GATES ANNOUNCES FUTURE PLANS FOR MICROSOFT
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[Associated Press, January 8, 2007]
For more than a decade, Microsoft chairman Bill Gates and others in the tech industry have touted a vision of a connected lifestyle, in which digital content can move across devices throughout the home and be taken on the go.
It's been a slow march. But as Gates kicked off the International Consumer Electronics Show today, the industry has come further than ever in delivering on that concept. "Every year represents a lot of progress," he said in an interview with The Associated Press.
The improvements have taken many forms: building the underlying networks; developing the technologies to get devices to communicate; creating the hardware that can handle the digital data; returning to the drawing board when there were flops; and finally, getting the backing of entertainment sources to embrace this new era of media consumption. But more work remains, Gates said.
"There's still a lot to be done there, especially when you get into rights-oriented content and how simple that can be made so the creative people are happy with it and yet the flexibility (for consumers) is there," he said.
In his 11th annual speech headlining the world's largest tech convention, Gates highlighted how Microsoft's latest creations and partnerships aim to make it easier for people to navigate, consume, share and manage different kinds of content, whether they are games, movies, family photos, sports or work.
The keynote came as the software titan heads into one of its most significant periods of attracting consumers to its widening portfolio of computing, gaming and entertainment products. Its software has pervaded not only computers, but also cell phones, portable media players, home media centres and even cars.
The consumer launch of Windows Vista later this month is the company's first major overhaul of its operating system since Windows XP was launched in 2001.
Gates discussed some additional features not yet disclosed. Among them is a new "sports lounge" area so users tapped into Microsoft's MSN Soapbox online site can simultaneously view additional sports information, up-to-date fantasy sports data and the latest sports videos.
Microsoft has also teamed with the Nickelodeon and Showtime television networks and Starz Entertainment's Vongo subscription movie service so their web-based content will be directly available through Vista. Movies downloaded from Vongo can also be played on the TV using Microsoft's Xbox 360 game console.
Sharing the stage with Gates was Robbie Bach, head of the company's entertainment and Xbox division, to highlight how the machine is becoming a home entertainment hub that does more than just play games. More than 10.4 million Xbox 360 consoles have been sold since the system launched in November 2005. The Xbox Live online marketplace now sells downloadable movies and features more than 1,000 hours of TV and movie content.
During the keynote, Gates also unveiled how Microsoft's computer-making partners have designed new PCs to take advantage of Vista's software advances.
Hewlett-Packard is set to have a new all-in-one computer and touch-screen display designed to fit into a kitchen nook or a family room, letting users scribble messages on the screen or watch a movie. Toshiba is debuting a high-end tablet notebook that has a secondary display on the front edge so users can read incoming e-mail or calendar alerts even while the laptop lid is closed.
Sony is planning a new Windows Vista media centre that is white and round, meant to look more like an entertainment electronics device than a computer.
Gates also announced Windows Home Server, a software platform that can serve as a beefy repository for a household's mushrooming collection of digital photos, videos, music and documents. The server also provides automatic data backups and allows family and friends to access some files remotely over the internet.
To some, however, the most interesting announcement by Gates might be the addition of Texas Hold 'Em in its preloaded selection of games in Vista. How appropriate in Vegas.
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COMPUTER GIANTS BOW DOWN TO CHINA'S CENSORSHIP
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[Associated Press, February 15, 2006]
Lawmakers blasted four U.S. tech giants Wednesday, accusing them of willingly helping China suppress dissent in return for access to a booming internet market.
Representatives from Microsoft, Yahoo, Cisco Systems. and Google defended themselves at a House International Relations subcommittee hearing, but a Google official acknowledged that figuring out China's internet market "has been a difficult exercise."
Lawmakers, however, were skeptical of what several saw as the companies' efforts to explain their business practices in China only after a recent crush of negative media and government attention. Rep. Tom Lantos, the full committee's top Democrat, told the company officials that they had amassed great wealth and influence "but apparently very little social responsibility. "Your abhorrent actions in China are a disgrace," Lantos said at the hearing. "I simply don't understand how your corporate leadership sleeps at night."
