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  • Copyright © 2006-2008 Stephen F. DeAngelis. All rights reserved.
  • The Enterprise Resilience Management Blog. Stephen F. DeAngelis, principal author. Bradd C. Hayes, editor
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Will a New China Emerge from the Earthquake's Rubble?

iIn a recent post about the earthquake in China [Globalization and Giving -- the Rise of Chinese Philanthropy], I noted some hopeful signs about how society is changing in there. New York Times columnist Nicholas Kristof, who traveled through China to see how the country is responding, also sees some hopeful signs ["Earthquake and Hope," 22 May 2008].

"In the aftermath of the great Sichuan earthquake, we've seen a hopeful glimpse of China's future: a more open and self-confident nation, and maybe — just maybe — the birth of grass-roots politics here. In traveling around China in the days after the quake, I was struck by how the public and the news media initially seized the initiative from the government. Ordinary Chinese are traveling to the quake zone to help move rubble, and tycoons, peasants and even children are reaching into their pockets to donate to the victims. ... Private Chinese donations have already raised more than $500 million. That kind of bottom-up public spirit is a mark of citizens, not subjects."

As one Chinese scholar quoted in my last post noted, "Thirty years ago, it would have been impossible to imagine this." Kristof reports that the changes are really bottoms-up, grassroots efforts. The government is having a more difficult time adjusting to events.

"Immediately after the earthquake, the Propaganda Department instinctively banned news organizations from traveling to the disaster area. But Chinese journalists ignored the order and rushed to Chengdu — and the order was rescinded the next day. Initial score: Propaganda Department, 0; News Media, 1. Since then, the authorities have managed to rein in the media again, and the Propaganda Department is ordering news organizations to report on how wonderful the relief efforts are. Many Chinese journalists are chafing instead to investigate corruption and the reasons schools collapsed when government offices didn't. The final score will depend on whether those stories are published."

The fact that the government is cooperating with private fundraising efforts and has accepted outside assistance is a good sign that not all Chinese bureaucrats are stuck in the past.

"China-watchers have long debated whether the country is evolving toward greater freedom and pluralism. One camp, myself included, believes it is. We see China slowly following the trajectory of South Korea, Indonesia, Mongolia and other neighboring countries away from authoritarianism. We see perestroika leading to glasnost. Frankly, the evidence has been mixed, and the skeptics are right to note that dissidents are still more likely to end up in jail than on the news. But on balance, the earthquake gives hope to us optimists."

The changes are bound to come slowly -- governments in single party states never change quickly. It was evolutionary changes in government policies, however, that permitted the economic changes that are revolutionizing Chinese society. Those societal changes will eventually spur more governmental changes. At least, that is the virtuous cycle that many analysts see in China's future.

"The rise of wealth, a middle class, education and international contacts are slowly undermining one-party rule and nurturing a new kind of politics. Prime Minister Wen Jiabao is hard-working and blessed with nearly a photographic memory, but he also may be the second-most boring person alive (after his boss, President Hu Jintao). Both Mr. Hu and Mr. Wen rose through the system as classic Communist apparatchiks — Brezhnevs with Chinese faces. Yet Mr. Wen has seen the political landscape changing and has struggled recently to reinvent himself. When the earthquake hit, Mr. Wen flew immediately to the disaster area and appeared constantly on television, overseeing rescue operations. Heroic tidbits seeped out. Mr. Wen fell and cut himself but refused medical attention. He bellowed directions to generals over the telephone and then slammed the handset down. He shouted to children buried in a pile of rubble: 'This is Grandpa Wen Jiabao. Children, you've got to hold on!' Mr. Wen's conduct is striking because it's what we expect of politicians, not dictators. His aim was to come across as a 'good emperor,' not to win an election. But presumably he behaved in this way partly because he felt the hot breath of public opinion on his neck."

In a country in which the media is controlled by the government, one may ask exactly how politicians can "feel the breath of public opinion"? The World-Wide Web, Kristof reports, provides at least part of the answer.

"China now has 75 million blogs, often carrying criticisms of the government, as well as tens of thousands of citizen protests each year. China's police announced that they had punished 17 earthquake 'rumor-mongers' last week, with penalties of up to 15 days in jail. But repression isn't what it used to be, and dissidents now are often less afraid of the government than it is of them."

Kristof believes that China is still a couple of decades away from having a government that more fully embraces democracy, but that transformation will be urged along by its continued embrace of capitalism.

"In the 1980s, China's hard-liners ferociously denounced 'heping yanbian' — 'peaceful evolution' toward capitalism and democracy. The hard-liners worried that if citizens had a choice of clothing, of jobs, of housing, of television programs, they might also want a role in choosing national policy. The earthquake may be remembered as a milestone in that peaceful evolution. My hunch is that the Communist Party is lurching in the direction, over 10 or 20 years, of becoming a Social Democratic Party that dominates the country but that grudgingly allows opposition victories and a free press. China today reminds me of Taiwan when I lived there in the late 1980s when the government was still trying to be dictatorial but just couldn't get away with it. It was no longer scary enough. Back then, the smartest of the Taiwan apparatchiks, like a young Harvard-educated party official named Ma Ying-jeou, glimpsed the future and began to reinvent themselves as democratic politicians. The epilogue: Mr. Ma took office this week as the newly elected president of a democratic Taiwan."

I share Kristof's optimism that China is moving in the right direction. Unfortunately, I don't believe the course it will take towards democracy is going to be a straight one. The rest of the developed world is going to have to find ways to help China back on the road whenever it takes a detour. As long as China keeps moving generally in the right direction, it will remain one of the world's most influential countries. In fact, its influence will only grow.

The Social Side of Technology

The very word "technology" has a certain cold, hard ring to it. Say the word aloud and people conjure up images of computers, machines, and robots. They think about plastic and metal and wires. Yet technology also has a softer side. Telegraphs and then telephones have helped people bridge the miles between them. Social networking sites ring the world. New York Times columnist John Markoff wrote about a new type of non-profit organization that has arisen -- they are called "social enterprises," with the emphasis on "social" ["When Tech Innovation Has a Social Mission," 13 April 2008]. Markoff notes that successful tech companies are often run by leaders who are a combination of social technologists and industrialists. The social technologists, he reports, are the people most likely to turn to social enterprises to find career satisfaction.

"Steve Wozniak built the original Apple I to share with his friends at the Homebrew Computer Club, but it was his business partner Steve Jobs who had the insight that there might be a market for such a contraption. Indeed, for decades, Silicon Valley has been defined by the tension between the technologist's urge to share information and the industrialist's incentive to profit. Now a new style of 'hybrid' technology organization is emerging that is trying to define a path between the nonprofit world and traditional for-profit ventures. They're often referred to as 'social enterprises' because they pursue social missions instead of profits. But unlike most nonprofit groups, these organizations generate a sustainable source of revenue and do not rely on philanthropy. Earnings are retained and reinvested rather than being distributed to shareholders."

These companies are a little like Muhammed Yunus' Grameen Bank which makes profits so that it can help even more poor people. The goals of some social enterprises aren't quite so lofty, but they still believe they offer a public good.

"The new companies, like thousands of Silicon Valley start-ups before them, typically begin as small groups of intensely motivated people dedicated to the goal of building a product or service. The best-known examples are efforts like the Mozilla Corporation, which maintains and develops the Firefox Web browser, and TechSoup, an organization that was started two decades ago to connect technology experts with nonprofit groups. It now distributes commercial software to nonprofit groups in 14 countries. (Mozilla’s mission is to preserve choice and innovation on the Internet, which it considers a social good.) By most measures both companies, with hundreds of employees, qualify as vibrant businesses. Each has revenue in excess of $50 million annually. Moreover, there is also a range of smaller organizations, like the Internet Archive in San Francisco, with smaller but sustainable revenue streams. Significantly, an ecosystem is emerging that involves support groups like the Electronic Frontier Foundation, which provides legal services, and the Internet Systems Consortium, which plays the role of an independent Internet service provider for the community."

Having an "ecosystem" of support is important for any business. It's one of the reasons that I'm always looking for great companies with which Enterra Solutions can partner. As Maxi Priest wrote in his classic song Wild World, "A lot of nice things turn bad out there. Oh baby baby it's a wild world. It's hard to get by just upon a smile."  For the moment, however, there are a lot of smiles in the social enterprises world.

"'There is a lot of discussion taking place right now about a whole new organization form around social enterprise,' said James Fruchterman, president of Benetech, a social enterprise incubator based in Palo Alto. 'Many of these efforts can make money; they will just never make enough to provide venture capital rates of return.' Brewster Kahle, who has founded a number of successful Internet companies, as well as the nonprofit Internet Archive, said: 'If we do this right, I think there is momentum here. The next major operating systems company might be a nonprofit.' ... Mr. Kahle says he is developing a set of principles that he hopes will help formalize his idea that there is a middle ground between the technologists and the capitalists. He ticks off operating guidelines like transparency, staying out of debt, giving away information and refusing to hoard."

