Hardware Wars Quotes

Troll Wars were like Batman movies: both were repeated at regular intervals, featured expensive hardware, and were broadly predictable.

Any man who had ever worked in a hardened missile site would have felt at home in Clavius. Here on the Moon were the same arts and hardware of underground living, and of protection against a hostile environment; but here they had been turned to the purposes of peace. After ten thousand years, Man had at last found something as exciting as war.

There’s a kind of theology at work here. The bombs are a kind of god. As his power grows, our fear naturally increases. I get as apprehensive as anyone else, maybe more so. We have too many bombs. They have too many bombs. There’s a kind of theology of fear that comes out of this. We begin to capitulate to the overwhelming presence. It’s so powerful. It dwarfs us so much. We say let the god have his way. He’s so much more powerful than we are. Let it happen, whatever he ordains. It used to be that the gods punished men by using the forces of nature against them or by arousing them to take up their weapons and destroy each other. Now god is the force of nature itself, the fusion of tritium and deuterium. Now he’s the weapon. So maybe this time we went too far in creating a being of omnipotent power. All this hardware. Fantastic stockpiles of hardware. The big danger is that we’ll surrender to the sense of inevitability and start flinging mud all over the planet.

These men had not accepted the fact that culture and weaponry, or even culture and plumbing are not synonymous, and while a society may lag a hundred years behind in comforts and ethics, it may catch up in hardware in a human lifetime.

In the early months of World War II, San Francisco's Fill-more district, or the Western Addition, experienced a visible revolution. On the surface it appeared to be totally peaceful and almost a refutation of the term “revolution.” The Yakamoto Sea Food Market quietly became Sammy's Shoe Shine Parlor and Smoke Shop. Yashigira's Hardware metamorphosed into La Salon de Beauté owned by Miss Clorinda Jackson. The Japanese shops which sold products to Nisei customers were taken over by enterprising Negro businessmen, and in less than a year became permanent homes away from home for the newly arrived Southern Blacks. Where the odors of tempura, raw fish and cha had dominated, the aroma of chitlings, greens and ham hocks now prevailed. The Asian population dwindled before my eyes. I was unable to tell the Japanese from the Chinese and as yet found no real difference in the national origin of such sounds as Ching and Chan or Moto and Kano. As the Japanese disappeared, soundlessly and without protest, the Negroes entered with their loud jukeboxes, their just-released animosities and the relief of escape from Southern bonds. The Japanese area became San Francisco's Harlem in a matter of months. A person unaware of all the factors that make up oppression might have expected sympathy or even support from the Negro newcomers for the dislodged Japanese. Especially in view of the fact that they (the Blacks) had themselves undergone concentration-camp living for centuries in slavery's plantations and later in sharecroppers' cabins. But the sensations of common relationship were missing. The Black newcomer had been recruited on the desiccated farm lands of Georgia and Mississippi by war-plant labor scouts. The chance to live in two-or three-story apartment buildings (which became instant slums), and to earn two-and even three-figured weekly checks, was blinding. For the first time he could think of himself as a Boss, a Spender. He was able to pay other people to work for him, i.e. the dry cleaners, taxi drivers, waitresses, etc. The shipyards and ammunition plants brought to booming life by the war let him know that he was needed and even appreciated. A completely alien yet very pleasant position for him to experience. Who could expect this man to share his new and dizzying importance with concern for a race that he had never known to exist? Another reason for his indifference to the Japanese removal was more subtle but was more profoundly felt. The Japanese were not whitefolks. Their eyes, language and customs belied the white skin and proved to their dark successors that since they didn't have to be feared, neither did they have to be considered. All this was decided unconsciously.