The companies, in prepared testimony, appealed for guidance on how to work in what they called a challenging marketplace. Google's Elliot Schrage said "the requirements of doing business in China include self-censorship — something that runs counter to Google's most basic values and commitments as a company." Still, he said, Google decided to enter China because it thought it "will make a meaningful, though imperfect, contribution to the overall expansion of access to information in China."
The companies also said the U.S. government should play a key role in encouraging internet freedom internationally. Google urged the State Department and the U.S. trade representative to press U.S. concerns on censorship during talks with foreign governments.
Yahoo's Michael Callahan testified that "these issues are larger than any one company, or any one industry. We appeal to the U.S. government to do all it can to help us provide beneficial services to Chinese citizens lawfully and in a way consistent with our shared values," he said.
James Keith, the State Department's senior adviser on East Asia, told lawmakers that China's efforts to manipulate the internet have increased in the last year, "sending a chilling message to internet users."
China's "effort to regulate the political and religious content of the internet is counter to our interest, to international standards and, we argue, to China's own long-term modernization goals," Keith said in prepared testimony.
U.S. tech companies eyeing China face a dilemma, analysts say: while keen to tap a market that could soon eclipse America's, they must also worry about the perception they're helping China harass dissidents."They are in an extremely dicey position," said John Palfrey, a Harvard Law School professor who studies the internet.
The potential for profit is great. China is estimated to have more than 110 million internet users. But to do business, U.S. companies must satisfy a government that fiercely polices internet content. Filters block objectionable foreign websites; regulations ban what the Chinese consider subversive and pornographic content and require service providers to enforce censorship.
A new survey by the Committee to Protect Journalists calls China's efforts to control its media "unique in the world's history. Never have so many lines of communication in the hands of so many people been met with such obsessive resistance from a central authority."
China says its aims are benign — to protect its citizens, and especially children, from "the immoral and harmful content" of the internet. Critics say the limits China imposes go further and are aided by U.S. companies. They point to a new Google search engine that censors some results. Yahoo, they say, helped police identify and convict a journalist who had criticized human rights abuses.
“The companies are "enabling dictatorship. Cooperation with tyranny should not be embraced for the sake of profits," said Smith, the Republican chairman of the House subcommittee on global human rights.
The businesses that have adopted Chinese internet standards say they must obey local laws. They lack the leverage, they say, to influence world governments.
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MICROSOFT CELEBRATES THIRTIETH BIRTHDAY
[October 11, 2005]
Microsoft is 30 years old. To celebrate, the software titan monopolised a baseball stadium in Seattle, Washington, one Friday late last month and bussed in 16,000 Microsofties for an orgasmic celebration of Chairman Bill's vision of world domination.
It must have seemed a long way from Albuquerque, New Mexico, where Bill Gates and friend Paul Allen registered a start-up called Micro-Soft (the hyphen dissolved almost instantly) to produce software for the Altair 8080, the world's first programmable micro computer. [Picture shows Microsoft founders Bill Gates and Paul Allen in 1981, in their then state-of-the-art offices in Bellevue, Washington]
Gates and Allen dropped out of Harvard the moment they learned about the Altair, convinced the personal computer would ignite a revolution they were determined not to miss. They had a dream of a computer on every desk and in every home, every one of them running Microsoft software. Notwithstanding the meagre desktop influence of Linux, which researcher IDC says has just 1 per cent of the Australian market, or even a resurgent Apple (which increased its global market share to about 2 per cent in the wake of the iPod and Mac Mini, but is still a bit player), Gates and Co mostly realised their vision.
Think of the revenue stream this implies. Remember that nowadays the software licences for Windows and Microsoft Office (also on the Mac) account for up to two-thirds of the cost of a machine. Think of all that money flowing to a single address in Seattle. And of the fact that once the software is written, it costs zilch to stamp out copies. Truly, there never was a money-making machine like Microsoft.