Thinking that the next major operating systems company could be a non-profit is pretty ambitious thinking. That is exactly what I would expect from a successful entrepreneur -- entrepreneurs never think small. The success of social enterprises, however, is not assured. Markoff reports that questions remain about whether most social enterprises are sustainable over the long haul.

"Nonprofits with revenue are not new or restricted to Silicon Valley, and there is a great deal of debate over whether they offer a sustainable approach. The new stream of technology-centric and successful nonprofits, however, appears to be driven in part by a set of microelectronics technology trends that have sent shock waves through many industries, from publishing to music and movies. 'Computer technology and the Internet are lowering the cost of doing business,' said John Lilly, the chief executive of Mozilla, the Web browser developer that is being subsidized by advertising revenue from the search engine business. That blends with the strong sense of social purpose held by a number of the best and brightest in Silicon Valley. 'We went through all these decades where we had nonprofits that thought business was evil and sustainability was irrelevant,' said Debra Dunn, an associate professor at the Hasso Plattner Institute of Design at Stanford who advises social entrepreneurs. 'Now there has been an influx of business thought. People are saying, "I have enough money and I care."' Still, most technology-oriented social entrepreneurs acknowledge that the hybrid model is by no means a one-size-fits-all approach, and there is significant debate about how far it can reach. Moreover, the approach hasn't always worked."

There seems to be a growing interest in social enterprises, but as Professor Dunn noted, the successful ones are backed by people with a social conscience and "enough money." The future of social enterprises, therefore, seems to rest in a pool of socially conscience wealthy entrepreneurs. That's not a big pool from which to draw.

Closing the Tech Gap in the Middle East

When my partner Tom Barnett first published his New York Times best-seller The Pentagon's New Map, the Middle East was near the center of the disconnected group of states he labeled the Gap. Countries in that region (with some exceptions, like Israel) have been slow coming on line, but that may be changing according to a short article in BusinessWeek ["Playing Catch-up in Tech," by Jennifer Fishbein, 28 April 2008 print edition].

"To diversify their economies, Mideast nations have been increasingly investing in technology. According to the latest annual Global Information Technology Report, high-tech readiness has improved more in these countries, some of them major oil producers, than anywhere else."

Tom has argued that it is important for the Middle East to diversify and open up so that it can hold a conversation with the world over something other than oil and terrorism. During the peak of the Ottoman empire, Muslim culture was often the center of the world's dialogue. Everything from Middle Eastern architecture, to poetry, to mathematics was admired and copied. Getting on-line is the first step down a path that could help recapture some of that historical luster. According to experts interviewed by Fishbein, leaders in Middle Eastern countries understand that the current flush times cannot last if they don't take advantage of the current glut of oil money pouring in to prepare for the future.

"'They're realizing the current oil shock is indeed the last one,' says Bruno Lanvin, executive director of the eLab at INSEAD, the French management school, that, along with the World Economic Forum, released the study."

According to Fishbein, the Global Information Technology Report assesses the economies of 127 participating countries on a myriad of topics ranging from Internet bandwidth and the cost of mobile calls to the quality of higher education. Even with marked improvements, Middle Eastern countries still have a long ways to go.

"No Mideast nation ranked anywhere near the top. (Denmark and Sweden took the No. 1 and No. 2 spots. The U.S. was No. 4.) But Egypt (No. 63), a minor oil player, rose 14 places from its rank last year—the biggest jump in the sample—in part because of its efforts to become a locale for outsourcing tech operations. Saudi Arabia, participating in the study for the first time, made it to No. 48."

In a post I wrote last November [Education in Saudi Arabia], I noted that one of the oft-leveled charges against the royal house of Saud is that is has generally failed to invest its vast oil wealth in infrastructure that will help the kingdom and its people once oil revenues start to decline. The post, however, was about King Abdullah's multi-billion dollar bid to catch up with the West in science and technology by constructing the King Abdullah University of Science and Technology. Although the University will be gated community, life inside the walls could well point the way to further cultural breakthroughs there. Fishbein reports there are other efforts in Saudi Arabia as well to become more tech savvy.

"In January, Cisco Systems agreed to provide the tech infrastructure for a 'knowledge economic city' in the country's Al Madinah province, which hopes to attract high-tech multinationals."

Although these are small steps, they are backed by big bucks. The movement is in the right direction and that should be encouraging for people both in and out of the region.

IBM Heads into the Clouds

Over the past several months, I have written three posts dealing with IBM's involvement in a concept known as cloud computing [The Coming Age of Cloud Computing, The AIR is getting Blurry with Clouds -- Computing that is, and IBM's Big IT Bets]. The posts dealt mostly with the potential of this new concept. New York Times' columnist Steve Lohr reports that IBM has now taken the first steps towards creating a cloud computing market ["Cloud Computing Gains Steam With New I.B.M. Gear," 23 April 2008].

"I.B.M. is entering the market for Internet-focused data centers with computer systems designed to reduce power consumption sharply and take up less floor space. The move by I.B.M. ... is the most recent sign that the major computer makers are beginning to compete aggressively to supply Internet companies and others with the specialized hardware needed for so-called cloud computing. In the cloud model, data centers with vast stores of information and processing resources can be tapped from afar through a personal computer, cellphone or other device."

Although the hardware being offered by IBM is an important step in the direction of cloud computing, it has to be considered only a partial answer to the vision that the concept's developers have painted. Cloud computing according to Christophe Bisciglia, a 27-year-old senior software engineer at Google, is a network made of hundreds of thousands, perhaps even millions, of cheap servers. These are not the mainframes IBM is usually associated with, they are generally no more powerful than the desktop PCs used in businesses or in homes. This "cloud" of small computers stores almost unimaginable amounts of data that can be searched faster than today's set-up, which would help companies like Google find quicker answers to user queries. In the highly competitive worlds of search engines and on-line gaming, fractions of seconds make a difference.

"The pioneers in cloud computing have been Internet companies like Google, Yahoo, social networks and online game services, which have often designed their own data centers. The Internet companies' requirements are growing, but mainstream corporations are also increasingly interested in cloud data centers, opening up a large potential market."

Over the next five years, that market is supposed to grow into a multibillion-dollar business. That's the kind of money that attracts IBM; but it's not alone.

"Sun Microsystems introduced a product for this market last year, a self-contained data center housed in a 20-foot shipping container. Dell started a cloud computing effort last year. Hewlett-Packard, analysts say, is expected to announce its specialized entry soon. Smaller companies like Rackable Systems and Varari Systems have data-serving computers designed for cloud computing. But analysts and customers who have tested the I.B.M. product, called iDataPlex, said the company had taken an original approach that seemed to place it ahead of rivals for now. I.B.M. says its systems consume 40 percent less power than standard servers, and are designed to pack more than twice as many computers into the same space."

One of the unique innovations introduced by IBM to reduce energy consumption was borrowed from other industries, like the automotive and utility industries -- using water cooling systems instead of air conditioning.

"The I.B.M. systems, analysts note, have an innovative water-cooling mechanism, so they do not heat up a data center, thus eliminating the need for most air-conditioning. ... The I.B.M. systems ... are intended for high-end customers with data centers that have a thousand to tens of thousands of server computers, said James Gargan, the I.B.M. vice president for xSeries computers, which are servers powered by industry-standard microprocessors produced by Intel or A.M.D. The I.B.M. systems will mostly be made to order for large customers. One offering involves putting 1,500 server computers into a 40-foot truck trailer, ready to plug in from a parking lot."

In addition to companies with a World Wide Web business focus, financial services companies have also expressed interest in cloud computing.

"Some large companies in finance and other traditional industries have been testing them as well. Jeffrey M. Birnbaum, a managing director and chief technology architect of Merrill Lynch, said the I.B.M. systems in a trailer container would cost an estimated 50 percent less in real estate, set-up and construction costs than a similar conventional data center. The energy and operating cost savings, he said, would be an added advantage. Merrill Lynch, Mr. Birnbaum said, has very different computing requirements from an Internet company. But the similarity is that Merrill Lynch has large computing needs, and must add capacity flexibly and efficiently. 'I have my own cloud, if you will,' he said. Cloud data centers typically require stripped-down servers, tailored for specific computing tasks. So the big computer makers cannot sell their off-the-shelf servers in this market. 'It's a completely different engineering model for I.B.M. to make these low-cost, highly scalable servers,' said Joe Clabby, an independent analyst in Yarmouth, Me."