Private sector networks in the United States, networks operated by civilian U.S. government agencies, and unclassified U.S. military and intelligence agency networks increasingly are experiencing cyber intrusions and attacks,” said a U.S.-China Economic and Security Review Commission report to Congress that was published the same month Conficker appeared. “. . . Networks connected to the Internet are vulnerable even if protected with hardware and software firewalls and other security mechanisms. The government, military, businesses and economic institutions, key infrastructure elements, and the population at large of the United States are completely dependent on the Internet. Internet-connected networks operate the national electric grid and distribution systems for fuel. Municipal water treatment and waste treatment facilities are controlled through such systems. Other critical networks include the air traffic control system, the system linking the nation’s financial institutions, and the payment systems for Social Security and other government assistance on which many individuals and the overall economy depend. A successful attack on these Internet-connected networks could paralyze the United States [emphasis added].

Shortly after World War II, decades of investigation into the internal workings of the solids yielded a new piece of electronic hardware called a transistor (for its actual invention, three scientists at Bell Laboratories won the Nobel Prize). Transistors, a family of devices, alter and control the flow of electricity in circuits; one standard rough analogy compares their action to that of faucets controlling the flow of water in pipes.

Trouble with arms is, everyone thought they were recession-proof, but they’re not. Iran–Iraq was an arms dealers’ charter, and they thought it would never end. Since then it’s been downhill all the way. Too many manufacturers chasing too few wars. Too much loose hardware being dumped on the market. Too much peace about and not enough hard currency. Our Dicky did a bit of the Serbo-Croat thing, of course – Croats via Athens, Serbs via Poland – but the numbers weren’t in his league and there were too many dogs in the hunt. Cuba’s gone dead, so’s South Africa, they make their own. Ireland isn’t worth a light or he’d have done that too. Peru, he’s got a thing going there, supplying the Shining Path boys. And he’s been making a play for the Muslim insurgents in the Southern Philippines, but the North Koreans are in there ahead of him and I’ve a suspicion he’s going to get his nose bloodied again.

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

Think of humanity as a giant software program. Our bodies are the hardware and our ideas are the software. Sometimes our software gets a virus : Religious misinterpretations. People who are infected with flawed religious ideas can infect others, especially their children. The religions spread and mutate, until there are thousands of different religious ideas, most of them harmless, some healthy and helpful, but others quite deadly. When the deadly ones reach critical mass, they threaten the whole.

Tiny hardware malfunctions can produce outsized risks. In 1980 a single faulty computer chip costing forty-six cents almost triggered a major nuclear incident over the Pacific. And in perhaps the most well-known case, nuclear catastrophe was only avoided during the Cuban missile crisis when one man, the acting Russian commodore, Vasili Arkhipov, refused to give an order to fire nuclear torpedoes. The two other officers on the submarine, convinced they were under attack, had brought the world within a split second of full-scale nuclear war.

-- What a fool I was. "Want To Be a Little Off-Beat?" Here's ten ways, the article said. A lilac door was one. So off I tripped to the nearest hardware store to assert my unique individuality with the same tin of paint as two million other dimwits. Conned into idiocy. My mind is full of trivialities. At lunch Ian said Duncan's piece of cake is miles bigger than mine -- it's not fair, and I roared that they should quit bothering me with trivialities. So when they're at school, do I settle down with the plays of Sophocles? I do not. I think about the color of my front door. That's being unfair to myself. I took that course, Ancient Greek Drama, last winter. Yeh, I took it all right. Young academic generously giving up his Thursday evenings in the cause of adult education. Mrs. MacAindra, I don't think you've got quite the right slant on Clytemnestra. Why not? The king sacrificed their youngest daughter for success in war-- what's the queen supposed to do, shout for joy? That's not quite the point we're discussing, is it? She murdered her husband, Mrs. MacAindra, (Oh God, don't you think I know that? The poor bitch.) Yeh well I guess you must know, Dr. Thorne. Sorry. Oh, that's fine -- I always try to encourage people to express themselves. -- Young twerp. Let somebody try killing one of his daughters. But still, he had his Ph.D. What do I have? Grade Eleven. My own fault....

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

At Tsushima on May 27–28, 1905, the Japanese fleet under Admiral Tōgō Heihachirō sent two-thirds of the Russian fleet – 147,000 tons of naval hardware and nearly 50,000 sailors – to the bottom of the Korea Strait.

