After our grand tour of Asia last week — with stops in Korea and Japan — it seems like a perfect time to update the speaker list for our upcoming AsiaD conference in Hong Kong in October.

As Walt Mossberg and I said, we are trying to mix both U.S.-based speakers with a pan-Asian selection of speakers from across the region, and the new additions are just that.

For the international confab — this one will be held Oct. 19-21 — we’ve already announced a great lineup, including Alibaba’s Jack Ma; Google Android head Andy Rubin; Twitter inventor and product guru, as well as Square co-founder and CEO, Jack Dorsey; Nvidia founder and CEO Jen-Hsun Huang; and Asus Chairman Jonny Shih.

Now, to add to that terrific lineup:

Kazuo “Kaz” Hirai is widely considered the second in command at the consumer electronics giant Sony, in charge of its key computer entertainment division, as well as now serving as executive deputy president of the whole company. In that role, the dynamic exec is at the nexus of the Japanese company’s efforts around tablets, smartphones, gaming and more. As Sony struggles to reassert its dominance over the arena, Hirai will be a key player in that effort.

Bradley Horowitz — as head of product management for Google+, the search giant’s aggressive effort to break Facebook’s hammerlock on social networking — has a perfect perspective to talk about the fast-growing area and where it is going globally. With locally-based social companies springing up all over Asia, can Google establish one the whole world will use? It’s an important question and Horowitz’s job No. 1.

At Microsoft, Andy Lees is leading one of the software giant’s most important initiatives, as president of its Windows Phone division. His come-from-behind job includes mobile software and hardware, as well as its key partnership with Nokia. With Apple’s iPhone and Google’s Android far in the lead, Lees will need to win in markets globally, especially in Asia.

Peter Chernin is one of Hollywood’s top players and execs. The former top News Corp. exec is now a movie producer — his first effort, “Rise of the Planet of the Apes,” is a big hit. But he’s also been increasingly active in media investing in Asia of late, and has a lot to say about the global nature of entertainment in the digital age.

John Roese heads the North American R&D team for Huawei, the Chinese telecom giant making everything from heavy-duty gear for networks to mobile phones and tablets. The former CTO of Nortel, he’s heading up global development of Huawei’s cloud services for both businesses and consumers. Roese will also talk about the phenomenon of a Chinese-owned company emerging on the world technology stage.

Even in the midst of an economic downturn, there is no denying that it has been a golden time for Silicon Valley start-ups, which have enjoyed unprecedented growth and funding in the Web 2.0 era. But as they seek to expand beyond the U.S., a critical move for them all, we’ve assembled a panel of entrepreneurs to discuss it, including:

Brian Chesky is the CEO and co-founder of Airbnb, the popular online vacation rental site that recently got a huge dose of funding and an equally large amount of controversy. How Airbnb can take the company to the next level, including across the world, while dealing with the kinds of challenges the small management team has to face, will be an interesting topic for discussion.

After stints as president of Asia Pacific and Latin America operations at Google and co-founder of the online personal finance company Yodlee, Sukhinder Singh Cassidy is trying her hand at a small start-up again. She’ll talk about how the recently funded Joyus, a new premium video commerce site trying to pioneer a new way to shop online, plans to expand globally.

Finally, longtime tech exec David Goldberg is now running one of tech’s most successful start-ups at SurveyMonkey, the dominant online survey company. With stints as founder of music site Launch Media, which was bought by Yahoo, and as an Entrepreneur in Residence with Benchmark Capital, he is the perfect person to explain what it’s like being an entrepreneur today in Silicon Valley.

We have even more speakers for AsiaD we’ll be announcing in the coming weeks, so get ready for what’s next.

Microsoft has a lot to crow about in its fourth-quarter earnings today, including a 30 percent jump in profits and strong overall revenue growth in its many divisions.

It is sure a lot better than what Yahoo and Nokia turned in this week in their quarterly results.

Here’s all the charts and other data to peruse before I start liveblogging the Microsoft conference call with Wall Street analysts at 2:30 pm PT:

SlidesFY11Q4

PressReleaseFY11Q4

FinancialStatementFY11Q4

With only a week to go before the ninth D: All Things Digital conference debuts in California, we’re announcing the addition of Microsoft’s Steven Sinofsky to an already heavy-duty line-up of speakers.

One of the five Microsoft presidents–it’s kind of like the kingdoms in HBO’s “Game of Thrones,” but without big, clangy swords–he runs the flagship Windows and Windows Live division.

More importantly, Sinofsky is the guy who overhauled Office and then led the team that bailed Microsoft out of the Vista debacle.

The longtime company veteran–who joined Microsoft in 1989 as a software design engineer–will talk about the future of Windows in the era of all kinds of new devices and the cloud.

If you want to get some insight into his thinking, Sinofsky also wrote a book about the making of Windows 7–titled “One Strategy: Organization, Planning, and Decision Making”–that’s a very compelling read well beyond management wonk types.

