Some of the best delivery of video on the Web right now is via the TED Web site–the Internet part of the well-known conferences where big thinkers express bigger thoughts, mostly focusing on technology, entertainment and design.

The organizers have long put those analog talks, called TEDTalks, online, but are now trying to make them even more accessible globally, starting today.

According to TED Media Executive Producer June Cohen, “every TED talk will have subtitles, an interactive, time-coded transcript, and the capacity to be translated by volunteers worldwide. We’ll launch with 300 translations in 40 languages (including lesser-knowns like Tamil, Telugu, Urdu, etc).”

Yipes! We were planning to translate All Things Digital in Pig Latin–for example: Ittertway isway away ecretsay otplay otay estroyday ethay umanhay aceray iavay Ashtonway Utcherkay–but nixed the effort due to cost.

In all seriousness, this “Open Translation” project by TED is of the kind that has become common across the Web as volunteers help sites go global, an important thing given that too many are still English-only.

Facebook, for example, has used this method to get its sites up quickly internationally.

Thus, a Wade Davis TEDTalk on endangered cultures is now in 22 languages, for example, while Barry Schwartz’s speech on the loss of wisdom is in seven, including Hungarian.

According to Cohen, every talk now has English subtitles, that time-coded transcript, translated headlines, the ability to browse for talks by language and language-specific URLs.

Here is an example of a page (click on it to make it larger):

Here’s the interesting explanation of the project, financially backed by Nokia (NOK), from the TED Web site:

A year in the making, the TED Open Translation Project brings TEDTalks beyond the English-speaking world by offering subtitles, time-coded transcripts and the ability for any talk to be translated by volunteers worldwide. The project launched with 300 translations in 40 languages, and 200 volunteer translators.

Generously supported by a visionary sponsorship from Nokia, the TED Open Translation Project is one of the most comprehensive attempts by a major media platform to subtitle and index online video content. It’s also a groundbreaking effort in the public, professional use of volunteer translation.

Subtitles and transcripts

Every talk on TED.com will now have English subtitles, which can be toggled on or off by the user. The number of additional languages varies from talk to talk, based on the number of volunteers who elected to translate it.

Along with subtitles, every talk on TED.com now features a time-coded, interactive transcript, which allows users to select any phrase and have the video play from that point. The transcripts are fully indexable by search engines, exposing previously inaccessible content within the talks themselves. For example, searching on Google for “green roof” will ultimately help you find the moment in architect William McDonough’s talk when he discusses Ford’s River Rouge plant, and also the moment in Majora Carter’s talk when she speaks of her green roof project in the South Bronx. Transcripts will index in all available languages.

The interplay between the video, subtitles and transcript create what we call a Rosetta Stone effect. You can watch, for example, an English talk, with Korean subtitles and an Urdu transcript. Click on an Urdu phrase in the transcript, and the speaker will say it to you in English, with Korean subtitles running right-to-left below. It’s captivating.

The translations

Rather than simply translate a few talks into a handful of major languages, TED and technology partner, dotSUB developed a set of tools that allow participants around the world to translate their favorite talks into their own language. This approach is scalable, and–importantly–allows speakers of less-dominant languages an equal opportunity to spread ideas within their communities.

To seed the site, a handful of talks were professionally translated into 20 languages. But all translations going forward will be provided by volunteers. At launch, volunteer translators had already contributed more than 200 published translations (with 450 more in development). These volunteers range from well-organized groups working together in their own language, to lone translators working individually and matched by TED with others.

At launch, the Open Translation Project included 300 translations, in 40 languages, including Arabic, Basque, Bengali, Bulgarian, Chinese, Danish, Dutch, Finnish, French, German, Greek, Hausa, Hebrew, Hindi, Hungarian, Italian, Japanese, Kannada, Kirghiz, Korean, Macedonian, Norwegian, Persian, Polish, Portuguese, Romanian, Russian, Spanish, Swahili, Swedish, Tamil, Telugu, Thai, Turkish, Urdu and Vietnamese. Our translators hail from cities from Beijing to Buenos Aires; Tehran to Tel Aviv; Espoo, Finland, to Barranquilla, Colombia.