And yet, even as the champagne flowed in Seattle, things didn't seem quite right. The share price is flat - and has been for quite a while. A company that was famously lean, mean and agile has become sluggish as it wades through the treacle that all large corporations accumulate. The next release of Windows -- now called Vista -- has been repeatedly delayed, and when it arrives it will be only a shadow of its predicted self.
It's getting harder and harder to persuade customers to upgrade from older versions of Office and Windows to updated releases. The threat of open-source software grows by the hour, and although it hasn't yet reached the average user's desktop, it has foiled Microsoft's attempts to capture the server market. And last week, former Silicon Valley titan Sun Microsystems joined with tech powerhouse Google to announce a free web-based competitor to Office.
Internet Explorer is losing market share to the open-source upstart Firefox. The European Commission refused to buckle under pressure and continues to insist that Microsoft unbundle its Media Player software from versions of Windows sold in Europe, and make details of the necessary programming interfaces available to competitors. It appointed a special commissioner last week to keep an eye on Microsoft's conduct.
Most worrying of all in an industry based on the creation of pure thought stuff, Microsoft is finding it harder to recruit world-class engineering and software talent. The best of this is now going to Google -- which explains the bitterness of the recent court dispute in which Microsoft sued the search company for allegedly luring one of its senior executives.
Gen-Xer Microsoft has grown up and is beginning to experience the mixed blessings of corporate middle age. On the one hand there is the respectability and status of being the most famous company in the world after Disney, and the complacency that comes from having $US50 billion ($A66 billion) in the bank.
On the other hand, there's the furring of the corporate arteries, the slowing of reflexes and the dawning realisation that you are no longer the coolest kid on the block. And, as if to confirm the suspicion of internal unease, we recently saw the announcement of massive corporate restructuring. The company's seven divisions will be merged into three groups: platform products and services (formerly Windows, MSN and the server and tools division); business (formerly Office and Microsoft business solutions); and entertainment and devices (formerly X - box and mobile devices).
In an interview with the Wall Street Journal, Microsoft CEO Steve Ballmer explained the changes in standard-issue corpo-babble. The reorganisation, he said, was "part of driving software-based services in competition with anybody else who thinks they're going to use that strategy to get ahead in the marketplace. We're not the only guy who's going to try to deliver software that has a service-based component. We need to get there aggressively and quickly. It's all about getting products into the hands of buyers faster.”
Microsoft also announced that 53-year-old Jim Allchin, who drove the Windows platform group for the past decade, will retire after shipping. We have to hope he properly redesigned Vista, because it may never happen again: he is being replaced by a marketing man, Kevin Johnson. The company that used to be run by coders, for coders (Gates/Allchin) is now run by salesmen (Ballmer/Johnson). Cynics will wonder if the restructuring is really a tacit acknowledgement that the company is bogged.
Microsoft has done well for itself in the Allchin era. Turnover grew from $US5.9billion in 1995 (when Microsoft was roughly half the size of Apple) to $US40billion today.
But even Forbes notes that the behemoth that for so long dictated our computing environment faces a midlife crisis: it is musclebound and mired in bureaucracy. Perhaps worse, it is overrun with lawyers, who have to approve almost everything it does.
Certainly Microsoft's growth has slowed dramatically. But it now needs to bring in an extra $US4billion a year just to grow at a historically low 10per cent - and $4billion is roughly a Yahoo! or a Google.
But it is preparing to crank the Windows upgrade cycle once again, to try to give half a billion people the incentive to buy new copies of Windows and Office, as it did in 1995 and 2000-01. Mainly this involves getting developers enthused about creating new software for the new systems.
Many of the tools and platforms were unveiled at the recent Microsoft Professional Developers Conference (PDC) in Los Angeles.
These included the Windows Presentation Foundation (formerly codenamed Avalon), Windows Workflow Foundation, the Expression family of design tools (Microsoft bought Hong Kong-based Creature House, which created Expression, two years ago), Language Integrated Query (LINQ), Atlas, and lots of RSS syndicated feeds. All told, PDC developers were given an amazing 30GB of code to take away.