The hardware man had measured out the nails, offered his condolences, and then asked Bright if he'd considered signing up to go to the war...With his mother dead, there was nothing really to stay for. Bright had signed his name, listened wordlessly to the instructions the man gave him, and then headed back to the cabin with an extra portion of nails for being the first to sign up in the book. It had been as easy as falling in a river.

Rubin and those on down had the additional frustration of watching Jobs, in their view, wrongly take credit for innovations that were not his or Apple’s. Jobs was an amazing innovator who had an unparalleled sense for when to release a product, how to design the hardware and the software, and how to make consumers lust after it. No one else comes close to his record of doing this again and again. It was genius. But he didn’t invent most of the technology in the iPhone. What made Jobs so successful is that he never wanted to be first at anything. Business and technology history is littered with inventors who never made a dime off their inventions. Jobs understood that a multiyear gap always exists between when something is discovered and when it becomes viable as a consumer product.

Both had been taken out of front-line service after the Gulf War in 1991. Neither had proved sufficiently durable. Their task had been to haul Abrams battle tanks around. Battle tanks were built for tank battles, not for driving from A to B on public roads. Roads got ruined, tracks wore out, between-maintenance hours were wasted unproductively. Hence tank transporters. But Abrams tanks weighed more than sixty tons, and wear and tear on the HETs was prodigious. Back to the drawing board. The old-generation hardware was relegated to lighter duties. But

In the formative years of digital computing, following World War II, both the operating system and applications were considered afterthoughts by designers. The “hardware” of electronics, as distinct from the “software” of programs, was so difficult that engineers could hardly see past it. The most important type of hardware was the circuitry or processors that actually carried out the instructions given the computer. A second set of devices made it possible to get data into and out of a computer. A third class stored information. A fourth class allowed one computer to send information to another, over special cable or telephone lines. The question of software generally arose only after the hardware pieces fell into place.

A sudden jolt lifted his chair right into the air, and he saw that the floor below him had flipped up like a tin lid. All data through the hand interface cut out, then came an enormous shudder as the great ship again surfaced into the real. ‘Jerusalem?’ After a long pause the AI replied over intercom, ‘My phasic modular B folderol.’ ‘Is it really?’ Azroc enquired. ‘Ipso facto total bellish.’ ‘Yes, mine is too.’ ‘Repairing.’ Static hissed from the intercom, then came a sound suspiciously like someone kicking a piece of malfunctioning hardware. ‘OK. Better.

Earlier I mentioned that Newton and Jobs were great synthesizers. Newton brought together planetary astronomy, laws of motion, differential mathematics—ideas developed by others—and synthesized them into a coherent whole the world hadn’t seen. Jobs brought together design, marketing, and technology into a coherent whole, as few others could do. But he was missing a key ingredient. Like Land before him, who brought similar skills together, Jobs had led only as a Moses. Which is why the most valuable gift that Jobs received—from the perspective of Apple product lovers today—was not the financial reward of his Pixar investment. It was seeing the Bush-Vail rules in action. He learned a different model for leading, for how to nurture loonshots and grow franchises while balancing the tensions between the two. That missing ingredient became the key to his third act, when he returned to hardware and revived his previous company—along with the entire American consumer electronics industry.

As NeXT began to struggle, even as Jobs’s star was rising, several employees at NeXT, as well as executives from Compaq and Dell, approached Jobs with an idea: get out of hardware. NeXT’s software was excellent. Its graphical interface and programming tools were more elegant and powerful than Microsoft’s DOS and early Windows. Jobs could offer PC makers an alternative to Microsoft, which they desperately wanted. In return, the PC makers could offer NeXT something it desperately needed: a future. The idea of switching from hardware to software was a classic S-type loonshot. Jobs had risen to fame selling hardware. Bigger, faster, more, every year. The stars of the day—IBM, DEC, Compaq, Dell—sold shiny machines stamped with their famous logos. Everyone knew there was no money to be made in software; the money was in hardware.