To help ensure quality, we generate an approved, professional English transcript for each talk. (This is the transcript upon which all translations are based.) Once the talk is translated, we then require every translation to be reviewed by a second fluent speaker before publishing it on TED. TED controls the final “publish” button. All translators and reviewers are credited by name for their work. After publication, we provide feedback mechanisms for ongoing discussion or improvement around the translation.

Goodness gracious, make it stop!

You must know by now how much BoomTown loves internal Yahoo (YHOO) memos. But this is getting ridiculous.

It’s been like a flash flood after a long drought at Sunnyvale HQ today, as Yahoo CEO Carol Bartz turns on the fire hose of a whole lot of communicating.

A lot. A real lot.

“I know you guys have reorg fatigue,” wrote Bartz, in the latest email to employees about the management reorganization finally announced this morning.

Also memo fatigue at All Things Digital HQ, if you can believe it.

Okay, I give, Carol! Well, for now, until another juicy internal memo you aren’t handing out freely lands in my inbox, for example, such as one about a search deal with Microsoft (MSFT). I’d like one of those to go, please!

But, in a gesture of a leak-free peace (can the drop-kick bounty be suspended for just today?), I am posting this last memo about the management reorganization from Carol “Chatterbox” Bartz.

(Although, I wish she would stop insulting the press, as she does below again. We are just doing our job–and very accurately, as it turned out–yet the jibes continue. Which is odd, frankly, given that Bartz has had mostly glowing coverage in the media her entire career.)

But Bartz did seem to leave a little mystery in the email still, as if even more rearranging were to come.

Writes Bartz (my bolding):

“As soon as decisions were made, I wanted you to know about them–even if that means we don’t have all the details nailed down yet”.

Wait, are the deets all nailed by Bartz’s productive hammer or aren’t they?

At least, thankfully, the note is capitalized properly, unlike the quaint no-caps stylings of former CEO Jerry Yang.

In any case, if you just can’t get enough, here is Bartz’s reorg blog from this morning and her new management structure memo too.

And here is her entire email on the reorg to employees:

From: Carol Bartz
Reply-To: Carol Bartz
Date: Thu, 26 Feb 2009 09:02:49 -0800
To: “all-worldwide@yahoo-inc.com”
Subject: Our New Organization

Yahoos,

As I’ve gotten to know Yahoo! over the past several weeks, I’ve developed a point of view on how our organization should be structured to set us up for success.

Our goal is simple: to consistently deliver awesome consumer and advertiser experiences, everywhere in the world we do business. Delivering great customer experiences is everyone’s job at Yahoo!–and each part of our organization will have a clear role in making that happen every day.

The timing of this announcement is important. As soon as decisions were made, I wanted you to know about them–even if that means we don’t have all the details nailed down yet. Yes, there’s been a lot of speculation in the media over the past few days…that’s been a little frustrating, but I’m not willing to speak publicly about decisions before they’re final. Today, they are–so I’ll lay out our new organizational structure for you now.

I know you guys have reorg fatigue. Hang in there–our intention is to leave this structure in place for two to four years. We’ll continue to make adjustments as needed, but we expect this core structure to stay put.

The structure outlined below will enable us to make big improvements in our product quality and operational efficiency. Part of that is simplicity–I’m frankly amazed at how complicated some things are here! We’ll have much clearer decision making and accountability. Product and regional teams will share responsibility for revenue targets and expense management, but we’ll have one P&L, for which I’m accountable.

We will also be in a better position to really listen to and understand our customers–both consumers and advertisers. I think we’ve gotten into the habit of focusing internally too much and we sometimes forget who we’re here to serve. You’ll notice that our management structure puts a renewed focus on the customer, with stronger feedback loops across the company…and they all come through me.