The Expression family includes Acrylic Graphic Designer, for designing Visa and Office applications; Sparkle Interactive Designer, for creating "rich, cinematic user interfaces"; and Quartz Web Designer, for creating websites. All support XAML, Microsoft's Extensible Application Mark-up Language. LINQ enables programmers to access information from inside programming languages without learning SQL or XML, and Atlas provides a framework for creating asynchronous JavaScript applications (usually called Ajaxing).
Most of these programs duplicate the functions of products that are already on the market, so there has been some talk about whether, for example, Sparkle is a "Macromedia Flash killer". This misses the point. People who have spent years developing expertise in Flash, PhotoShop and similar programs are not going to give them up.
But most people, and most companies, don't have that sort of expertise. They are the market for creative tools that work with their non-creative tools in a reasonably integrated fashion. It's the IT equivalent of a packaged holiday.
This time it's not just about selling Windows. Instead, it's about selling Windows and Office, a new task-based 3D "user experience", the design software and programming tools used to create it, and the array of server programs needed to support functions that extend from the Windows desktop to the web to other devices such as mobile phones.
Not everyone is convinced this is more than just new curtains over a tired old window frame. One Microsoftie wrote anonymously in a blog: "How about a little honesty as to why it was best to do a reorganisation? Was Windows a mess? Was Microsoft Business Solutions adrift and in need of a strong Office integration strategy? Were mistakes made?
"Admit at least there were and are problems, and that the reorganisation is going to be effective in dealing with those problems and that executive management will be held accountable for making sure that is so."
But if Microsoft's strategy works, it should give the company's sales a big boost. Then again, we may all stick with Windows 2000 or XP -- or switch to Linux. Microsoft's oft-recited motto was once: "Where do you want to go today?" For its next phase, "sic transit gloria mundi" ("thus passes away the glory of the world") might be more appropriate.
MICROSOFT TIME LINE
1975: Bill Gates and Paul Allen found Micro-soft in their motel room in Albuquerque to develop a version of the BASIC programming language for the MITS Altair 8080. Soon employ 12 people.
1981: MS-DOS introduced for IBM-PC.
1983: Microsoft subsidiary starts in Australia with 20 workers. Has 5000 staff globally.
1985: Windows released.
1986: Microsoft floats on the stock exchange at $US21 a share.
1995: Windows 95 biggest Australian software launch to date.
1998: Unlimited Potential software donation program starts. By 2005, it had given away $40million in software licences to 3800 charities.
2000: Steve Ballmer succeeds Bill Gates as CEO.
2003: Bill Gates slams Australian governments seeking to legislate the use of free and open source software.
2004: Microsoft named Australia's best employer in Australian HR Awards.
2005: Employs 600 people in Australia and 60,000 globally.
2006: The company is the official technology partner for the Commonwealth Games. Jim Allchin retires. Windows Vista.
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SIXTY YEARS OF INNOVATION BY THE BIG BLUE
[October 11, 2005]
IBM Research is celebrating 60 years of breakthroughs in computer science, physics and semiconductor design, as it steps up its efforts to scientifically study how organizations operate.
[Picture shows fractals. French mathematician Benoit Mandelbrot published his work on fractals while at IBM's Watson Research Center. Fractal geometry makes it possible to mathematically describe the kinds of irregularities existing in nature.]
Originally housed in a renovated fraternity house at Columbia University, the then-named Watson Scientific Computing Laboratory has become one of the pre-eminent technological research centers in the world--and it has given IBM an edge over competitors in many fields.
Five IBM employees have won Nobel Prizes for, among other achievements, the discovery of electron tunneling and the invention of a microscope that captures images of individual atoms. Add to that seven National Medals of Technology, five National Medals of Science and four A.M. Turing Awards.