And dozens of stories hailed Jobs as the master P-type innovator of his generation. Just like Edwin Land and Juan Trippe before him. Abandon hardware? Not this Moses. In fact, Jobs had already doubled down. Not long after he left Apple, Jobs got back in touch with the team of engineers in Marin County developing a graphics computer. Why bet on just one bigger, faster machine if you could have two? He bought their business and left them alone to build an even more powerful computer than NeXT. Jobs had no idea that those engineers held the key to rescuing him from the Moses Trap. And it would have nothing to do with their machine.

Like NeXT, like Polavision, like the Boeing 747, the PIC was a beautiful, turbo-powered, wildly expensive machine—with no customers. Once again, love of loonshots had triumphed over strength of strategy, just as it had with Juan Trippe and Edwin Land. Only Jobs, unlike the other two, had doubled down on the Moses Trap. After two more years and over $50 million invested, Jobs finally pulled the plug on the PIC. In April 1990, Pixar sold its hardware business to a California-based technology company, Vicom Systems.

Nokia had missed the transformative convergence of software and hardware. It was still acting like a product company. But now the smartphone industry wasn’t really about the product; it was about the platform. “We’re not even fighting with the right weapons,” Elop said. “We are still too often trying to approach each price range on a device-to-device basis. The battle of devices has now become a war of ecosystems [emphasis added].

But the galaxy was full of game players, and it turned out that human war games translated well to many cultures. And then there were the flashy kitchen gadgets, a phenomenon unique to Earth that had caught the eyes and imaginations of many species. Kelly heard that the most complicated and expensive gadgets had even started selling to aliens who didn’t eat, in any normal sense of the word. Some saw the gleaming stainless steel hardware with gears, spinning handles and pincers as a form of primitive artwork. Others might have been purchasing can openers as torture devices. The

On May 14, 1912—eight months after his stepmother’s awful death—Andrew Kehoe, then forty years old, took a wife. Her full name was Ellen Agnes Price—“Nellie” to everyone who knew her. Born in 1875, she came from a family of proud Irish Catholic immigrants, whose most prominent member was her uncle Lawrence. A Civil War hero who had fought at Antietam, Fredericksburg, Chancellorsville, and Gettysburg, Lawrence had grown up in Michigan, returned to his home state after the war, and purchased a wilderness tract in Bath Township, which he eventually transformed into a flourishing 320-acre farm. In 1880, he turned his phenomenal energies to mercantile pursuits, successfully engaging in the grocery, lumber, dry goods, and hardware businesses before becoming a pioneer in the nascent automobile industry as founder and president of the Lansing Auto Body Company. In addition to his myriad enterprises, he served as Lansing’s chief of police and superintendent of public works, did a four-year term as a member of the city council, headed the Lansing Business Men’s Association, and ran as the Democratic candidate for the US Senate in 1916.1 Among his eight siblings was his younger brother, Patrick. Born in Ireland in 1848, Patrick had been brought to America as an infant and spent most of his life in Michigan. Financially beholden to his wealthy older brother, he worked as a farmhand on Lawrence’s spread in Bath before becoming an employee of the Auto Body Company. His marriage to the former Mary Ann Wilson had produced a son, William, and six daughters, among them his firstborn child, Nellie, the future Mrs. Andrew Kehoe.2