We expect Sinofsky to be just as interesting onstage at D9 too, along with other top tech and media speakers including Google’s Eric Schmidt, Bob Iger of Disney, Silicon Valley legend Marc Andreessen, Netflix’s Reed Hastings and more.

After he was appointed the new president of Microsoft’s important Server and Tools Division from his top engineering post at its come-from-behind Bing search unit, Satya Nadella now finds himself a leader of a business that also needs to keep catching up.

In a wide-ranging interview with BoomTown yesterday, Nadella talked about both his four-year stint at Bing and how he looked forward to the challenges of his new job.

Nadella got the nod, he said, after CEO Steve Ballmer went through a process of what was Microsoft’s “position in this business and a certain set [of ideas] about who should come in next.”

Interestingly, almost 20 years earlier, after working at Sun Microsystems, Nadella had started in the same area of Microsoft he will now lead.

Quoting the famous T.S. Eliot lines–”We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time”–Nadella was an evangelist for Windows NT.

Eventually, his career brought him to the search arena, most recently to the most aggressive and expensive effort yet by Microsoft with Bing to try to eat into the massive and lucrative lead of Google.

“Those were fairly dark days for us,” noted Nadella, pointing out that any market share gains by Microsoft seemed impossible.

But, according to numerous surveys, it has been only uphill for Bing, especially after it started to really spend and also inked its search and online advertising deal with Yahoo, a partnership that Nadella was a key player in striking.

“We have, depending on which one you look at, grown five share points,” he said. “But behind that, I am most proud of launching a brand and a product that is delivering.”

Of the recent controversy in which Google accused Bing of lifting its results, Nadella borrows another quote, this time from Gandhi.

“‘First they ignore you, then they ridicule you, then they fight you, then you win,’” he said, noting Bing has always said it uses toolbar and other public user data. “The real debate is whether we are better.”

In any case, as Nadella sees it, the Bing experience has helped him prepare for his new job, noting he was in charge of building a 200,000-machine grid to serve the various online services at Microsoft.

“I have been CIO of a cloud platform where there are only two of that size,” he said. “So, I know what it is like to be a customer of those services.”

His hope for his next job, he said, is to make it the next-generation cloud platform, while also serving the needs of current customers with its current product.

‘We have a product and brand that are really foundational, but there is a threshold to it,” Nadella said. “We have to serve the needs of our existing customers, while also moving them to the cloud and building a next-generation offering.”

At Bing, he said, “every day is upside, since we came from so far behind, whereas in server and tools, we are the leader.”

Big competitors are different and the same too, when it comes to the cloud.

“Amazon has done a good job, but not in the same game as us,” said Nadella, ticking off Google, Oracle and VMware as rivals in different ways too. “It’s a nascent marketplace.”

Acquisitions, he said, will also be important. “We are always looking at what opportunities there are,” he said.

His overall view?

“I think that the challenge is how to operate in a space where we have a $15-plus-billion-dollar business and we know the paradigm is shifting and managing that shift where we are the disruptors and also the leaders at the same time.”

In other words, between a rock and a hard place, a place Nadella knows well from Bing.

“We can’t be stuck in current paradigm,” he said. “And we can’t shoot too far ahead of ourselves either.”

To get a good sense of his style as he moves from consumers to enterprise, here’s a video interview I did with Nadella back in mid-2009, just after the Microsoft search deal, and another I did this past summer at one of his regular search updates for the media.

In fact, the only place to really find the Palm brand these days is at the Palm.com domain, which, while festooned with HP branding, still includes “Palm USA” in its page titles. Evidently this is what HP meant when it said the Palm brand would “move into the background.”

Judging from Wednesday’s event, the storied Palm brand isn’t even a sub-brand of HP. It’s just a handle for a particular division of the company, though HP insists it’s keeping it around.

“Our future strategy is to continue to build the HP brand in the marketplace,” a company spokesman told me. “Palm is a great brand that is synonymous with mobile innovation and we are delighted to have it in our portfolio of brands allowing us future options.”

That’s a nice enough thought, though it’s hard to see HP ever reviving the Palm brand in the future–not after it’s rebranded the company’s products as its own and announced plans to use them to build “the largest installed base of connected users in the world.” If it succeeds at that, will Palm really be a future branding option? Doubtful.

In that sense, Wednesday’s event wasn’t just a showcase for some slick new webOS hardware, but a eulogy to the pioneering company that made it possible, the company that created the market for handheld devices and shaped that first early vision of mobile computing….

Eh, Oldsmobile was a great brand too, I suppose.

The caveat here is that HP’s new tablet (or tablets) presents developers with an enormous opportunity precisely because its app ecosystem is uncertain. It’s going to be a lot easier to score a hit there than it is in Apple’s App Store, where developers must compete for users’ attention with hundreds of thousands of apps. And if you do score a hit there, it might even set the stage for you to translate that success to larger mobile platforms that are generally tougher to break into.

Often they’ll turn to public cloud providers like Amazon or Google or Microsoft. Those are the three names that usually get mentioned in the same breath whenever enterprise cloud services come up. But what about IT giant IBM? It turns out it’s a significant player in the cloud game, offering both public and private cloud services. Last week I sat down with Ric Telford, IBM’s VP of Cloud Services to talk about how Big Blue’s cloud business is going and what its priorities are in the year just started.