Cloud computing has clearly moved off the drawing board and into the market. In the age of information, cloud computing will fill a niche that was created by the Web. As its benefits become more obvious, other industries may determine they too have a need for a cloud of their own. Cloud computing is unlikely to be the last computing niche that emerges. When computers filling entire rooms were first introduced, people couldn't imagine that computers would ever prove useful to home users or individual businessmen. As we find ways to use information more effectively, manufacturers will also find ways to improve how that information is delivered.

Book Publishing and the Web

It seems there is an aspiring author in all of us just yearning to be set free. The World Wide Web and the emergence of Web logs (which quickly became known as blogs) demonstrated how many people believe they have something that needs to be read. The Web, however, has not killed print media. People are still reading newspapers, magazines, and books (even though most of them can also be found on the Web). Two articles, one from the New York Times and the other from the Washington Post, relate how people have used the benefits of the Web to create traditional print books. The first article talks about a man who claims to be the world's most published author ["He Wrote 200,000 Books (but Computers Did Some of the Work)," by Noam Cohen, New York Times, 14 April 2008].

"It's not easy to write a book. First you have to pick a title. And then there is the table of contents. If you want the book to be categorized, either by a bookseller or a library, it has to be assigned a unique numerical code, like an ISBN, for International Standard Book Number. There have to be proper margins. Finally, there's the back cover. Oh, and there is all that stuff in the middle, too. The writing. Philip M. Parker seems to have licked that problem. Mr. Parker has generated more than 200,000 books, as an advanced search on Amazon.com under his publishing company shows, making him, in his own words, 'the most published author in the history of the planet.' And he makes money doing it."

You might not have heard of any of his books. Cohen points out that they have names like: The Official Patient’s Sourcebook on Acne Rosacea; Stickler Syndrome: A Bibliography and Dictionary for Physicians, Patients and Genome Researchers; and The 2007-2012 Outlook for Tufted Washable Scatter Rugs, Bathmats and Sets That Measure 6-Feet by 9-Feet or Smaller in India. Most of those titles, according to Cohen, sell for around $30, but the last book sells for a whopping $495 for 144 pages. Clearly, Parker is not an expert in such diverse fields -- so how does he do it?

"These are not conventional books, and it is perhaps more accurate to call Mr. Parker a compiler than an author. Mr. Parker, who is also the chaired professor of management science at Insead (a business school with campuses in Fontainebleau, France, and Singapore), has developed computer algorithms that collect publicly available information on a subject — broad or obscure — and, aided by his 60 to 70 computers and six or seven programmers, he turns the results into books in a range of genres, many of them in the range of 150 pages and printed only when a customer buys one. If this sounds like cheating to the layman's ear, it does not to Mr. Parker, who holds some provocative — and apparently profitable — ideas on what constitutes a book. While the most popular of his books may sell hundreds of copies, he said, many have sales in the dozens, often to medical libraries collecting nearly everything he produces."

Parker plans on getting more involved in popular literature. According to Cohen, Parker is working on generating "crossword puzzles, rudimentary poetry and even ... scripts for animated game shows." He is also working on algorithms that can write romance novels. Ah, what light in yonder computer screen breaks? Actually "writing" a novel will be quite an advance on what Parker has produced to date. His "books" are apparently pretty bad reading and fairly shallow in content.

"Perusing a work like the outlook for bathmat sales in India, a reader would be hard pressed to find an actual sentence that was 'written' by the computer. If you were to open a book, you would find a title page, a detailed table of contents, and many, many pages of graphics with introductory boilerplate that is adjusted for the content and genre."

The article points out that if you are good at surfing the Web, the books would be useless to you. That doesn't mean Parker's "books" aren't innovative. Like most innovators, Parker developed his publishing process because he was dissatisfied with the scut work required in research.

"It is the idea of automating difficult or boring work that led Mr. Parker to become involved. Comparing himself to a distant disciple of Henry Ford, he said he was 'deconstructing the process of getting books into people's hands; every single step we could think of, we automated.' He added: 'My goal isn't to have the computer write sentences, but to do the repetitive tasks that are too costly to do otherwise.' In an interview from his home in San Diego and his offices nearby, Mr. Parker described his motivation as providing content that the marketplace has otherwise neglected for lack of an audience. That can mean a relatively obscure language is involved, or a relatively obscure disease or a relatively obscure product."

You can now understand why I was interested in his "method." My company, Enterra Solutions, uses a similar method to identify policies, laws, and regulations with which businesses must comply. We extract the rules from those documents and, using algorithms, automate them into business processes -- thus, saving time and money while reducing human errors. Cohen concluded his article by noting that artificial intelligence "authors" are a long way from producing what the general public would consider real literature.

That brings me to the second article which focuses on how human authors use the Web to produce books ["Bethesda Start-Up Makes Writing a Little Less Lonely," by Kim Hart, Washington Post, 14 April 2008].

"On the Web, everyone can be a published author. Amateur and professional writers alike have found voices in blogs and social-networking profiles, bypassing the cut-throat competition of old-line publishing. Now a Bethesda [Maryland] start-up is trying to leverage that community of would-be authors to help write books, or at least improve them. WEbook ... invites writers, editors, topic experts and anyone else who has something to say to put their virtual pens together to work on literary projects. If the finished works get high marks from the site's members, WEbook publishes hard copies and sells them through online booksellers such as Amazon.com and retail stores including Barnes & Noble. Some books can also be read via mobile phones or in e-book format."

The philosophy behind WEbook is that any written work will benefit from early comments by others. They also wanted to provide authors, who often slave alone over a computer keyboard, manual typewriter, or pad of paper to produce their literary works, a more social setting in which to be creative. According to Hart, WEbook's first novel will be a 58-chapter thriller titled Pandora, which was written by 17 people.

"By adopting the growing crowd-sourcing model, which aims to tap into the wisdom of a wide range of people, and the collaborative style of Wikipedia entries, WEbook hopes to help frustrated writers realize their potential. 'The idea is that a book would turn out better if the author could get fast, early feedback during the writing process,' said WEbook President Sue Heilbronner, a former lawyer whose pent-up creative ambitions drove her to the entrepreneurial world."

The reading public will be the ultimate arbiters of whether the literary efforts created using the WEbook methodology are any good; but I suspect Heilbronner's instincts are correct that they will be better than they would have been as a result of early feedback. One of the reasons I suspect this will be true is that WEbook is hoping to get subject matter experts to weigh in whenever such expertise will add authenticity to books written by authors who may not be intimately familiar with the inner workings of organizations like the CIA or the New York City Police Department. It will take a few years to judge the success of WEbook; but one thing I can promise, the books will be more interesting to read than those produced by Parker's algorithms.

Malicious Software Continues to Grow

It has been a while since I posted a blog about malicious software. A recent Washington Post article, however, caught my eye ["Firms Struggle Against Web Viruses," by Brian Krebs, 20 March 2008]. The statistics it provided are staggering.

"The number of malicious software programs vying to take up residence on unsuspecting computer users' hard drives has quadrupled in the past two years, according to security experts."

A quadrupling of malicious programs wouldn't be so disturbing if they had gone from 2 programs to 8, but as every computer user knows, there have been hundreds of thousands of worms, viruses, and Trojan horses created in the past.

The growth has set off alarms at security firms, which say that identifying viruses has become more time-consuming and expensive.

"About 5.5 million malicious software programs were unleashed on the Web last year, according to AV Test Labs, a German company that measures how quickly and accurately antivirus products detect malicious software, also known as malware. That number has increased by four times since 2006 and by at least 15 times since 2005, according to the company. In the first two months of 2008, AV Test found more than 1 million samples of malware spreading online. 'Back in 1990 we were seeing a handful of new viruses each week,' said David Perry, global director of education for Trend Micro, an antivirus company in Japan. 'Now, we're having to analyze between 2,000 and 3,000 new viruses per hour.' Much of the malware harvests financial and personal data, which is sold to groups that turn the information into cash through identity fraud. Cyber criminals also use infected machines to anonymously attack others, relay junk e-mail or host fraudulent Web sites advertised through spam."

The biggest difference between today's viruses and those in the past is the motivation behind those creating them. When viruses were first introduced, they were intended to crash computers, wipe-out data, and cause all sorts of mischief. People knew they were infected because bad things happened. Today's viruses are meant to be undetected. Their creators work hard to ensure that host computers continue to run without interruption or interference so that they can remain zombies.