Here, Veblen’s iconoclasm showed its range, as he simultaneously exposed modern corporations as hives of swarming parasites, derided marginalism for disingenuously sanitizing these infested sites by rebranding nonproductivity as productivity, and attacked economists for failing to situate themselves historically. On Veblen’s account, the business enterprise was no more immune from historical change than any other economic institution. As the controlling force in modern civilization, the business enterprise too would necessarily undergo “natural decay” and prove “transitory.” Where history was heading next, however, Veblen felt he could not say, because no teleology was steering the evolutionary process as a whole, only (as he had said before) the “discretionary action of the human agents,” whose institutionally shaped choices were still unformed. Nevertheless, limiting himself to the “calculable future”—to what, in light of existing scientific knowledge, seemed probable in the near term—Veblen pointed to two contrasting possibilities, both beyond the ken of productivity theories. One alternative was militarization and war—barbarism redux. According to Veblen, the business enterprise, as its grows, spills over national boundaries and fosters the expansion of a world market in which “the business men of one nation are pitted against those of another and swing“the forces of the state, legislative, diplomatic, and military, against one another in the strategic game of pecuniary advantage.” As this game intensifies, competing nations rush (said Veblen presciently) to amass military hardware that can easily fall under the control of political leaders who embrace aggressive international policies and “warlike aims, achievements, [and] spectacles.” Unchecked, these developments could, he believed, demolish “those cultural features that distinguish modern times from what went before, including a decline of the business enterprise itself.” (In his later writings from the World War I period, Veblen returned to these issues.) The second future possibility was socialism, which interested Veblen (for the time being) not only as an institutional alternative to the business enterprise but also as a way of economic thinking that nullified the productivity theory of distribution. In cycling back to the phenomenon of socialism, which he had bracketed in The Theory of the Leisure Class, Veblen zeroed in on men and women who held industrial occupations, in which he observed a growing dissatisfaction with the bedrock institutions of the modern age. This discontent was socially concentrated, found not so much among laborers who were “mechanical auxiliaries”—manual extensions—“of the machine process“ but “among those industrial classes who are required to comprehend and guide the processes.” These classes consist of “the higher ranks of skilled mechanics and [of people] who stand in an engineering or supervisory ”“relation to the processes.” Carrying out these jobs, with their distinctive task requirements, inculcates “iconoclastic habits of thought,” which draw men and women into trade unions and, as a next step, “into something else, which may be called socialism, for want of a better term.” This phrasing was vague even for Veblen, but he felt hamstrung because “there was little agreement among socialists as to a programme for the future,” at least aside from provisions almost “entirely negative.

The greatest beneficiary of the rise of foundries like TSMC was a company that most people don’t even realize designs chips: Apple. The company Steve Jobs built has always specialized in hardware, however, so it’s no surprise that Apple’s desire to perfect its devices includes controlling the silicon inside.

We’ll do anything to get rid of that excess hardware from the Cold War, and someday it’s going to come back to haunt us.

DEATH A woman who dreams of death Is sitting in her room alone While the clouds and the stars That once saw the quiet fumes Of war Reach out to grasp one another And stifle that fire But the distinct forms And multitudes In blurs Takeoff racing in the earthen boundaries Never counting The parts they killed As they were air-driven Within the velvet cores of her galaxy

Since 1884 Bath Iron Works was incorporated by General Thomas W. Hyde who had served in the Union Army during the Civil War. At first the shipyard made iron hardware and windlasses for the wooden ships of the day but soon built warships for the United States Navy although it also started builting commercial vessels. The USS Machias a schooner rigged, steam driven, gunboat was one of two 190-foot (58 m) gunboats, first built by the company. It has been said that Chester Nimitz commanded the Machias during World War I, although this has not been substantiated. In 1892 the yard built their first commercial vessel, the 2,500-ton steel passenger steamer the SS City of Lowell. From these humble beginnings BIW became a major United States shipyard and has designed and built almost every type of naval vessel that the US Navy had or has, including the new stealth destroyers of the Zumwalt class. I first saw Bath Iron Works when I crossed the Kennebec River in 1952. I wrote about this in “Seawater One” describing how our bus crossed on the Carlton Lift Bridge and how I saw the USS Dealey (DE-1006) being built. During World War II, ships built at BIW were considered by Navy officers and sailors to be the toughest afloat, giving rise to the slogan "Bath-built is best-built." In 1995, BIW became a subsidiary of General Dynamics and at that time was the fifth-largest defense contractor in the world.