NewEnterprise: Ric, let’s start at the top. Tell me how IBM sees the cloud business right now?

Telford: Initially the cloud is all about doing more with less. Suddenly you could deliver the same IT services for less. Fast-forward to today, and it’s not all about saving money. People are realizing they can do things they never could before with the cloud. I was recently met with a small aircraft engineering company, and the guy running it described how he competes with much larger companies for defense contracts. It used to be that doing all the modeling and simulations he needed required buying hardware and software and running it all on premise. Now he can go out to the cloud, pay for what he uses and be done with it. He can now compete for contracts he wouldn’t have been able to go after before. And we’re seeing a lot of examples like that in industry after industry.

Someone said to me the other day that the cloud is going to have to have all the parts of the mainframe. Do you agree with that?

There’s a lot of parallels between the cloud and the mainframe. IBM’s view is that we have a single-reference architecture. It’s the same whether we’re delivering the service or if we build it for you. We did a deal recently with France Telecom where they are going to be a cloud services provider to their clients. They already have the network connections. But they’re not a cloud company. So they’re using IBM’s cloud architecture to give them all the pieces in one easy-to-consume bite. So we have that architecture and we use the same blueprint in all the various permutations of the cloud. For some people it’s confusing, but for us it’s all the same whether you want to have it inside your firewall or outside.

Which do your customers tend to prefer–a private cloud or a public cloud?

We do surveys every year and right now we’re seeing about a two-to-one preference for private versus public. About 60 to 70 percent of respondents say they’re working on a private cloud, and about 30 to 40 say they’re working on the public cloud. To us it’s all the same. We offer a core set of services from the IBM cloud–development, test, compute, storage, collaborations, desktop. But we can also build the same thing inside your firewall.

How big is your public cloud business?

I can’t give you a revenue figure because different business units take advantage of it to deliver different things. We just opened up a delivery center in Research Triangle Park. It’s probably one of the most advanced data centers in the world. And now we’re rolling out a model that we are cloning around the world. We just opened one in Germany and another in Canada. And then we’ll just keep adding them. We manage about eight million square feet of data centers around the world.

How does a company typically get started with the cloud?

Usually I suggest they start with their develop-and-test operations. It’s usually not mission-critical, and there’s usually a lot of hardware that’s not being used. Usually that’s the group that buys hardware long before it’s needed and it ends up sitting idle 90 percent of the time. At IBM we put our whole research division on the cloud because they were the worst hardware hoarders, putting servers under desks and whatnot. They knew that if they needed a new server it would take weeks to get it. Now they go out to the research and compute cloud, and the services they need are usually ready to use in minutes or at most an hour. It just makes a huge difference in people’s ability to get going.

So what you are your priorities for this year?

One of the big things we started seeing last year was an uptake of cloud delivery in industry-specific ways. We’re working not just on the generic things like email and collaboration, but on the specific applications that are used in various industries. Health care, banking and government are a few that have complicated regulatory needs that vary state by state and country by country, and we have the deep understanding required to work with them. We also built a private cloud to help the 29 countries involved in NATO share data on logistics and troop deployments. We also have an initiative with the consumer electronics industry. Utilities is another, and it gets tied in with our Smarter Planet initiatives.

Will IBM be making deals in the cloud this year?

IBM will make a few billion in acquisitions. Cloud is one of the four key growth areas we’re focused on. The others are Smarter Planet, analytics and the growth markets. We’ve said that in those four growth initiatives we’re going for $20 billion in additional revenue by 2014. Four initiatives, five years and $20 billion dollars. That’s certainly not all going to happen organically.

It matters a great deal to the unfortunate employees at Yahoo who are being laid off this week for the reporting on the subject to be accurate and to entail some serious effort.

(It’s bad enough to lose a well-paying job in this still-tough economy, but to lose one over the holidays requires quite a lot more than incorrectly quoting a tweet off Twitter without checking first.)

And so here’s the deal, as BoomTown has previously reported, about what’s happening with Yahoo layoffs, set for tomorrow morning:

Yahoo will lay off about 650 to 700 employees.

Those layoffs will come largely from its product division, headed by Blake Irving, although there could be firings in other parts of Yahoo.

The layoffs are mostly in the U.S. units of Yahoo.

Those let go will be notified tomorrow and will likely have to leave Yahoo facilities immediately. Company sources said the action will be completed by early afternoon, Pacific time.

It’s definitely bad timing for Yahoo, given it is less than two weeks until Christmas, but cost-cutting at the company seems unavoidable as it seeks to improve revenue and spur growth.

Still, it is another sad day in Sunnyvale, Calif., where the iconic Internet giant is headquartered.

Neil Ashe (pictured here), president of CBS Interactive, is stepping down from his post.

CBS confirmed the move after BoomTown made inquiries recently, after hearing of various executives who had been contacted by the media giant about the position.