Also, as you know, no organizational structure is a substitute for collaboration, communication and trust. We’ll all need to evolve our behavior a bit–as teams and as individuals – to make this structure work the way it’s designed.

So here’s the overview, with the roles that will report directly to me. As you’ll see, some of our leaders are still to be determined. I know you’ll
want more detail than what’s below–you can learn more on Backyard: http://backyard.yahoo.com/ourorg .

Products: We’ve combined Tech and Product groups under one roof, led by Ari Balogh as EVP Products & CTO. Ari’s charter is to deliver global products that enable extraordinary consumer and advertiser experiences. Ari’s direct reports now include one leader for each product group–we’ve taken care of the “two in a box” problem.

One important note: The Connected Life team has been integrated into various parts of the new organization. Our mobile strategy remains a key part of Yahoo!’s focus going forward and all of our product groups will own mobile innovations. After leading Connected Life for four years, Marco Boerries has resigned from the company to spend more time with his family in Europe. We thank Marco for his important contributions at Yahoo!.

Regions: There are now two: North America and International. As I’ve said before, international growth is critical for Yahoo!, which has become too reliant on its U.S. business over the years.

The regions deliver Yahoo!’s products, programming and services to consumers, partners and advertisers in local markets. They will partner closely with the newly formed Regional Solutions & Products group in Ari’s organization to help drive a significant shift in how Yahoo! develops products for different geographies. The goal is to have global platforms on which regional product offerings are based.

The North American region–comprised of the U.S. and Canada–is led by Hilary Schneider. The leader of our International region, to be hired soon, will be responsible for a cohesive Yahoo! global strategy and seizing our international growth opportunities. Until we determine who’ll lead the International region, Rose Tsou (Asia), Rich Riley (Europe) and Keith Nilsson (Emerging Markets) will continue to report to me.

Marketing: Elisa Steele will be joining Yahoo! as our Chief Marketing Officer (CMO), effective March 23. Elisa joins us from NetApp where she was SVP, Corporate Marketing. Previous to NetApp, she held executive positions in marketing at Sun Microsystems. Elisa will oversee our global marketing strategy and provide direction for our marketing function. She’ll bring together the various Yahoo! marketing teams that have been spread across the company. Reporting into Elisa will be Brand Marketing, Audience Marketing, Corporate Communications, Insights, Policy & Privacy, Community Affairs and related central teams. I’m delighted to have Elisa joining the team.

Customer Advocacy: As I said, we can do much better in hearing the voice of the customer across Yahoo!, and incorporating what we hear into all of our work day-to-day. We have opened a search for a leader, who will oversee Customer Care and Ad Operations globally with the goal of improving how we support Yahoo!’s users and advertisers. In the interim, these teams will continue to report to Hilary.

Service Engineering & Operations: This new team is responsible for delivering common technology services at scale, including application management and infrastructure. No matter how cool our products are, the customer’s experience won’t be great unless our applications consistently deliver. Note that we’re bringing Service Engineering together as one group because these engineers bring expertise that is best applied horizontally. Leading this organization is David Dibble, who joined Yahoo! in December. David’s team also will be accountable for delivering more effective corporate IT systems.

Corporate Functions: Blake Jorgensen will be leaving Yahoo! and I am searching for a new CFO. Blake will remain through a transition with his successor, and I want to thank Blake for all of his great contributions to Yahoo! over the past two years. Mike Callahan will continue to lead our Legal team, and David Windley leads our Human Resources function. Joel Jones joins the team as my Chief of Staff.

So that’s the high-level view. These changes are effective immediately, but we’ve got more work to do in filling out the structure of each group. In the short term, this transition will be challenging for many of our people. My executive staff will be working with their organizations as quickly as possible to create further clarity. For example, we’ll need to recast budgets and adjust work areas so we have the right people working side-by-side.

I want to thank all of you who’ve shared your ideas and views with me since I arrived. Several leaders across Yahoo! came together to design this new structure–I’ve been very impressed with their dedication to the right outcomes, particularly how they’ve embraced the need to eliminate the silos that have been a drag on this organization for so long.

