wide Developer Conference. In an invite sent to press last week, Google promised to “show off some of the newest technology and give a sneak peak at upcoming features,” according to CNET.

No word yet on whether the mapping technology will be for Google’s Chrome browser or for android phones or both, but mobile support seems likely. Will Google’s new application include something similar to Apple’s powerful new 3-D mode, which, according to 9-to-5 Mac, boasts “beautiful, realistic graphics”? Stay tuned as Map Wars 2012 continues.

Source: Google Maps offensive continues as Apple begins mapping new regions – OLTNEWS

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Critics:

The Google Maps apps for iOS and Android have many of the same features, including turn-by-turn navigation, street view, and public transit information.Turn-by-turn navigation was originally announced by Google as a separate beta testing app exclusive to Android 2.0 devices in October 2009. The original standalone iOS version did not support the iPad, but tablet support was added with version 2.0 in July 2013. An update in June 2012 for Android devices added support for offline access to downloaded maps of certain regions, a feature that was eventually released for iOS devices, and made more robust on Android, in May 2014.

At the end of 2015 Google Maps announced its new offline functionality, but with various limitations – downloaded area cannot exceed 120,000 square kilometres and require a considerable amount of storage space. In January 2017, Google added a feature exclusively to Android that will, in some U.S. cities, indicate the level of difficulty in finding available parking spots, and on both Android and iOS, the app can, as of an April 2017 update, remember where users parked. In August 2017, Google Maps for Android was updated with new functionality to actively help the user in finding parking lots and garages close to a destination.

In December 2017, Google added a new two-wheeler mode to its Android app, designed for users in India, allowing for more accessibility in traffic conditions. In 2019 the android version introduced the new feature called live view that allows to view directions directly on the road thanks to augmented reality Google Maps won the 2020 Webby Award for Best User Interface in the category Apps, Mobile & Voice. In March 2021, Google added a feature in which user can draw missing roads.

In 2005 the Australian Nuclear Science and Technology Organisation (ANSTO) complained about the potential for terrorists to use the satellite images in planning attacks, with specific reference to the Lucas Heights nuclear reactor; however, the Australian Federal government did not support the organization’s concern. At the time of the ANSTO complaint, Google had colored over some areas for security (mostly in the US), such as the rooftop of the White House and several other Washington, D.C., US buildings.

In October 2010, Nicaraguan military commander Edén Pastora stationed Nicaraguan troops on the Isla Calero (in the delta of the San Juan River), justifying his action on the border delineation given by Google Maps. Google has since updated its data which it found to be incorrect.

On January 27, 2014, documents leaked by Edward Snowden revealed that the NSA and the GCHQ intercepted Google Maps queries made on smartphones, and used them to locate the users making these queries. One leaked document, dating to 2008, stated that “[i]t effectively means that anyone using Google Maps on a smartphone is working in support of a GCHQ system.

References

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