“Neil has helped make CBSi into the successful and profitable business it is today. Looking out into 2011, we are working on a relaxed timeframe to name a successor to his post, as he embarks on his next great thing,” said a spokesman.

It is not clear where Ashe is headed, nor who his replacement will be.

But an exec close to the situation said that Zander Lurie, who has worked closely with Ashe at CNET and CBS, will take on a bigger role.

Lurie is currently SVP of strategic development at CBS.

Several years ago, CBS bought CNET, where Ashe was CEO.

He had been at CNET since 2002, and replaced Quincy Smith as the interactive division’s head.

IGN Entertainment, the online gaming content site, and GameStop, the largely offline games retailer, are integrating their online media and retail offerings in an effort to target videogamers from discovery to purchase.

The partnership is an unusual effort, given content and retail are not often so explicitly combined.

As part of the deal, said the companies:

* IGN will be creating branded media advertising products on GameStop.com, and will be its sales representative online. Consumer advertisers will be able to buy branded ads on the retail site.

* IGN content will appear on GameStop.com, with all kinds of cross-linking, and there will be copious buttons for e-commerce on IGN.com.

* GameStop will be buying its ads on IGN.com.

* The traffic of both GameStop and IGN will be combined. Currently, GameStop has 7.2 million monthly uniques worldwide and IGN’s videogame content has 28.9 million.

IGN, which is profitable, has been pushing hard to grow its branded advertising recently, as well as its traffic.

And, over the summer, it introduced IGN Social, adding social elements, such as gamers talking with each other, to its content offerings.

(Full disclosure: IGN is a division of News Corp., which also owns Dow Jones, which owns this site.)

So why is Garriques, whom Dell recruited from Motorola in 2007 and subsequently tapped to run the company’s communications products division, leaving? Evidently that division’s being shuttered and rolled into other units. Seems new devices like the Streak–Dell’s Android tablet–and smartphones like the Aero and Venue Pro aren’t quite performing the way Dell had hoped. Said Dell spokesman David Frink, “He made a decision to look at other opportunities as we integrate the former communications solutions group into our core operating structure.”

Garriques leaves Dell with a $1.44 million severance payment and a promise of $6.3 million for future consulting services.

That’s not exactly on the menu for a new mobile application being launched by the iconic adult-oriented media company today, called Scout (although BoomTown wishes it were).

Powered by Xtify’s geolocation push notification technology, Scout will be available first in New York and Los Angeles, and initially only on smartphones using Google’s Android mobile operating system.

Users of the Scout app get exclusive nightlife-oriented offers and information about events, clubs and bars aggregated by Playboy’s editors. And when users are near any of these venues, they get push notifications alerting them.

In a statement, Paul Lee, Playboy’s recently installed head of new digital ventures, noted the move was to leverage the famous Playboy brand.

“Scout is a first step in Playboy’s strategy of utilizing new digital platforms to extend our brand in the nightlife arena and to build new revenue streams for the company,” he said.

Playboy could use any help it can get right about now. Yesterday, the company reported a wider loss than expected, due to increasing weakness in its television and publishing divisions, even as it tries to grow via the licensing of assets such as its well-known bunny logo.

Presumably, using that brand to combine relevant content and location-triggered push notifications is yet another attempt to right itself.

Here are two screenshots of the Scout app (click on the images to make them larger):

And here is the official press release:

Xtify Powers Playboy Scout Mobile Application with Location-Based Messaging Technology

Playboy’s Nightlife and Entertainment Content Will Now Reach Users Wherever They Are, Whenever It’s Most Relevant

NEW YORK, November 10, 2010–Xtify, Inc. today announced the release of Playboy Scout, a mobile application enhanced with location-triggered content delivery using the company’s geo-location push notification technology. Playboy Scout is available on Android™ phones nationwide and will soon be launched on other smartphone platforms. The Scout application presents Playboys audience with exclusive nightlife oriented offers and information about events, clubs, and bars which have been reviewed and recommended by Playboy’s editors, and delivers push notifications to users when they are in proximity of venues of interest.

“Scout puts Playboy’s nightlife expertise in the hands of our customers at the time and place they’re most likely to use it–when they’re out with friends and looking for new experiences,” said Paul Lee, managing director of new digital ventures, Playboy Enterprises, Inc. “The Playboy brand and the Xtify platform allow us to offer a compelling value proposition in the location-based space, and we’re excited to leverage Xtify’s innovative messaging technology to deliver new services to customers. Scout is a first step in Playboy’s strategy of utilizing new digital platforms to extend our brand in the nightlife arena and to build new revenue streams for the company.”

Xtify offers the only location-based push notification technology that allows publishers to send notifications to their mobile audience even when the application is closed. To access Playboy Scout, customers simply download the Scout application directly from the Android Market™ to their smartphones to begin receiving mobile alerts featuring content such as VIP access to Playboy events and venue reviews from Playboy’s editors. Xtify’s geo-location platform allows Playboy’s Scout application to alert customers of nightlife events and local points of interest, without the customer needing to open the application.