I think this organizational structure has the potential to solve many of the issues you’ve helped me better understand. Of course, new issues will emerge. But I know we’ll be aligned and nimble in tackling them together.

This is a tremendous, proud company with a powerful brand, great products and a bright future. Now’s the time to get more focused than ever on delighting our users and advertisers. Let’s show them how great Yahoo! can be.

Carol

Peter Chernin might be going from News Corp. But he’s not forgotten, at the least by our little tech Web site (see, Peter, we still like you, even if you’re–almost–no longer our boss!).

In fact, you can see him in action below in a video, talking about digital issues and more in a long interview I did with him onstage at the fifth D: All Things Digital conference in 2007.

Besides discussing the controversial acquisition attempt of Dow Jones by News Corp., Chernin also talked about the company’s experience with the social-networking site MySpace, its now successful joint venture with NBC Universal to create the Hulu online video service and the intersection of Hollywood and technology.

Chernin, with whom I have had several chats since then about the Web world, seemed to me to be intently and increasingly interested in the arena, especially since having purview over Fox Interactive Media as COO and President of News Corp. (NWS). He was also deeply involved in all the negotiations about digital issues related to the writers’ strike. (News Corp. is the owner of Dow Jones, which owns this Web site.)

And unlike a lot of Hollywood types, the 57-year-old Chernin has never been annoyingly disdainful (or, more to the point, deeply ignorant) about Silicon Valley, so I would not be surprised if he ended up in some prominent digital job as a next act.

While Chernin did pass on a chance to run Yahoo (YHOO)–he was a top choice of its board before it hired Carol Bartz–some more recent speculation, for example, has centered on other big tech jobs, even including potentially being a good candidate to take over at Apple (AAPL) if its ailing leader Steve Jobs ever decides to fully step aside.

Of course, all such chatter is premature given that he will not be out the door at the media giant–I wonder if I can get his luxe office on the Fox lot?–until the end of June.

Until then, here’s Chernin talking tech:

And, like all things in mapping, the best way to see slopes is now in 3-D, the technology that is going to become more and more prevalent on the mostly flat Internet in the years ahead–and well beyond the more obvious applications.

Along with touchscreen technologies that will come much sooner to the general computing experience, 3-D is a feature that adds amazing depth and resonance to the online experience, especially as more information is added over time.

If you don’t think so, here are two of the 23 slopes that Ski.com has up now, for example. While they do not show falling snow (yet!), click on through for a very cool experience of looking at and manipulating a mountain before schussing down it–or, in my case, tumbling down it.

Park City, Utah:

Zermatt, Switzerland:

While at the TED conference last week, I asked a variety of people in attendance at the elite gathering which presentation had blown their head off. Figuratively, of course!

TED–for Technology, Entertainment and Design–had an eclectic range of speakers and tony digerati parties at its new location in Long Beach, Calif.

Onstage, there were a lot of talks about the awful state of the earth at TED, which sometimes feels like a four-year college in four days.

But there were also less-dire presentations, like the one from “Eat, Pray, Love” hit author Elizabeth Gilbert about genius, and another on how Brad Pitt’s head and range of facial expressions are now stored in a studio database for all eternity (as part of his work on the movie, “The Curious Case of Benjamin Button”).

That’s a cold comfort amid all the global melting down, but BoomTown will not refuse it.

I also got reaction from some other TED attendees to the event. Included in the video are: Reid Hoffman of LinkedIn, Foxmarks’ James Joaquin, Craig Donato of Oodle, Mozilla’s John Lilly, VC Dave Hornik, Steven Levy of Wired, entrepreneur Bill Gross (showing off a future car) and techie Linda Stone.

Here’s the video:

And here is a video of my tour of TED action.

Last week, BoomTown traveled to Long Beach, Calif., to attend the TED conference, a longtime gathering of digerati and others who have come to love its eclectic and outward-looking program.