"The proliferation of viruses and other malware has forced the antivirus industry to change how it writes software and to make its products far more powerful and sophisticated. The challenge, security experts say, is that criminal groups responsible for manufacturing most of the malicious software are investing profits in research and recruiting talented computer programmers. A special emphasis is placed on creating malware that exists peacefully with infected computer systems, doing its work quietly in the background. 'A lot of these shops are now hiring professionals and doing quality assurance work, things that generally make the job of the antivirus researcher that much harder,' said Randy Abrams, director of technical education at ESET, an antivirus company in Slovakia. Malware writers are increasingly taking steps to ensure that computers infected with their creations stay infected, according to security researchers. In the past, no matter how quickly an antivirus product shipped updates to detect the most recent malware, most antivirus software would eventually sound the alarm if a virus managed to slip past its initial defenses. But more of today's cyber criminals are continuously updating the malware they have managed to install on victims' computers, replacing older malicious files with new ones to keep them hidden."

The article concludes with a caution that once infected the only remedy may be completely reinstalling the operating system from scratch.

"For many users, some of the most tenacious intruders cannot easily be removed without reinstalling operating systems. Reinstalling isn't such a huge hassle for business, which tend to keep user-generated data files in separate digital storage. 'A lot of today's infections are extremely difficult for the average user to remove completely," said Don Jackson, senior security researcher for SecureWorks, an Atlanta security firm. 'You can see the evidence of that by number of people desperately posting to various security self-help sites.' Experts say PC users shouldn't depend on antivirus software to save them from risky online behavior, such as clicking on Web links in unsolicited e-mail and instant messages. Rather, they say, antivirus should be part of a layered security approach that includes using a firewall to keep out unwanted Internet traffic and applying software updates for Microsoft Windows and third-party software -- particularly popular programs used to display documents or play audio and video files."

Ever vigilant -- that should be the motto of anyone who surfs the net or uses email. As president and CEO of a growing business, I know how much effort my IT team puts into trying to protect our network from malware. Like most IT staffs, they continually plead with employees not to do dumb things on-line. With 3000 new viruses an hour coming your way, even vigilance may not be enough.

IBM's Big IT Bets

The sheer size of IBM means that people take notice of how it's positioning itself for the future. One of the places they look for clues is IBM Research -- the company's R&D division. According to an article in BusinessWeek, IBM Research is making some pretty big bets on the future ["Big Blue Goes for The Big Win," by Steve Hamm, 10 March 2008 print edition]. The story focuses on the agenda John E. Kelly III, the director of IBM Research, is pursuing.

"Kelly, a 27-year IBM veteran who took over as research director in July [2007], is planning surprisingly dramatic changes. 'We have to do bolder things, bigger things,' he says, speaking about his plans publicly for the first time. 'If we don't fail a third of the time, we're not stretching enough. On the other hand, when we win, we need to win big.'"

At least Kelly has the correct philosophy for someone involved in R&D. Fear of failure has no place in research lab. So what do these bold plans involve?

"For starters, he's focusing on four top research priorities, rather than spreading investments too thin. The four bets are enormous, though. Each of the projects will get $100 million over the next two to three years, in hopes of generating at least $1 billion, each, in new revenue. The projects: inventing a successor to today's semiconductor, designing computers that process data much more efficiently, using math to solve complex business problems, and building massive clusters of computers that operate like a single machine—an approach called 'cloud' computing. Central to the effort will be even more emphasis on basic scientific research, such as physics, chemistry, and math."

None of these "big bets" are really surprising. IBM has historically sought the next big thing in computer design. It just hasn't always been successful at guessing what that would be. For example, they completely missed the mark when it came to personal computers. I think most people understand what each of these areas involves, perhaps with the exception of cloud computing. I've written a couple of posts on cloud computing you may find helpful [The Coming Age of Cloud Computing and The AIR is getting Blurry with Clouds -- Computing that is]. In pursuing his objectives, Kelly is also reaching out to others.

"The other major change Kelly has in the works is overhauling the way IBM does research. Today the tech giant has eight research facilities with 3,200 scientists, and it hasn't opened a new one in a decade. Kelly foresees creating dozens of new joint ventures for research, which he calls 'collaboratories,' with countries, companies, and independent research outfits. One venture with Saudi Arabia, focusing on nanotechnology, was unveiled on Feb. 26 [2008]. Kelly believes IBM needs to leverage its resources and learn from others. 'The nature of research itself is changing,' he says. 'Great ideas are springing up everywhere, and we need to shift from focusing on large brick-and-mortar operations to having a much more collaborative outreach program.' He'll try to do all this without a sharp increase in spending. IBM doesn't break out its research budget, but Kelly says it will rise at the rate of IBM's revenues, in the single digits. The company spends more than $6 billion a year overall on research and development of new products."

Kelly's attitude toward research is sensible. We live in an age of collaboration that is undergird by enormous amounts of data and the rapid creation of new knowledge. Collaboration, however, doesn't mean that competition has died.

"Kelly knows IBM can't be complacent. Both Microsoft and Google are investing heavily in research. For the first time, Microsoft broke the top 10 for U.S. patent awards last year, coming in at No.6. 'It's a race,' says Kelly. 'While others are trying to emulate us, we're going to skate ahead.'"

Kelly's R&D roots, Hamm notes, run deep -- as does his collaborative approach.

"Kelly, the seventh director since IBM established its labs in 1945, has research in his blood. His father worked as a technician at General Electric's lab in Niskayuna, N.Y., where Kelly would visit regularly as a boy and watch him work with vacuum tubes. Kelly got a PhD in materials engineering at Rensselaer Polytechnic Institute, just outside of Albany. At IBM, he ran one of the major research departments, in between stints in the chip division.  His collaborative research strategy emerged out of a dire situation he faced in 2003 as head of IBM's chip business. The company was suffering huge financial losses as the costs of keeping up with the latest technology were soaring. Kelly took a gamble and set up research alliances with a handful of partners, including Sony Electronics and Advanced Micro Devices, to share expenses and brainpower. The approach eventually paid off, as IBM's chip business returned to profitability and remained on the cutting edge of technology. 'This is a smart strategy,' says [Tim Studt, editor-in-chief of R&D Magazine]. 'You can't be the leader all by yourself anymore. The technology is just too complicated and expensive.' The just-unveiled deal with Saudi Arabia is an example of where Kelly is headed. The two sides plan to develop technologies for solar energy and water desalinization. The Saudis chose IBM because of its expertise. IBM scientists won a Nobel Prize in 1986 for nanotech breakthroughs, and they're leaders in developing new nanotech materials."

Although solar energy and water desalinization seem far afield from the four research areas on which Kelly wants to focus, he doesn't believe they are.

"Kelly expects the basic research that IBM does with partners to feed back into its own four high-priority projects. Nanotechnology, for instance, will be critical to inventing the successor to today's chips. Performance improvements have been slowing down in the current chip technology, and scientists expect chips of the future to be made with tiny switches built with individual atoms. As part of its effort, IBM announced on Feb. 22 [2008] that it had calculated how much force it takes to move a single atom. 'If they can come up with a true, game-changing technology, they'll have a clear first-mover advantage and a huge business benefit,' says Charles M. Vest, president of the National Academy of Engineering. Another major research initiative with a big potential payoff is IBM's new computer reengineering project. IBM was at the forefront of redesigning microprocessors, the brains of computers, to include multiple parts, or cores, on a single piece of silicon. That makes it possible for the processors to run at lower power, with less heat. Now the company is designing chips with specialized cores that perform certain kinds of calculations more efficiently, plus software to take advantage of the new processing power. If the project works, it will help IBM strengthen its lead in high-margin server computers."

In a previous post [A New Form of Data Storage], I also noted that IBM is looking for breakthroughs in data storage. Hamm concludes the article with a quote from Kelly that demonstrates his entrepreneurial spirit. He claims to thrive in an environment that requires big risks, but promises big payoffs. That sums up the spirit of most entrepreneurs and it is what separates them from other business people.

Technology and Developing Countries

Since the computing age began in earnest starting in the mid-1980s, there has been talk about a digital divide between developed and developing countries. In recent years, pundits have been surprised how quickly developing countries have adopted technology (such as the cell phone) despite the fact that many of their economies have faltered. An article in The Economist indicates that technology adoption might be broad, but it isn't deep ["Of internet cafes and power cuts," 9 February 2008].