“Playboy is an authority in the nightlife space with entertainment content that is even more relevant when unleashed from the confines of a computer or magazine,” said Josh Rochlin, CEO of Xtify. “With the Scout application, we are seeing the future of how geo-enabled offerings will allow brands to have a more meaningful relationship with their mobile customers. Xtify’s push notification technology and management tools make it easy for Playboy to deliver the most relevant, timely and highly engaging offers and content to its readers, ensuring a satisfying consumer experience with each notification.”

“When Mr. Hefner opened the first Playboy Club in Chicago, the brand redefined nightlife,” said Jimmy Jellinek, Chief Content Officer, Playboy Enterprises, Inc. “Today the Playboy brand continues to be an authority on nightlife and we intend to leverage that expertise in the digital realm.”

The Playboy Scout application is now live in New York City and Los Angeles with additional cities receiving the alert system throughout 2011. City content will also be updated every few weeks as new locations are reviewed by Playboy’s editors. Additionally, users will be alerted to special offers and perks in select cities across the country.

Sonos, maker of the well-known wireless multi-room music system for the home, announced at a press conference in Beijing, China, today that it will soon be selling its products in the important Asian market.

The move by the Santa Barbara, Calif., consumer electronics company is a big expansion, putting its players in the hands of a growing base of more affluent Chinese customers by later this month.

“The consumer market is really developing and the Chinese customer wants the best products for music delivery,” said Sonos CEO John MacFarlane in an interview with BoomTown earlier this week. “We have had a fair amount of growth outside the U.S. and we expect it to only continue.”

MacFarlane said all Sonos products, which make a lot of use of Apple’s iPhone and iPad devices as controllers, will be localized in China.

The company said Sonos China will be headquartered in the southern China city of Shenzhen. The new managing director of the Chinese division will be Yaling Zhang, who previously served as managing director of Archos China.

Here’s the official press release from Sonos:

SONOS BRINGS WIRELESS MULTI-ROOM MUSIC TO CHINA

Sonos Controller for iPad and Entire Sonos Product Lineup Localized in Chinese
Sonos China Opens Shenzhen Office and Names Yaling Zhang Managing Director
Sonos China Launches www.sonos-china.com

BEIJING and SANTA BARBARA, California–November 2, 2010–Sonos, the leading developer of wireless multi-room music systems for the home, today announced that the award-winning Sonos Multi-Room Music System will be available in China beginning later this month. The Sonos system will be available for purchase in China at select audio video retailers.

At a press conference today in Beijing, Sonos founder and CEO John MacFarlane introduced the Sonos product family and the upcoming localized Sonos Controller for iPad. MacFarlane announced that Sonos China will be headquartered in the southern China city of Shenzhen, and will be the company’s second office in Asia.

MacFarlane also introduced the new Managing Director of Sonos China, Yaling Zhang. Zhang, who previously served as Managing Director of Archos China, is a consumer electronics veteran who has successfully introduced new brands and new ways of experiencing entertainment to the Chinese consumer.

“More than half of Sonos’ business is conducted outside of the United States,” said John MacFarlane, founder and CEO, Sonos, Inc. “As we enter the world’s largest music market, we have a tremendous opportunity to introduce the Sonos music experience to even more music loving consumers.”

MacFarlane continued “We’re committed to doing business in China the right way, with localized products, a local office, local leadership and a local Website. We’ve found that leader in Yaling Zhang who has both the background and experience in introducing new consumer electronics brands to the Chinese market.”

For more information about Sonos please visit www.sonos.com. To learn more about Sonos China and the Sonos Multi-Room Music System in China, please visit www.sonos-china.com.

And, apropos of nothing, here is an interesting video by Sonos of its also recent Apple iAd deployment:

“I am pleased that Verizon Wireless is now taking the appropriate steps to repay 15 million consumers more than $52 million dollars,” FCC chairman Julius Genachowski said in a statement. “Their $25 million payment to the U.S. Treasury–the largest in FCC history–is an important recognition of the harmful impact on consumers.”

After Disney named two longtime Internet execs–Playdom’s John Pleasants and Jimmy Pitaro of Yahoo–as co-presidents of its Internet unit, BoomTown did a longer interview with CEO Bob Iger about the entertainment giant’s next Web moves.

I always enjoy talking digital with Iger–who is pictured above in an interview I did with him in 2006 at the fourth D: All Things Digital conference–since he has been one of the old media moguls who seems unafraid of the challenges of new media.

While appropriately wary, Iger acted early and often in exploring digital initiatives at Disney (DIS) that others in Hollywood’s and New York’s media worlds were loath to consider.

“I have tried to keep two obvious philosophies,” Iger said in a phone interview yesterday. “First, that our current business not get in the way of adopting new technologies, and, second, that our business belongs on these new platforms.”

Easy to say, of course, but it’s still nice to hear, given the longtime, incessant and ultimately wearying push-and-pull between those who make bucks making content and those who make bucks making technology.

“My premise is that technology is about an opportunity for us,” said Iger. “And we cannot will it away and should not…because you can’t stop these things from happening.”