TED–which stands for Technology, Entertainment, Design–on its 25th anniversary moved here from Monterey this year for the first time, in order to accommodate its growing audience.

First held in 1984, Chris Anderson’s Sapling Foundation bought TED in 2001 from its founder, Richard Saul Wurman. TED has since grown to include an international conference, TEDGlobal; media initiatives, including TED Talks and TED.com; and the TED Prize.

The four-day TED2009, titled “The Great Unveiling,” included Microsoft (MSFT) co-founder Bill Gates unleashing a small swarm of mosquitoes in the hall, a long list of varied speakers and a whole lot of schmoozing.

Here is my belated video of the event. It features my All Things Digital partner Walt Mossberg, scenes from inside and outside the event (including “Eat, Pray, Love” author Elizabeth Gilbert onstage talking about genius), interviews with TED organizers Tom Rielly and Anderson, as well as my kids trying to steal entrepreneur Bill Gross’s futuristic car.

Here’s the video:

And here is another video, where some TED attendees tell me what presentation blew their heads off with knowledge.

BoomTown is no fan of PowerPoint, but this one by longtime Morgan Stanley Internet and technology analyst Mary Meeker at the Web 2.0 Summit in San Francisco yesterday is made worse by its depressing content.

Meeker, a veteran who was around for the last Web 1.0 meltdown, should know from grim. An inveterate numbers cruncher–I actually met her 15 years ago, while she was crunching a different set of numbers on AOL late into the night at her New York office–she pulls out a lot of tough ones here.

Still, as usual, from the typically forward-looking Meeker, there is hope eventually.

But let’s let her show you, via the presentation she made yesterday.

Here it is (click the screen icon in the right corner to make it larger):

If it’s Oct. 1, it must be time for the DonorsChoose.org’s Blogger Challenge 2008!

DonorsChoose.org is a charity that funds classroom projects in high-need public schools, using the Web to match teacher project requests with donors.

Last year, BoomTown did pretty well, raising $12,199 from 52 donors and impacting 1,940 students.

But Tomato Nation’s Sarah Bunting ran away with the overall competition by raising more than $100,000 from almost 1,100 donors, mostly by promising to dress up like a giant tomato.

In the tech arena, venture capitalist Fred Wilson beat me–despite my best efforts, including the use of BoomTown’s progeny as props in shameless videos over the course of the competition–by raising $18,538 from 92 donors.

Both Bunting and Wilson were awarded lunch with Yahoo CEO Jerry Yang, the prize his company offered to the bloggers who garnered the biggest number of donors.

Since Yang was not talking to me last year, part of Yahoo’s crackerjack cave-dwelling press policy at the time, I tried but failed to capture the coveted lunch, so I could get a little time with the reluctant-to-speak exec.

But we do not give up at AllThingsD: The Yang pursuit lasted all year long. He finally relented in late May, after I cornered him onstage at the sixth D: All Things Digital conference and forced him to promise in front of an audience of more than 600 to have a lovely grilled cheese with me.

Yang’s price? That I donate $500 to DonorsChoose.org.

Thus, a deal was struck and, better yet, we ended up having a lovely dinner at John Bentley’s in Woodside two weeks ago.

Now I am back without an insane obsession, although I have my best begging tools at the ready–now both my kids can talk–and a long list of technology requests in high-need public schools.

You can click here to reach the giving page or use the widget on the lower right side of the ATD homepage or the left side of the main BoomTown page.

Time is of the essence! In the tech blogger space, Wilson is already up to his nefarious VC tricks. Worse still, the very sneaky Robert Scoble has entered the contest too.

I simply cannot get bested by a clown like Scoble, now can I?

(I mean, really, take a long gander at the frequently nude dude pictured here!)

I think I have just found my 2008 inspiration! Game on, naked boy!

Seriously, start giving until it hurts and then give more or I am in danger of being Scobleized.