"Within a few months China will overtake America as the country with the world's largest number of internet users. Even when you factor in China's size and its astonishing rate of GDP growth, this will be a remarkable achievement for what remains a poor economy. For the past three years China has also been the world's largest exporter of information and communications technology (ICT). It already has the same number of mobile-phone users (500m) as the whole of Europe. China is by no means the only emerging economy in which new technology is being eagerly embraced. In frenetic Mumbai, everyone seems to be jabbering non-stop on their mobile phones: according to India's telecoms regulator, half of all urban dwellers have mobile- or fixed-telephone subscriptions and the number is growing by 8m a month. The India of internet cafés and internet tycoons produces more engineering graduates than America, makes software for racing cars and jet engines and is one of the top four pharmaceutical producers in the world. In a different manifestation of technological progress, the country's largest private enterprise, Tata, recently unveiled the 'one lakh car'; priced at the equivalent of $2,500, it is the world's cheapest. Meanwhile, in Africa, people who live in mud huts use mobile phones to pay bills or to check fish prices and find the best market for their catch. Yet this picture of emerging-market technarcadia is belied by parallel accounts of misery and incompetence. Last year ants ate the hard drive of a photographer in Thailand. [Earlier this year] internet usage from Cairo to Kolkata was disrupted after something—probably an earthquake—sliced through two undersea cables. Personal computers have spread slowly in most emerging economies: three-quarters of low-income countries have fewer than 15 PCs per 1,000 people—and many of those computers are gathering dust."

The article points out that most of the evidence for and against the value of technology in developing countries has been anecdotal; but that evidence is now being supplemented by a World Bank Study.

"The bank has drawn up indices based on the usual array of numbers: computers and mobile phones per head, patents and scientific papers published; imports of high-tech and capital goods. In addition, it uses things such as the number of hours of electricity per day and airline take-offs to capture the absorption of 19th- and 20th-century technologies. It tops this off with measures of educational standards and financial structure, which show whether technology companies can get qualified workers and enough capital. The results, laid out last month in the bank's annual Global Economic Prospects report, measure technological progress in its broadest sense: as the spread of ideas, techniques and new forms of business organisation."

These measures fit neatly into the Development-in-a-Box™ framework I've been pushing. What the World Bank is measuring is not only the presence of technology but whether nor not it achieves what is hoped -- that it will connect a country's economy to the global marketplace.

"Technology so defined is fundamental to economic advance. Without it, growth would be limited to the contributions of increases in the size of the labour force and the capital stock. With it, labour and capital can be used and combined far more effectively. So it is good news that the bank finds that the use of modern technology in emerging economies is coming on in leaps and bounds."

The assertion that "modern technology in emerging economies is coming on in leaps and bounds" is good news. It backs up recent assertions that the digital divide may be closing faster than pundits thought it would. The assertion is backed up by the World Bank's data.

"Between the early 1990s and the early 2000s, the index that summarises the indicators rose by 160% in poor countries (with incomes per person of less than about $900 a year at current exchange rates) and by 100% in middle-income ones ($900-11,000). The index went up by only 77% in industrialised countries (with average incomes above $11,000), where technology was more advanced to start with. Poor and middle-income nations, the bank concludes, are catching up with the West."

The report also confirms what I have been preaching about the benefits of globalization for developing countries -- a country progresses faster when its connectivity with the outside world increases.

"The main channels through which technology is diffused in emerging economies are foreign trade (buying equipment and new ideas directly); foreign investment (having foreign firms bring them to you); and emigrants in the West, who keep families and firms in their countries of origin abreast of new ideas. All are going great guns."

The article goes on to look at each of the principal flows of globalization -- resources, capital, and people -- separately. It begins with trade -- the flow of resources and goods.

"In the past ten years the ratio of poor countries' imports of high-tech products to their GDPs has risen by more than 50%. The ratio in middle-income countries has increased by over 70%. Capital goods (mainly industrial machinery) often embody new technology, and imports of these have increased faster in middle-income countries than in rich ones. The gain in high-tech exports has been more striking still: emerging economies' share of global trade in such goods rose by 140% between the mid-1990s and the mid-2000s. Some of the world's fastest-growing multinationals have sprung from such countries. These include Brazil's Petrobras, owner of some of the world's best deep-sea oil-drilling technology, and Mittal, a company of Indian origin that is now the world's largest steelmaker."

The article then turns to the flow of capital -- mostly in terms of foreign direct investment. As I have pointed out in the past, FDI is much more important for a developing country than foreign aid.

"Relative to GDP, inflows of foreign direct investment to developing economies have increased sevenfold since the 1980s. In some countries, such as Hungary and Brazil, foreign firms account for half or more of all R&D spending by companies. This has had dramatic demonstration effects. Local French-language call centres in Morocco and Tunisia got going only after French operators began outsourcing to the Maghreb. A quarter of Czech managers said they learned about new technologies by watching foreign companies in the Czech Republic."

Finally, it discusses the flow of people. The movement of people -- through emigration -- is probably the most controversial of globalization's flows, but for spreading technology it is a critical flow.

"Emigrants are arguably the most important source of new ideas and capital. Granted, emigration can be costly: computer engineers, scientists and doctors, trained at public expense at home, go to work abroad. But money and skills flow back. Nearly half the $40 billion-worth of foreign direct investment in China in 2000 came from Chinese abroad. Remittances have doubled in the past ten years and now account for roughly 2% of developing countries'GDPs—more than foreign aid. An émigré banker returned to set up Bangladesh's Grameenphone banking network last year; it now has 15m customers. Bata, a Czech shoemaker, has been saved twice by foreign connections. Facing bankruptcy in the early 1900s, Tomas Bata went to America to learn about mass production. He came back and established branches from India to Poland. After the second world war his son fled to Canada to escape the communists. He returned in 1989 and used late-20th-century know-how to expand in eastern Europe and open factories in China and India."

While all of this seems to bode well for developing countries, the World Bank report does throw a bit of a pall over this rosy picture. It reports that much technology is concentrated in urban and wealthier areas, leaving rural and poor areas still on the far side of the digital divide.

"The upshot is that technology is spreading to emerging markets faster than it has ever done anywhere. The World Bank looked at how much time elapsed between the invention of something and its widespread adoption (defined as when 80% of countries that use a technology first report it; see chart 1). For 19th-century technologies the gap was long: 120 years for trains and open-hearth steel furnaces, 100 years for the telephone. For aviation and radio, invented in the early 20th century, the lag was 60 years. But for the PC and CAT scans the gap was around 20 years and for mobile phones just 16. In most countries, most technologies are available in some degree. But the degree varies widely. In almost all industrialised countries, once a technology is adopted it goes on to achieve mass-market scale, reaching 25% of the market for that particular device. Usually it hits 50%. In the World Bank's (admittedly incomplete) database, there are 28 examples of a new technology reaching 5% of the market in a rich country; of those, 23 went on to achieve over 50%. In other words, if something gets a foothold in a rich country, it usually spreads widely. In emerging markets this is not necessarily so. The bank has 67 examples of a technology reaching 5% of the market in developing countries—but only six went on to capture half the national market. Where it did catch on, it usually spread as quickly as in the West. But the more striking finding is that the spread was so rare. Developing countries have been good at getting access to technology—and much less good at putting it to widespread use. As a result, technology use in developing countries is highly concentrated. Almost three-quarters of China's high-tech trade comes from just four regions on the coast. More than two-thirds of the stock of foreign investment in Russia in 2000 was in Moscow and its surroundings. Whereas half of India's city-dwellers have telephones, little more than one-twentieth of people in the countryside do."

Another interesting conclusion of the study, as implied from the above data, is that there is more than one digital divide. There is the divide between developing and developed countries and the divide between regions within a country and, according to their data, some big differences even between emerging market countries.

"For example, China imports and exports far more high-tech goods than India does and its exports are as technologically advanced as a country three times as rich. India and Bangladesh are neighbours with comparable levels of GDP per head. But electricity losses in India are about 30% of output; in Bangladesh, they are below 10%. And although Africa as a whole has low levels of mobile-phone use, in six countries (Botswana, Gabon, Mauritius, the Seychelles, Sierra Leone and South Africa) more than 30% of the population uses them."

The Economist goes on to report that technology optimists believe that "technological diffusion" -- the wide spread of technology throughout a country -- will take care of itself once a technology gains a toehold in a country. The pessimists, however, doubt there is reason to believe that technological diffusion will occur so naturally.

"The evidence from successful emerging markets is that if they absorb a new technology they usually do so fairly quickly. The corollary is that if a technology is not diffused promptly, it may at best be diffused only slowly and incompletely. Judging by the World Bank's index, that is what seems to be happening in some places. As a general rule, technological achievement rises fastest in poor and middle-income countries and then levels off as these countries approach Western living standards. But ... Latin America and Europe [demonstrate the case being made]. Eastern Europe is following the path taken by America and western Europe a few years before. But in Latin America the slope flattens at lower levels than elsewhere. The region has less installed bandwidth and fewer broadband subscribers than poorer East Asia, and not many more internet users or PCs. High-tech exports account for less than 7% of the total in Argentina and Colombia, against one-third in East Asia. In Chile and Brazil less than 2% of the business workforce is in ICT. This relative technophobia probably reflects years of inward-looking economic policies, import substitution and disappointing education systems. Here, slow technological dispersal may not be just the result of a time lag. It may be evidence of more fundamental problems."