That’s presumably the impetus behind the hiring of Pleasants and Pitaro (picture here, left to right).

With an assist by recent Disney board member and Facebook COO Sheryl Sandberg, Pitaro came to his attention earlier this year, Iger said.

Pitaro left his job as SVP of Media at Yahoo (YHOO) last week.

And Pleasants was CEO of Playdom, the online social gaming company that Disney acquired for $763 million in late July.

The pair, who will report directly to Iger as co-chiefs of the Disney Interactive Media Group, replace outgoing head Steve Wadsworth.

The shift is a big move by the entertainment giant and yet another attempt to clarify and bolster its Web strategy, which has had a long and often rocky history.

Under the previous regime of former CEO Michael Eisner, for example, Disney bought search engine Infoseek and tried to create a portal called Go.com.

That failed, and was one of many efforts to define the media company’s Web goals.

More recently, in 2008, Disney gathered most of its Internet properties within DIMG under Wadsworth.

Still, money-making has not been part of the mix. In its most recent quarter, DIMG lost $65 million on revenue of $197 million.

In the interview about the new structure, Iger said: “I think we’ve built a framework of assets, and now is the time to create a structure in a more focused way. In splitting the divisions, we can focus more on them better and in a way they deserve.”

He outlined the new set-up, which will have Pleasants focus on the online gaming and mobile landscape and Pitaro on the Web arena.

Iger said he felt Pleasants and Pitaro brought different backgrounds to the task, as well as longtime experience in the Internet arena.

He said that upon considering a fresh approach, he felt that Wadsworth was “spread too thin,” given all the various online arenas for Disney.

In fact, today, Disney owns a number of big Internet properties, including Disney.com, Family.com and Club Penguin, although there does not seem to be a particularly cohesive strategy among them.

Of course, that’s no surprise, given it is all part of a multifaceted media company with a variety of businesses.

Due to its powerful content assets, said Iger, it might be a perfect time for a more cogent plan. With the explosion of devices, such as the Apple (AAPL) iPad and others, the importance of cooperation between content and technology is more critical than ever.

“I think a lot of technology companies are really finally ready to handle more premium content in a way that is beneficial to all of us,” said Iger.

And, he added, it was time for Disney to get more involved in technology, which was the reason for the purchase of Playdom. The move has made it more a publisher than a licensor.

“If we wanted to get significant in size, we need the investment to be greater,” Iger said about the big payout to get into the fast-growing social gaming arena.

And that has meant less emphasis on console games, on which he said Disney had focused too much in the past.

No longer–now Iger said he has planted Playdom, as well as its purchase of the Tapulous music app start-up, in a spanking new facility in Palo Alto, Calif., right in the heart of Silicon Valley.

“We need to be part of the culture and world there in a significant way,” said Iger. “And I believe I have convinced the senior team within Disney that Playdom is a huge opportunity for them.”

That includes online gaming related to units such as sports at ESPN, as well as other Disney brands, such as the theme parks or Marvel, into Playdom games.

While Pleasants will run his part of the show from Silicon Valley, Iger said, Pitaro will work out of Los Angeles on Web initiatives and in upgrading the Disney online experience.

“We want to make Disney sites more of a community and entertainment center than a marketing hub,” said Iger. “Where is gets complicated is the levels of exclusivity and the other places we want to distribute our content.”

That includes being part of the premium Hulu online video site, as well as perhaps even creating a Disney-branded pay service, but also being open to working more with Netflix (NFLX).

And that means a multifaceted approach to all kinds of payment models for Disney online, from subscription to advertising-supported to pay-per-view.

“In certain areas, we will be very aggressive with our content and in others less aggressive, to the extent that each offers us revenues,” said Iger. “Obviously, where there is potential cannibalization, we will be a little more careful…but we are going to push forward.”

When asked about the most obvious management issue–the possibility of clashing with two heads of one division (MySpace, anyone?), Iger said that while there was overlap, he thought the jobs Pitaro and Pleasants had to do were also wide-ranging and different enough.

Plus, added Iger, “They both report directly to me and I am there to see to it that it works.”

In other words, as Disney continues to move forward into the digital future, the content and technology buck stops, as it should, at Iger.

Yesterday, after Disney named two longtime Internet execs–Playdom’s John Pleasants and Jimmy Pitaro of Yahoo–as co-presidents of its Internet unit, BoomTown did a longer interview with CEO Robert Iger about the entertainment giant’s next Web moves.

I always enjoy talking digital with Iger–who is pictured above in an interview I did with him in 2006 at the fourth D: All Things Digital conference–since he has been one of the old media moguls who seems unafraid of the challenges of new media.

While appropriately wary, Iger acted early and often in exploring digital initiatives at Disney (DIS) that others in Hollywood’s and New York’s media worlds were loathe to consider.

“I have tried to keep two obvious philosophies,” Iger said in a phone interview yesterday. “First, that our current business not get in the way of adopting new technologies, and, second, that our business belongs on these new platforms.”