IBM inventions and discoveries include the programming language Fortran (1957), magnetic storage (1955), the relational database (1970), DRAM (dynamic random access memory) cells (1962), the RISC (reduced instruction set computer) chip architecture (1980), fractals (1967), superconductivity (1987) and the Data Encryption Standard (1974). In the last 12 years, IBM has received 29,021 patents--more than any other company or individual in the world.
And, unlike like the storied Bell Labs or Xerox PARC, IBM has striven to ensure that its research adds to the bottom line through enhanced products, services and intellectual property licensing.
"While we do exploratory stuff, we count on the research to help grow the parent," Paul Horn, senior vice president of research at IBM, said in an interview. "While Bell Labs spent a lot of money, they never really had a strong model on how research impacted the company."
The practical streak goes back to the beginning, Horn added. Although the group was started in 1945, the company didn't form it as a response to World War II or postwar reconstruction. "Thomas J. Watson Jr. felt there would be really hard problems that computers could solve," Horn said.
The organization, however, is becoming a far different place than it was back in the 1970s when IBM devised a way to use regular TV monitors as computer displays (1968) or unfurled the first speech-recognition application for computers (1971).
For one thing, scientific research is no longer as heavily concentrated in the U.S. as it once was. The number of peer-reviewed papers written outside the United States, as well as the number of citations to these papers, is rising rapidly. "There are contributions of consequence that are occurring across the world," said Chris Murray, manager of nanoscale materials and devices. "I don't think we (the U.S.) are in a position at our current levels of investment in education to control or even have a strong influence on how innovation develops."
The direction of IBM's lab efforts is also changing. Years ago, the company primarily concentrated on pushing the frontiers of hardware. This resulted in such machines as the 1947 IBM 603 Electronic Multiplier, the first electronic calculator put into production, and the Sabre reservation system in 1962.
While IBM remains a major center for nanotechnology research, the company's push toward services and software has prompted it to dedicate more of its laboratories toward solving business process problems: supply chain management, application integration and transactional inefficiencies.
The ultimate question is, "How do people in an existing network operate?" Horn said. "We estimate that business process transactional services could become a half a trillion dollar market in the next couple of years, and the whole IT industry itself is only $1.2 trillion."
Right now, one of the basic challenges is coming up with a framework for studying these issues. "It touches on social sciences. It touches on business. It touches on economics," he said. Software programming and game theory are also crucial applications.
One of the first steps in developing a larger body of knowledge in this area occurred a few years ago when IBM began to set up supply chain management curriculum at various universities. Now, the company is working with North Carolina State to develop curriculum around what it calls SSME -- social science and management engineering. Although "services science" may sound squishy, Horn asserts that every new discipline does.
"A long time ago, people didn't think there was science in computer science. If you were a member of the IBM Academy, you were in hardware. There was no deep intellectual depth in software," he said. "Now people say the same thing about services."
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SHORT LIFESPAN OF WRITEABLE CDs and DVDs
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QUESTION
I recently read an article by a data storage expert who claimed that burned CD-Rs and CD-RWs can be expected to last only two to five years and not a whole lot more. I personally have commercially pressed CDs from the 1980s that still play fine, but I have begun to notice that some of my burned CD-Rs are beginning to skip, or not start (player shows "no disc"), or have a strange echo that was not on the original. This sounds serious! The expert suggests that for secure long-term storage, high -quality magnetic tape is the way to go. Are any of your readers beginning to notice this problem with their burned CDs, and are there other opinions about how to combat it? Are some burnable CDs of higher quality than others? What are the best storage methods for the discs that will make them last longest?
[Submitted by: Carl N. of Cottonwood, Arizona]
ANSWER
Factory-pressed CDs are totally different from recordable CDs. In a pressed CD, the data is literally "molded into" (actually pressed into) the media and will not disappear unless the CD is physically damaged. Recordable CDs use a dye that changes color or reflectivity when heated. There are different dye types commonly used in recordable CDs--phthalocyanine, azo, and cyanine, in particular--and they do not all have the same life expectancy and stability.