The fundamental problems the article refers to include many of the pre-requisites for development I have harped on in the past -- infrastructure (particularly, access to electric power), good governance, good education, and good health).

"Broadly, two sets of obstacles stand in the way of technological progress in emerging economies. The first is their technological inheritance. Most advances are based on the labours of previous generations: you need electricity to run computers and reliable communications for modern health care, for instance. So countries that failed to adopt old technologies are at a disadvantage when it comes to new ones. Mobile phones, which require no wires, are a prominent exception. The adoption of older technologies varies widely among countries at apparently similar stages of development. Soviet central planners loved to build electricity lines everywhere; the result is that ex-communist countries enjoy near-universal access to electricity (an extremely rare example of a beneficial legacy from communism). Latin American countries had no such background and as a result consume only about half as much electricity per person as eastern Europe and central Asia. This partly explains the patchiness in countries' technological achievements overall. Call centres in Kenya, for example, pay more than ten times as much per unit of bandwidth as do rivals in India, because India's fibre-optic cable system is far better and cheaper. So sometimes you cannot leapfrog. As countries get richer, older technology constraints do not always fall away. It depends in part on how governments organise basic infrastructure like transport and communications. The other set of problems has to do with the intangible things that affect a country's capacity to absorb technology: education; R&D; financial systems; the quality of government. In general, developing countries' educational levels have soared in the past decade or so. Middle-income countries have achieved universal primary-school enrolment and poor countries have increased the number of children completing primary school dramatically. Even so, illiteracy still bedevils some middle-income countries and many poor ones."

We created Development-in-a-Box to help emerging market companies address shortfalls in these areas using international standards and best practices so that they wouldn't have to waste precious resources "reinventing the wheel" locally. A concomitant benefit is that the implementation of such standards gains a level of trust in processes that would otherwise take years, perhaps decades, to achieve. The article concludes that, despite the mixed picture it paints, there is no reason to be gloomy about technology and developing countries. They base their hope, in part, on the rising generation of youth around the world who are much more attuned to the opportunities that technology offers than were their parents and grandparents. As an optimist, I agree that the future is mostly bright. It remains dark only where oppressive and corrupt leaders choose to keep their countries disconnected. In a future post, I'll address another aspect of technology in developing countries -- the need for basic infrastructure on which to build.

The AIR is getting Blurry with Clouds -- Computing that is

In an earlier post [The Coming Age of Cloud Computing], I focused on an article that described how a collaboration between IBM and Google aimed at teaching graduate students more about cloud computing came into being. Cloud computing is likely to take another leap forward as Adobe floods the World-Wide Web with a new application it calls AIR ["Adobe Blurs Line Between PC and Web," by John Markoff, New York Times, 25 February 2008]. Like the article discussed in my previous post, part of Markoff's article provides the story behind the headlines.

"On sabbatical in 2001 from Macromedia, Kevin Lynch, a software developer, was frustrated that he could not get to his Web data when he was off the Internet and annoyed that he could not get to his PC data when he was traveling. Why couldn't he have access to all his information, like movie schedules and word processing documents, in one place?"

Lynch asked a good question. In my past discussions about innovators, I have stressed that good answers almost always begin with good questions. Innovators are curious people. They were probably irritating little children constantly asking the people around them "why?" The difference between innovators and the mere curious, however, is that innovators go beyond asking the question and apply their genius toward finding a solution that satisfies them. That pretty well describes Kevin Lynch and what he did.

"He hit upon an idea that he called 'Kevincloud' and mocked up a quick demonstration of the idea for executives at Macromedia, a software development tools company. It took data stored on the Internet and used it interchangeably with information on a PC's hard drive. Kevincloud also blurred the line between Internet and PC applications. Seven years later, his brainchild is about to come into focus on millions of PCs. On Monday, Mr. Lynch, who was recently named the chief technology officer at Adobe Systems, which bought Macromedia in 2005, will release the official version of AIR, a software development system that will power potentially tens of thousands of applications that merge the Internet and the PC, as well as blur the distinctions between PCs and new computing devices like smartphones."

Adobe, which is one of Enterra Solutions' technology partners, made one of history's greatest acquisitions when it bought Macromedia and its Flash software.

"Adobe sees AIR as a major advance that builds on its Flash multimedia software. Flash is the engine behind Web animations, e-commerce sites and many streaming videos. It is, the company says, the most ubiquitous software on earth, residing on almost all Internet-connected personal computers."

If Adobe has its way, AIR will become just as ubiquitous.

"But most people may never know AIR is there. Applications will look and run the same whether the user is at his desk or his portable computer, and soon when using a mobile device or at an Internet kiosk. Applications will increasingly be built with routine access to all the Web's information, and a user’s files will be accessible whether at home or traveling. AIR is intended to help software developers create applications that exist in part on a user’s PC or smartphone and in part on servers reachable through the Internet. To computer users, the applications will look like any others on their device, represented by an icon. The AIR applications can mimic the functions of a Web browser but do not require a Web browser to run. The first commercial release of AIR [took] place on [25 February], but dozens of applications have been built around a test or beta version."

In order for AIR to gain the same acceptance as Flash, two things have to happen. Programs that use AIR must be developed (i.e., programs that people are willing to use) and people are going to have to feel secure that their information is safeguarded when using such programs. Those are two fairly large hurdles; although a number of programs have already been developed.

"EBay offers an AIR-based application called eBay Desktop that gives its customers the power to buy wherever they are. Adobe uses AIR for Buzzword, an online word processing program. At [the 25 February] introduction event in San Francisco, new hybrid applications from companies including Salesforce, FedEx, eBay, Nickelodeon, Nasdaq, AOL and The New York Times Company [were] demonstrated. Like Adobe’s Flash software, AIR will be given away. The company makes its money selling software development kits to programmers. Mr. Lynch and a rapidly growing number of industry executives and technologists believe that the model represents the future of computing."

If pundits are correct and this does represent the future of computing, you would think that Adobe wouldn't be alone on the playing field -- and you'd be correct.

"Adobe faces stiff competition from a number of big and small companies with the same idea. Many small developers like OpenLazlo and Xcerion are creating 'Web-top' or 'Web operating systems' intended to move applications and data off the PC desktop and into the Internet through the Web browser. Mozilla, the developer of the Firefox Web browser, has created a system known as Prism. Sun Microsystems introduced JavaFX this year, which is also aimed at blurring the Web-desktop line. Google is testing a system called Gears, which is intended to allow some Web services to work on computers that are not connected to the Internet. Finally, there is Microsoft. It is pushing its competitor to Flash, called Silverlight. Three years ago, Microsoft hired one of Mr. Lynch's crucial software developers at Macromedia, Brad Becker, to help create it. Mr. Becker was a leading designer of the Flash programming language."

The movement to cloud computing will also get a boost as hardware designers and manufacturers join in. The first step in that sector is also about to take place.

"The move away from PC-based applications is likely to get a significant jump start in the coming weeks when Intel introduces its low-cost 'Netbook' computer strategy, which is intended to unleash a new wave of inexpensive wireless connected mobile computers. The new machines will have a relatively small amount of solid state disk storage capacity and will increasingly rely on data stored on Internet servers. ... The blurring of Web and desktop applications and PC and phone applications is further encouraged by the cellphone industry’s race to catch up with Apple's iPhone. The industry is focusing on smartphones, or what Sanjay K. Jha, the chief operating officer of Qualcomm, calls 'pocketable computing.' 'We need to deliver an experience that is like the PC desktop,' he said. 'At the same time, people are used to the Internet and you can’t shortchange them.' Much software will have to be rewritten for the new devices, in what Mr. Lynch said is the most significant change for the software industry since the introduction in the 1980s of software that can be run through clicking icons rather than typing in codes."

If you like to watch big corporate battles, the coming war ought to be a beauty -- much like the one we just watched unfold between Sony and Toshiba over high definition disc formats only bigger.

"This upheaval pits the world's largest software developer groups against one another in a battle for the new hybrid software applications. Industry analysts say there are now about 1.2 billion Internet-connected personal computers. Market researchers peg the number of smartphones sold in 2007 at 123 million, but that market is growing rapidly. The battle will largely pit Microsoft's 2.2 million .Net software developers against the more than one million Adobe Flash developers, who have until now developed principally for the Web, as well as a vast number of other Web-oriented designers who use open-source software development tools that are referred to as AJAX. Microsoft executives said they thought the company would have an advantage because Silverlight has a more sophisticated security model."