Easy to say, of course, but it’s still nice to hear, given the longtime, incessant and ultimately wearying push-and-pull between those who make bucks making content and those who make bucks making technology.

“My premise is that technology is about an opportunity for us,” said Iger. “And we cannot will it away and should not…because you can’t stop these things from happening.”

That’s presumably the impetus behind the hiring of Pleasants and Pitaro (picture here, left to right).

With an assist by recent Disney board member and Facebook COO Sheryl Sandberg, Pitaro came to his attention earlier this year, Iger said.

Pitaro left his job as SVP of Media at Yahoo (YHOO) last week.

And Pleasants was CEO of Playdom, the online social gaming company that Disney acquired for $763 million in late July.

The pair, who will report directly to Iger as co-chiefs of the Disney Interactive Media Group, replace outgoing head Steve Wadsworth.

The shift is a big move by the entertainment giant and yet another attempt to clarify and bolster its Web strategy, which has had a long and often rocky history.

Under the previous regime of former CEO Michael Eisner, for example, Disney bought search engine Infoseek and tried to create a portal called Go.com.

That failed, and was one of many efforts to define the media company’s Web goals.

More recently, in 2008, Disney gathered most of its Internet properties within DIMG, under Wadsworth.

Still, money-making not been part of the mix. In its most recent quarter, DIMG lost $65 million on revenue of $197 million.

In the interview about the new structure, Iger said: “I think we’ve built a framework of assets, and now is the time to create a structure in a more focused way. In splitting the divisions, we can focus more on them better and in a way they deserve.”

He outlined the new set-up, which will have Pleasants focus on the online gaming and mobile landscape and Pitaro on the Web arena.

Iger said he felt Pleasants and Pitaro brought different backgrounds to the task, as well as longtime experience in the Internet arena.

He said that upon considering a fresh approach, he felt that Wadsworth was “spread too thin,” given all the various online arenas for Disney.

In fact, today, Disney owns a number of big Internet properties, including Disney.com, Family.com and Club Penguin, although there does not seem to be a particularly cohesive strategy among them.

Of course, that’s not surprise, given it is all part of a multifaceted media company with a variety of businesses.

Due to its powerful content assets, said Iger, it might be a perfect time for a more cogent plan. With the explosion of devices, such as the Apple (AAPL) iPad and others, the importance of cooperation between content and technology is more critical than ever.

“I think a lot of technology companies are really finally ready to handle more premium content in a way that is beneficial to all of us,” said Iger.

And, he added, it was time for Disney to get more involved in technology, which was the reason for the purchase of Playdom. The move has made it more a publisher than a licensor.

“If we wanted to get significant in size, we need the investment to be greater,” Iger said about the big payout to get into the fast-growing social gaming arena.

And that has meant less emphasis on console games, on which he said Disney had focused too much in the past.

No longer–now Iger said has planted Playdom, as well as its purchase of the Tapulous music app start-up, in a spanking new facility in Palo Alto, Calif., right in the heart of Silicon Valley.

“We need to be part of the culture and world there in a significant way,” said Iger. “And I believe I have convinced the senior team within Disney that Playdom is a huge opportunity for them.”

That includes online gaming related to units such as sports at ESPN, as well as other Disney brands, such as the theme parks or Marvel, into Playdom games.

While Pleasants will run his part of the show from Silicon Valley, Iger said, Pitaro will work out of Los Angeles on Web initiatives and in upgrading the Disney online experience.

“We want to make Disney sites more of a community and entertainment center than a marketing hub,” said Iger. “Where is gets complicated is the levels of exclusivity and the other places we want to distribute our content.”

That includes being part of the premium Hulu online video site, as well as perhaps even creating a Disney-branded pay service, but also being open to working more with Netflix (NFLX).

And that means a multifaceted approach to all kinds of payment models for Disney online, from subscription to advertising-supported to pay-per-view.

“In certain areas, we will be very aggressive with our content and in others less aggressive, to the extent that each offers us revenues,” said Iger. “Obviously, where there is potential cannibalization, we will be a little more careful…but we are going to push forward.”

When asked about the most obvious management issue–the possibility of clashing with two head of one division (MySpace, anyone?), Iger said that while there was overlap, he thought the jobs Pitaro and Pleasants had to do were also wide-ranging and different enough.

Plus, added Iger, “They both report directly to me and I am there to see to it that it works.”

In other words, as Disney continues to move forward into the digital future, the content and technology buck stops, as it should, at Iger.

It launches today.

The Cisco (CSCO) deployment is a big win for Aliph, since the networking giant is a dominant player in the arena to provide telephony solutions to businesses, part of its Voice and Unified Communications division.

The idea is to use the Jawbone device and the software that manages it to allow workers to move around an office and have the call move with them, echoing increasingly mobile consumer behavior. That will even include jumping from office phones to mobile devices.

To do this, Cisco will be using Aliph’s technology, which the start-up is calling a “wearable platform.”

The company was formally launched in 2004–in fact, at the D: All Things Digital conference–by Alexander Asseily and Hosain Rahman, who met as Stanford University undergraduates.