Until then, here is a special video message from Yang himself, proof that determination and obnoxiousness always prevail:

It used to be, many years ago, that longtime Silicon Valley tech exec Eric Schmidt could work up a very significant head of steam when talking about the thuggish monopolistic practices of Microsoft and its negative impact on the tech industry.

And, for the most part, Schmidt was dead right–Microsoft’s overwhelming power then had a malevolent impact, both directly and indirectly, on innovation and openness in the digital sector.

Thus, BoomTown is both gobsmacked and a bit in awe that Schmidt–now sitting atop the high-tech pig pile as CEO of the powerful search giant, Google–can, with a straight face, make the argument that everyone is wrong to be nervous about its deal with Yahoo to serve some of its search and text advertising, even though the pair control more than 80 percent of the search market.

Because while Google displays none of the bullying tactics of Microsoft in its glory days–think of it more like a giant that could accidentally squash all us little people with its big dumb feet–the worries about it amassing too much power are well-founded.

Along with customers, competitors and anyone who fears a concentration of power in the hands of one player, I have been a critic of the deal since it was announced in the spring as a Hail Mary play to get Yahoo out of the clutches of Microsoft.

In addition, the Justice Department has hired an outside litigator to decide whether to proceed with an antitrust investigation of the deal and possibly look into Google’s business more deeply.

And just today, comScore released new stats for search market share for August; Google’s rose once again to 63 percent, up from 61.9 percent.

Both Yahoo (YHOO) and Microsoft (MSFT)–the distant No. 2 and No. 3–lost share, logging in at 19.6 percent and 8.3 percent, respectively.

In addition, Google (GOOG) accounted for 77.4 percent of all search engine spending in the second quarter of 2008, according to Efficient Frontier.

And–oh, yes–Google-owned YouTube dominates online video rather significantly.

Translation: Scary, like that-bullying-banker-Mr. Potter-from-”It’s a Wonderful Life” scary.

Still, at a press conference yesterday– my invitation must have gotten lost in the email so I will have to rely on the quotes collected by others–Schmidt went on the offensive to defend the Yahoo deal, which is set to begin in a few weeks, in a most peculiar way.

“While we have been talking to regulators, we don’t know what their position is,” Schmidt said. “We don’t know if they think it’s a good deal or poor deal.”

But Schmidt and other Google execs–including co-founders Larry Page and Sergey Brin–said they would move forward with or without regulatory approval.

“Time is money in our business,” said Schmidt, who also noted the deal was “designed precisely to meet the terms of antitrust law in the United States.”

Well, I am not sure being within the letter of the law is quite the argument I would make. After all, one can be entirely correct–and Google does love to be mathematically accurate!–and still be completely wrong.

Yet Schmidt pressed on!

“You face a question as a large company trying to change things: How many initiatives do you want to take on that are unpopular or lead to criticism?,” he asked, pontificating as if he were fighting for better health care for the world’s poor instead of just being able to sell small text ads hawking things like Viagra and electronics.

Schmidt said the deal would have “strong user benefits” and not raise online ad prices, part of Google’s basic argument that its auction-style business model makes that impossible.

As a side note, Brin–who was, I think, being completely genuine–said Google also felt a debt to Yahoo co-founders Jerry Yang and David Filo for helping Google get started a decade ago.

(Ironically, being the search option on Yahoo’s homepage was the key way Google grew and Yahoo damaged its future prospects).

But, while the payback argument is very touching, it ignores the fact that–on its very face–the No. 1 and No. 2 search and search-ad companies should never be in business together.

That Google leadership does not seem to understand these fears is disturbing.

And with what can only be described as an oafishly arrogant style, they seem to be dismissing anyone who raises concerns as being uneducated or simply a front for Microsoft’s lobbying efforts.

“We are quite certain Microsoft is busy helping everyone get upset about things,” said Schmidt, who has long loved to slap Microsoft at any opportunity.

As if we are all in the thrall of Microsoft (whom I, for one, smack around daily for its dopey Web strategies).

Google, it seems, is in the thrall of no one.