Markoff reports that battles to date have been fairly low key, but that they are sure to heat up as cloud computing catches on and other developers enter the fray. I suspect that the potential savings promised by cloud computing (through the use of thin clients) and its phenomenal access to data will be offset by continued security concerns. As one Microsoft executive noted in the article, they learned that lesson the hard way.

Virtual Worlds Becoming All Too Real

I have written a post or two about the virtual worlds such as World of Warcraft and Second Life [see Connecting America & China and "Virtually" No Escape]. Second Life has certainly lived up to its name. It has spawned communities, businesses, economies, advertising, and now, even a criminal element ["Spies' Battleground Turns Virtual," by Robert O'Harrow, Jr., Washington Post, 6 February 2008].

"U.S. intelligence officials are cautioning that popular Internet services that enable computer users to adopt cartoon-like personas in three-dimensional online spaces also are creating security vulnerabilities by opening novel ways for terrorists and criminals to move money, organize and conduct corporate espionage. Over the last few years, 'virtual worlds' such as Second Life and other role-playing games have become home to millions of computer-generated personas known as avatars. By directing their avatars, people can take on alternate personalities, socialize, explore and earn and spend money across uncharted online landscapes. Nascent economies have sprung to life in these 3-D worlds, complete with currency, banks and shopping malls. Corporations and government agencies have opened animated virtual offices, and a growing number of organizations hold meetings where avatars gather and converse in newly minted conference centers. Intelligence officials who have examined these systems say they're convinced that the qualities that many computer users find so attractive about virtual worlds -- including anonymity, global access and the expanded ability to make financial transfers outside normal channels -- have turned them into seedbeds for transnational threats."

This should be a concern for both the benign user and the virtual world provider. Wherever crime breeds you can bet that government involvement isn't far behind -- and that is generally not a good thing for cyber activities.

"'The virtual world is the next great frontier and in some respects is still very much a Wild West environment,' a recent paper by the government's new Intelligence Advanced Research Projects Activity said. 'Unfortunately, what started out as a benign environment where people would congregate to share information or explore fantasy worlds is now offering the opportunity for religious/political extremists to recruit, rehearse, transfer money, and ultimately engage in information warfare or worse with impunity.' The government's growing concern seems likely to make virtual worlds the next battlefield in the struggle over the proper limits on the government's quest to improve security through data collection and analysis and the surveillance of commercial computer systems."

If O'Harrow is right, real battles could be fought in these virtual spaces.

"Virtual worlds could also become an actual battlefield. The intelligence community has begun contemplating how to use Second Life and other such communities as platforms for cyber weapons that could be used against terrorists or enemies, intelligence officials said. One analyst suggested beginning tests with so-called teams of cyber warfare experts. The IARPA paper concurred: 'What additional things are possible in the virtual world that cannot be done in the real world? The [intelligence community] needs to "red team" some possible scenarios of use.' The CIA has created a few virtual islands for internal use, such as training and unclassified meetings, government officials said. Some veterans of privacy debates said they believe that law enforcement and national security authorities are preparing to make a move, through coercion or new laws, to gain access to the giant computer servers where virtual worlds reside. Jim Dempsey, policy director at the Center for Democracy and Technology, a nonpartisan group that monitors privacy issues, said he heard the same worries from the government when cell phones became popular in the 1980s and again when mainstream American logged on to the Internet in the 1990s. Dempsey said the national security fears are overblown, in part because the country already has legal and technical mechanisms in place to give the government access to digital records it needs."

Red teaming is always a good idea for national security and citizens expect their governments to do everything possible (within legal and ethical limits) to protect them. Monitoring these virtual spaces, however, generates the same tensions between security and civil liberties that have been raised in other telecommunications area. The intelligence community's concerns go beyond civil liberty issues; they are concerned that even allowable monitoring efforts are going to be difficult because of how these virtual worlds operate and the expected number people using them in the future.

"Questions about the impact of innovations in communications technology are nothing new. Criminals, terrorists and others have used Web sites for more than a decade to recruit, operate scams and trade pornography. Law enforcement and intelligence authorities responded to new technologies by repeatedly seeking out new surveillance authorities. Intelligence officials said, however, that the spread of virtual worlds has created additional challenges because commercial services do not keep records of communication among avatars. Because of the nature of the systems, the companies also have almost no way of monitoring the creation and use of virtual buildings and training centers, some of them protected by nearly unbreakable passwords. 'Virtual environments provide many opportunities to exchange messages in the clear without drawing unnecessary attention,' the IARPA paper said. 'Additionally, there are many private channels that can be employed to exchange secret messages.' And there are the numbers. Some marketers and technology observers are predicting explosive growth in the use of virtual worlds in coming years. As more people create avatars, it will become harder to identify bad guys, intelligence officials said. As in the real world, one of the central difficulties is establishing the identity of individuals."

The next step, according some of those creating virtual worlds, is to make it possible for avatars to travel from one virtual world to another.

"One such world, called HiPiHi, is being created in China. HiPiHi founders said they want to create ways for avatars to be able to travel freely between its virtual world, Second Life and other systems -- a development that intelligence officials say make it doubly hard to track down the identity of avatars. In promotional material, HiPiHi officials said that they believe that virtual worlds 'are the next phase of the Internet.'"

That makes me wonder whether the creators of virtual worlds will get caught up in debates about illegal immigration! Virtual visas may be coming. Creators of virtual worlds are trying to ensure intelligence and law enforcement officials that they need not worry about activity that takes place there.

"The popularity of virtual worlds has grown despite the technology being in an early stage of development. The systems don't work well on older computers or those with relatively slow connections to the Internet. Though Second Life has more than 12 million registered users, only about 10 percent of those accounts are active. About 50,000 people around the world are on the system at a given moment, according to Linden Lab, which operates Second Life. Officials from Linden Lab have initiated meetings with people in the intelligence community about virtual worlds. They try to stress that systems to monitor avatar activity and identify risky behavior are built into the technology, according to Ken Dreifach, Linden's deputy general counsel. Dreifach said that all financial transactions are reviewed electronically, and some are reviewed by people. For investigators, there also are also plenty of trails that avatars and users leave behind."

Despite such assurances, there is no way of predicting how virtual worlds will grow and change in the future. I'm pretty sure that we have not heard the last about security and privacy concerns associated with virtual worlds.

The Coming Age of Cloud Computing

Last October, Steve Lohr reported in the New York Times that Google and IBM were teaming to support research at major universities because they "do not provide the technical training needed for the kind of powerful and highly complex computing Google is famous for." ["Google and I.B.M. Join in 'Cloud Computing' Research," 8 October 2007]. Lohr reported:

"The two companies are investing to build large data centers that students can tap into over the Internet to program and research remotely, which is called 'cloud computing.' Both companies have a deep business interest in this new model in which computing chores increasingly move off individual desktops and out of corporate computer centers to be handled as services over the Internet. Google, the Internet search giant, is the leader in this technology. But companies like Yahoo, Amazon, eBay and Microsoft have built Internet consumer services like search, social networking, Web e-mail and online commerce that use cloud computing. In the corporate market, I.B.M. and others have built Internet services to predict market trends, tailor pricing and optimize procurement and manufacturing. Behind these services are data centers that typically use thousands of processors, store countless libraries of data and engage specialized software to tackle what scientists call Internet-scale computing challenges. This new kind of data-intensive supercomputing often involves scouring the Web and other data sources in seconds or minutes for patterns and insights."

Lohr's article leaves the impression that this initiative began following a meeting between the CEOs of Google and IBM.

"The collaboration began after a meeting in December between Eric E. Schmidt, chief executive of Google, and Samuel J. Palmisano, I.B.M.'s chief executive, at Google's headquarters in Mountain View, Calif. ... Mr. Schmidt recalled that he had sketched out his vision of cloud computing on a whiteboard, emphasizing its potential economic and social importance, and urged the I.B.M. chief to cooperate to build the skills needed."

Stephen Baker, writing in BusinessWeek, provides a more detailed story behind Google's and IBM's collaboration ["Google and the Wisdom of Clouds," 24 December 2007]. The real instigator was Christophe Bisciglia, a 27-year-old senior software engineer at Google. In interviews with potential employees, Bisciglia would attempt to see if candidates understood the vast scale of computing involved at Google -- few could. That started him thinking.

"What recruits needed, Bisciglia eventually decided, was advance training. So one autumn day a year ago, when he ran into Google CEO Eric E. Schmidt between meetings, he floated an idea. He would use his 20% time, the allotment Googlers have for independent projects, to launch a course. It would introduce students at his alma mater, the University of Washington, to programming at the scale of a cloud. Call it Google 101. Schmidt liked the plan. Over the following months, Bisciglia's Google 101 would evolve and grow. It would eventually lead to an ambitious partnership with IBM, announced in October, to plug universities around the world into Google-like computing clouds."