It is funded by Silicon Valley venture powerhouses Khosla Ventures and Sequoia Capital, as well as smaller investors, who put in a total of $43 million.

With the stylish and innovative Jawbone, Aliph has turned a lot of heads in the wireless headset space, aimed directly at high-end consumers.

It is prominently featured, for example, in Apple (AAPL) retail stores.

Now, it is finally in the workplace.

Here is the image of the box for the new Cisco/Aliph partnership:

And here is the official press release:

Jawbone and Cisco Introduce Wireless Headset for Enterprise Collaboration and Beyond

Jawbone Integrates With Cisco Video Endpoints Extending Unified Communications Inside and Out of the Workplace

SAN FRANCISCO and SAN JOSE, Calif. Sept. 30, 2010–Jawbone and Cisco today announced they are closely collaborating to allow employees to easily move from device to device throughout their day. Jawbone ICON for Cisco Bluetooth Headset will intelligently bridge mobile phones and Internet Protocol (IP) phones in a way that is transparent to users and extends unified communications beyond the walls of the workplace.

Users will be able to connect to their Cisco® Unified IP phones and mobile phones simultaneously, creating a truly unified, wireless, and hands-free communications experience as they move from in-the-office to on-the-go. While on the same headset, employees can take a call from their desk phone and the next from their cell phone as calls can be handled from both sources at the same time on the same headset. The headset extends Jawbone’s industry-first wearable software platform, with Cisco technology to deliver applications that span enterprise and mobile use. Jawbone’s industry-leading industrial design and superior ergonomics ensures users can wear their unified communications wherever they go.

Shipments of the Jawbone ICON for Cisco Bluetooth Headsets have begun in the U.S. and Canada, bundled with Cisco Unified IP Phones 9951 and 9971. International shipments will begin in October 2010.

Key Facts / Highlights:

• Users no longer need to remain tethered to their desks; their audio and voice follow them wherever they go, leaving their hands free for other tasks.
• Employees can remain connected to both phones at the same time and don’t have to pick up the handset on their ringing phone, then pick up their cell phone when it rings because both calls from both sources can be handled at the same time on the same headset.
• Users will be able to make and receive calls from their Bluetooth-enabled mobile, Cisco Unified IP Phone, Cisco Unified Wireless IP Phone or Cisco Cius and can switch among the endpoints as they change location.
• Jawbone ICON for Cisco delivers built-in intelligence that allows the headset to be dynamically enhanced through new software applications and functional updates via the Jawbone MyTALK platform.
• As rich new features and functionality are available, the headset can be easily updated either by the IT manager or user themselves.

“We live in an increasingly connected world where the lines between work and play are blurring fast, if not completely gone. People want integrated solutions that are valuable to them all the time regardless of where they are or what they are doing–these need to be lifestyle solutions with the best functionality in a form that is appealing,” said Hosain Rahman, CEO of Jawbone. “No one is willing to make tradeoffs anymore and we are extremely fortunate to be collaborating with a company like Cisco that is committed to leading this vision of new user experiences around the best of both worlds: enhanced productivity through innovative enterprise-grade technology with an equal emphasis on user-centric design.”

“Cisco understands the changing nature of work,” said Steve Slattery, vice president and general manager IP Communications business unit, Cisco. “The Jawbone ICON for Cisco Bluetooth Headset is the type of next-generation device that will allow workers to collaborate regardless of where their work lives. This first wearable and updateable platform is the only one that enables enterprises to get more value out of the device over its lifetime through functional updates as Cisco enhances its UC offering.”

About Jawbone

Jawbone, also known as Aliph, is committed to creating wearable and personal technology products that deliver an unsurpassed user experience. The company’s flagship product, the award-winning Jawbone Bluetooth headset, first disrupted the industry in 2006 with its military-grade NoiseAssassin technology and instantly became recognized as the best Bluetooth headset available. In 2010, Jawbone ICON became the company’s most innovative Jawbone yet; introducing unmatched ease of use, personalization, sound quality and design to the market. Jawbone ICON is currently available in 23 countries across North America, Europe, Middle East and Asia.

The winner of numerous consumer awards, Jawbone features a uniquely stylish design and is part of the permanent collection at various museums including New York MOMA.

Jawbone is a privately-held company headquartered in San Francisco.

About Cisco Collaboration

From award-winning IP communications to mobility, customer care, Web conferencing, messaging, enterprise social software, and interoperable telepresence experiences, Cisco brings together integrated network-based collaboration solutions based on open standards. These solutions, as well as services from Cisco and our partners, are designed to help promote business growth, innovation, and productivity. They also designed to help accelerate team performance, protect investments, and simplify the process of finding the right people and information.

About Cisco Systems

Cisco, (NASDAQ: CSCO), the worldwide leader in networking that transforms how people connect, communicate and collaborate, this year celebrates 25 years of technology innovation, operational excellence and corporate social responsibility. Information about Cisco can be found at http://www.cisco.com. For ongoing news, please go to http://newsroom.cisco.com.