All of the studies that I have seen except one suggest that properly burned one-time media (-R media, but not -RW media; see below) has an expected life of decades to possibly even centuries. There was a study by NIST (a U.S. government agency, used to be the National Bureau of Standards) on the relative stability of different media here:
STABILITY STUDY
You can see some comparisons in the NIST study of the different dye types. But this study did not attempt to extrapolate the data to a life expectancy, although it did provide data about the relative stability of the different dyes and reflection layers behind them.
However, opinions still differ as to how long such media will last. The OSTA (Optical Storage Technology Association), in a report here:
OPTICAL STORAGE
suggests that optical recordable media will last 50 to 200 years. This observation is backed by quite a number of studies that I have seen done both by the media makers and others. However, some storage experts suggest numbers more in line with your question, for example the expert in this report suggests a life of only 2 to 5 years:
LIFE EXPECTANCY
The bottom line is that you are not going to get one single answer that everyone agrees on, although I personally am confident that properly recorded CD-R media can last decades if not a century or two. These 3 articles provide a good starting point for understanding some of the variables involved, which include:
*Dye type
*Physical construction of the media
*Storage conditions (temperature, humidity, light exposure, mechanical stress, chemical exposure and air quality)
*Manufacturing conditions (can vary from batch to batch in otherwise identical media of the same brand)
Now let’s mention some other things that are relevant and important:
1. The quality of the burner.
A borderline defective burner can “under expose” the media to the laser beam, producing a seemingly good recording (at the time of burning) that will “fade” over time (failing weeks, months, years or decades sooner than it should have had the laser beam intensity been correct)
2. Recording speed.
Fast burns (52X) are probably less stable than somewhat slower burns (say 16x to 32x), but you can burn media too slowly also. There is a very good analogy here to photographic film and exposure levels. The dyes on a given media have a certain range of acceptable “exposures” and outside of that range, you can either under or over expose the media to the laser beam. However, mechanical jitter and certain other variables (largely a function of the quality of the drive) generally will be unconditionally worse at faster speeds.
3. Your own handling and storage practices.
On a CD, the data “exists” in a dye layer on the label side of the media. This can be scratched from the back (from the label side), which will literally and directly destroy the data. The front side is clear plastic but can also be scratched. While front side damage may make the data less readable or completely unreadable, the data is still intact and undamaged on the label side, and the scratches on the front can normally be removed by polishing the plastic.
On recordable DVDs, the data is on a layer “inside” the media, but the media is a laminate of several layers and can delaminate, destroying the data. Flexing – even VERY minor flexing – is particularly bad at causing such damage. And, also, recordable DVDs tend to fail from the outside in, so you can increase your success rate and decrease the incidence of failures by not recording such media beyond 80% to 90% of capacity, leaving the outside edge, where the failure rate is greatest and failure occurs first, blank anyway.
4. Labeling:
The glues in adhesive labels, or the solvents in pen-type markers, both applied to the label side (the side containing the data) can SLOWLY penetrate the reflective backing and dye layers and destroy the data. Therefore, for archival media, the safest policy is to not label the CD or DVD itself at all. If you do label it, with either a label or a pen, you are, at best, taking a chance with your data (hint: it is safe to write on the clear inner hub (where there is no data at all) with a suitable pen that won’t rub off).
And, finally, I would be remiss if I did not mention one other factor which is really huge: Eraseable “RW” media is FAR less stable than one-time (“R”) media and should absolutely not be used for any permanent recordings of any kind whatsoever. There is no question that RW media can and does “fade”. Although I’ve never seen failure of “R” media that I could attribute with absolute certainty to dye instability, I routinely see “RW” recordings that are unreadable after periods of months to a year or two when there is really no other explanation for the failure.
I see this both on CD-RW and DVD+/-RW media, and I advise people in the strongest possible terms not to use “RW” media for anything that they want to consider permanent. Since RW media is also both more expensive (a lot more expensive) and slower, from my perspective the decision to never even buy RW media at all is an easy one from my perspective.
[Submitted by: Barry W. of North Canton, OH]
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