Bisciglia had much bigger ideas, however, than a simple graduate course.

"As this concept spreads, it promises to expand Google's footprint in industry far beyond search, media, and advertising, leading the giant into scientific research and perhaps into new businesses. In the process Google could become, in a sense, the world's primary computer. 'I had originally thought [Bisciglia] was going to work on education, which was fine,' Schmidt says late one recent afternoon at Google headquarters. 'Nine months later, he comes out with this new [cloud] strategy, which was completely unexpected.' The idea, as it developed, was to deliver to students, researchers, and entrepreneurs the immense power of Google-style computing, either via Google's machines or others offering the same service. What is Google's cloud? It's a network made of hundreds of thousands, or by some estimates 1 million, cheap servers, each not much more powerful than the PCs we have in our homes. It stores staggering amounts of data, including numerous copies of the World Wide Web. This makes search faster, helping ferret out answers to billions of queries in a fraction of a second. Unlike many traditional supercomputers, Google's system never ages. When its individual pieces die, usually after about three years, engineers pluck them out and replace them with new, faster boxes. This means the cloud regenerates as it grows, almost like a living thing."

I can almost hear the mindgears of science fiction writers whizzing furiously! How many Hollywood scripts have revolved around the existence of some supercomputer that gets so large and intelligent that it becomes self-aware and decides it wants to rule the world -- "almost like a living thing"? In none of those movies, however, was the "world's primary computer" named Google. Is this a big deal?

"A move towards clouds signals a fundamental shift in how we handle information. At the most basic level, it's the computing equivalent of the evolution in electricity a century ago when farms and businesses shut down their own generators and bought power instead from efficient industrial utilities. ... Bisciglia's idea opened a pathway toward this future. 'Maybe he had it in his brain and didn't tell me,' Schmidt says. 'I didn't realize he was going to try to change the way computer scientists thought about computing. That's a much more ambitious goal.' For small companies and entrepreneurs, clouds mean opportunity—a leveling of the playing field in the most data-intensive forms of computing. To date, only a select group of cloud-wielding Internet giants has had the resources to scoop up huge masses of information and build businesses upon it."

Bisciglia is certainly a big thinker, but a big thinker with a very human side.

"Changing the nature of computing and scientific research wasn't at the top of Bisciglia's agenda the day he collared Schmidt. What he really wanted, he says, was to go back to school. Unlike many of his colleagues at Google, a place teeming with PhDs, Bisciglia was snatched up by the company as soon as he graduated from the University of Washington, or U-Dub, as nearly everyone calls it. He'd never been a grad student. He ached for a break from his daily routines at Google—the 10-hour workdays building search algorithms in his cube in Building 44, the long commutes on Google buses from the apartment he shared with three roomies in San Francisco's Duboce Triangle. He wanted to return to Seattle, if only for one day a week, and work with his professor and mentor, Ed Lazowska. 'I had an itch to teach,' he says."

Bisciglia also has a lot of nerve. He realized that teaching his class successfully was going to require more resources than just his time.

"How was Bisciglia going to give students access to this machine? The easiest option would have been to plug his class directly into the Google computer. But the company wasn't about to let students loose in a machine loaded with proprietary software, brimming with personal data, and running a $10.6 billion business. So Bisciglia shopped for an affordable cluster of 40 computers. He placed the order, then set about figuring out how to pay for the servers. While the vendor was wiring the computers together, Bisciglia alerted a couple of Google managers that a bill was coming. Then he 'kind of sent the expense report up the chain, and no one said no.'"

Forty computers were nice Bisciglia realized, but they hardly represented much of a cloud. Getting his chain of command to approve dozens of such requests to fit out other universities, he realized, would not be so easy to achieve. That brings us back to that fateful meeting between Eric Schmidt and Sam Palmisano.

"That's when luck descended on the Googleplex in the person of IBM Chairman Samuel J. Palmisano. This was 'Sam's day at Google,' says an IBM researcher. The winter day was a bit chilly for beach volleyball in the center of campus, but Palmisano lunched on some of the fabled free cuisine in a cafeteria. Then he and his team sat down with Schmidt and a handful of Googlers, including Bisciglia. They drew on whiteboards and discussed cloud computing. It was no secret that IBM wanted to deploy clouds to provide data and services to business customers. At the same time, under Palmisano, IBM had been a leading promoter of open-source software, including Linux. This was a key in Big Blue's software battles, especially against Microsoft. If Google and IBM teamed up on a cloud venture, they could construct the future of this type of computing on Google-based standards, including Hadoop. ... In the course of that one day, Bisciglia's small venture morphed into a major initiative backed at the CEO level by two tech titans. By the time Palmisano departed that afternoon, it was established that Bisciglia and his IBM counterpart, Dennis Quan, would build a prototype of a joint Google-IBM university cloud."

This is a great story -- a big idea, a lot of hard work, and a little luck collided to create a collaboration that could ripple through the IT sector for decades. I'm glad Baker dug beneath the story of the meeting between two corporate management giants to find -- as radio celebrity Paul Harvey would say -- the rest of the story.

Laptops in Peru

I'd like to end the year on an up-note. There are plenty of stories to cause concern -- from the death of Benazir Bhutto to post-election riots in Kenya to more broken promises in North Korea to continued genocide in Darfur -- but they get more coverage than more positive stories like one about how laptops are changing the lives of children in Peru ["In Peru, a Pint-Size Ticket to Learning," by Frank Pajak, Washington Post, 30 December 2007]. The story focuses on 270,000 computers that have been provided to poor children in hopes of improving education in Peru.

"Doubts about whether poor, rural children really can benefit from quirky little computers evaporate as quickly as the morning dew in this hilltop Andean village [named Arahuay], where 50 primary school children got machines from the One Laptop Per Child project six months ago. These offspring of peasant families whose monthly earnings rarely exceed the cost of one of the $188 laptops -- people who can ill afford pencil and paper much less books -- can't get enough of their XO devices. At breakfast, they're already powering up the combination library/videocamera/audio recorder/musicmaker/drawing kits. At night, they're dozing off in front of them -- if they've managed to keep older siblings from waylaying the coveted machines."

I first wrote about the One Laptop Per Child project last December [Connecting the Poor]. In that post, I discussed some the criticism and opposition the project faced as the project was getting started. The results in Peru help allay some of that criticism. Pajak notes that original targets for price and distribution have been not met.

"Founded in 2005 by former MIT Media Lab director Nicholas Negroponte, the One Laptop program has retreated from early boasts that developing-world governments would snap up millions of the pint-size machines at $100 each. In a backhanded tribute, One Laptop now faces homegrown competitors everywhere from Brazil to India -- and a full-court press from Intel's more power-hungry Classmate. But no competitor approaches the XO in innovation. It is hard drive-free, runs on the Linux operating system and stretches wireless networks with 'mesh' technology that lets each computer in a village relay data to the others. Mass production began last month and Negroponte, brother of U.S. Deputy Secretary of State John D. Negroponte, said he expects at least 1.5 million machines to be sold by next November. Even that would be far less than Negroponte originally envisioned. The price, higher than initially advertised, and the non-Windows operating system that is still being tested for the XO have dissuaded many potential government buyers."

A year ago I reported that five countries -- Argentina, Brazil, Libya, Nigeria and Thailand -- had made tentative commitments to buy the XO, but Peru has become the poster child of the project.

"Peru placed the single biggest order to date -- more than 272,000 machines -- in its quest to turn around a primary education system that the World Economic Forum recently ranked last among 131 countries surveyed. Uruguay was the No. 2 buyers of the laptops, inking a contract for 100,000. Negroponte said 150,000 more laptops will be shipped to such countries as Rwanda, Mongolia, Haiti and Afghanistan in early 2008 through 'Give One, Get One,' a U.S.-based promotion ending Dec. 31 in which participants buy a pair of laptops for $399 and donate one or both. The children of Arahuay prove One Laptop's transformative conceit: that you can revolutionize education and democratize the Internet by giving a simple, durable, power-stingy but feature-packed laptop to the world's poorest kids. 'Some tell me that they don't want to be like their parents, working in the fields,' first-grade teacher Erica Velasco said of her pupils. She had just sent them to the Internet to seek out photos of invertebrates -- animals without backbones."

One of the interesting results to watch for will be how improved education affects the villages in which the computers are deployed. Historically, once someone gets an education they go looking for work that matches their skills and they are seldom found in rural settings. Peruvian leaders are hoping this trend doesn't continue. The key is providing education that matches the needs of the communities.

"Arahuay's lone industry is agriculture. Surrounding fields yield avocados, mangoes, potatoes, corn, alfalfa and c