While the deal has been voluntarily delayed by three months, the redacted agreement Yahoo released said it had 105 days from June 12 to start. That would be Sept. 25.

Under terms of the agreement, either Yahoo or Google could end the deal after 120 days from when it was struck, if it was not “commercially reasonable” for either to defend. That would be Oct. 11.

In addition, Yahoo or Google can end the deal if a court later enters an injunction.

But Google does not seem to care about a possible noisy government investigation, which it should.

While Google is in no way guilty of the kind of behavior that got Microsoft into hot water, not caring what anyone thinks was perhaps the most disastrous error of hubris that Microsoft’s Bill Gates (he is pictured on the stand here) made when the federal government came at him and took him to trial.

After a long and bruising court battle in which the judge ruled the company had violated antitrust laws, in which Gates came off very badly, Microsoft eventually settled via a consent decree to rein in some of its behaviors.

And I think we can all agree that Microsoft emerged from that encounter deeply wounded and with diminished momentum that continues to resonate today for it.

There was one thing that Schmidt said yesterday at the press conference that I do agree with: “There is a natural fear of things getting larger.”

Yes, Eric. And, naturally, more people than ever fear Google.

And while that fear has not seeped down to consumers and impacted Google’s terrific brand quite yet, it surely will, especially if Google keeps claiming that it is not all that powerful when anyone with eyes can plainly see that it is.

Just ask Microsoft.

Please see this disclosure related to me and Google.

But–as many readers have requested–they will all be available in their entirety in this column.

In the less contentious spirit of DEMOfall and TechCrunch50, two demo conferences taking place simultaneously this week, we’re happy to bring you all the demos we had onstage at D6.

Here’s part three of the conference’s most popular demo, by well-known inventor Dean Kamen, who showed off his latest creation, the “Luke Arm” prosthesis.

The state-of-the-art bionic arm looks and feels to its user like his or her native limb.

The video of the demo is in three parts, all of which have been posted today.

In this segment, the DEKA Research founder and Segway creator talks about the FIRST Robotics competition, which Kamen founded to interest young people in science and technology.

But–as many readers have requested–they will all be available in their entirety in this column.

In the less contentious spirit of DEMOfall and TechCrunch50, two demo conferences taking place simultaneously this week, we’re happy to bring you all the demos we had onstage at D6.

Here’s part two of the conference’s most popular demo, with well-known inventor Dean Kamen, who showed off his latest creation, the “Luke Arm” prosthesis.

The state-of-the-art bionic arm looks and feels to its user like his or her native limb.

The video of the demo is in three parts, all of which I will post all today.

In this video, the DEKA Research founder and Segway creator talks more about how the arm’s control was designed and how it was received by a group of injured veterans.

Kamen also talks about the FIRST Robotics competition, which he started to get young people interested in science and technology.

But–as many readers have requested–they will all be available in their entirety in this column.

Here’s Part 3 of 4 of an interview I did with Facebook Founder and CEO Mark Zuckerberg and COO Sheryl Sandberg. (I will post one video part of the discussion with Zuckerberg and Sandberg every day this week, starting Monday and concluding tomorrow.)

The social-networking site has had quite a year as the hottest and most hyped on the Web 2.0 landscape. With fast growth and still-questionable monetization power, where Facebook is going will be a journey plenty will be paying attention to.

In this video, Zuckerberg and Sandberg talk about why Facebook is a technology and not a media company, as well as how to make money via advertising, how change is affecting the young company, the state of its relationship with both Google (GOOG) and Microsoft (MSFT), whether Facebook should sell or go the IPO route, and where the company will be in five years.

But–as many readers have requested–they will all be available in their entirety over the next two weeks in this column.

Here’s Part 6 of 6 of our interview with Rupert Murdoch, chairman and CEO of News Corp. (NWS) (owner of this site and the conference), in which he answers questions from the audience about competitors, the future of newspapers, China, more Sen. Obama, technology and magazines.

Here are the rest of the videos from the interview:

Part 1
Part 2
Part 3
Part 4
Part 5