Software For Generating Quotes

Imagine a world in which generations of human beings come to believe that certain films were made by God or that specific software was coded by him. Imagine a future in which millions of our descendants murder each other over rival interpretations of Star Wars or Windows 98. Could anything -- anything -- be more ridiculous? And yet, this would be no more ridiculous than the world we are living in.

Religion knew the truth of metaphor and symbol for almost all of history until the past few hundred years, and especially until the wrongly named Enlightenment in the 17th and 18th centuries. Then we started confusing rational and provable with real. We actually regressed and went backward. In trying to defend its ground in the face of rationalism and scientism, religion tried to become "rational" itself and lost its alternative consciousness, which many of us call contemplation. It's as though we tried to deal with Mystery with the entirely wrong "software". We lost access to the higher levels of consciousness, the transrational, the transpersonal, the transcendent itself. Most tragic, we lost most inner experience of our own outer belief systems. That is the heart of religion's problem today, and it is indeed a deep and serious problem for upcoming generations. My generation took the symbols to literally, and now the following generation is just throwing them all out as useless. We are both losing. It might surprise you, but both religious fundamentalism and atheism are similar in that they are self-contained rational systems. Such a system works if you stay inside its chosen logic and territory.

Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological.

Businesses frequently prioritize new feature releases over fixing technical debt. They choose to work on revenue-generating work instead of revenue-protection work. This rarely works out as the business hopes, particularly as problems discovered during the final stages of uncompleted projects drag engineers away from the newer projects.

No matter how good a jockey, he can’t turn a plow horse into a thoroughbred. It was the same with chips and software. Indeed, an operating system depended on a reliable chip.

Jeff Hammerbacher, a software coder and one of Facebook’s early hires, succinctly said, “The best minds of my generation are thinking about how to make people click ads. That sucks.

The digital keys in a user’s wallet are completely independent of the bitcoin protocol and can be generated and managed by the user’s wallet software without reference to the blockchain or access to the Internet.

I etch a pattern of geometric shapes onto a stone. To the uninitiated, the shapes look mysterious and complex, but I know that when arranged correctly they will give the stone a special power, enabling it to respond to incantations in a language no human being has ever spoken. ...Yet my work involves no witchcraft. The stone is a wafer of silicon, and the incantations are software. The patterns etched on the chip and the programs that instruct the computer may look complicated and mysterious, but they are generated according to a few basic principles that are easily explained.

Writing software is not a variable cost, but it's not really a fixed cost either. Writing software is an ongoing, revenue-generating operation of the company, and it is not the same as constructing a factory. The expensive craftsmen who build the factory leave and go to work on some other job after the building is erected.

A generation ago, fun wasn’t a deciding factor when we talked about career choices. Jobs aren’t supposed to be fun. They’re supposed to bring home the bacon. Fun is what you do on your off days. Fun happens in the evenings and weekends. But if your job isn’t fun, as we’ve come to realize, you don’t do a fantastic job at it.

Imagine a world in which generations of human beings come to believe that certain films were made by God or that specific software was coded by him. Imagine a future in which millions of our descendants murder each other over rival interpretations of Star Wars or Windows 98. Could anything—anything—be more ridiculous? And yet, this would be no more ridiculous than the world we are living in.

Most Web activities do not generate jobs and revenue at the rate of past technological breakthroughs. When Ford and General Motors were growing in the early part of the twentieth century, they created millions of jobs and helped build Detroit into a top-tier U.S. city. Today, Facebook creates a lot of voyeuristic pleasure, but the company doesn’t employ many people and hasn’t done much for Palo Alto; a lot of the “work” is performed more or less automatically by the software and the servers. You could say that the real work is done by its users, in their spare time and as a form of leisure. Web 2.0 is not filling government coffers or supporting many families, even though it’s been great for users, programmers, and some information technology specialists. Everyone on the Web has heard of Twitter, but as of Fall 2010, only about three hundred people work there.

Both the Roadster and the Model S also take advantage of what’s known as regenerative braking, which extends the life of the brakes. During stop-and-go situations, the Tesla will brake by kicking the motor into reverse via software and slowing down the wheels instead of using brake pads and friction to clamp them down. The Tesla motor generates electricity during this process and funnels it back to the batteries, which is why electric cars get better mileage in city traffic.

The clarity offered by software as metaphor - and the empowerment allegedly offered to us who know software - should make us pause, because software also engenders a sense of profound ignorance. Software is extremely difficult to comprehend. Who really knows what lurks behind our smiling interfaces, behind the objects we click and manipulate? Who completely understands what one’s computer is actually doing at any given moment? Software as a metaphor for metaphor troubles the usual functioning of metaphor, that is, the clarification of an unknown concept through a known one. For, if software illuminates an unknown, it does so through an unknowable (software). This paradox - this drive to grasp what we do not know through what we do not entirely understand… does not undermine, but rather grounds software’s appeal. Its combination of what can be seen and not seen, can be known and no known - it’s separation of interface from algorithm, of software from hardware - makes it a powerful metaphor for everything we believe is invisible yet generates visible effects, from genetics to the invisible hand of the market, from ideology to culture. Every use entails an act of faith.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

Entrepreneurship itself is an emergent system, where companies create the conditions for experimentation and learning to occur, often symbiotically with customers. In 1978, Eric von Hippel (my PhD advisor at MIT) pioneered the notion of user-driven innovation.10, 11 Back then, the conventional wisdom was that innovation only came from corporate, government, and university research-and-development labs. While some still believe this today, Eric's insight proved to be prescient in many areas, especially in the information age, as the widespread adoption of open-source software and Lean Startup methodologies have demonstrated.12 Twitter is a tangible example since three of the platform's most popular features—the @ reply, the # hashtag indexing, and retweet sharing—were all generated bottom-up by users.

Similarly, when you see a character jumping from a 100 story building and landing without hurting a bone, then believe that this is an example of special effects.   Special effects are provided by a few companies that use specialized software to add these effects. Many of these companies are located in India, in Bangalore and Mumbai. Movies like Avatar, Jurassic Park, and many others were sent to India for providing special effects.   Similarly, in Thor, when the main character rotates his hammer and generates a tornado, be rest assured that this is only an example of special effects. In reality, nothing like this happens.   And if you are able to do it, you are a superhuman, like Superman. You have got super-powers to do whatever you want and you can generate such a tornado by rotating your hand, even without a hammer.   So, my sincere advice to you is not to even attempt this. You will end up with a torn muscle, or a fractured hand, or maybe you may even suffer a heart malfunction and eventual death.   Let me not get into the science behind how this happens, but if you are educated enough, you will heed my advice and not attempt this anytime in your life.

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

DEUTSCH: Yes, but you have to distinguish between hardware and software when you’re thinking about how this cognitive closure manifests itself. Like I said, it seems plausible that the hardware limitation is not relevant even for chimpanzees. I imagine that with nanosurgery, one could implant ideas into a chimpanzee’s brain that would make it able to create further knowledge just as humans can. I’m questioning the assumption that if everybody with an IQ of over a hundred died, then in the next generation nobody would have an IQ of over a hundred. I think they well might. It depends on culture. HARRIS: Of course. This wasn’t meant to be a plausible biological or cultural assumption. I’m just asking you to imagine a world in which we had seven billion human beings, none of whom could begin to understand what Alan Turing was up to. DEUTSCH: That nightmare scenario is different. It’s something that actually happened—for almost the whole of human existence. Humans had the ability to be creative and to do everything we’re doing. They just didn’t, because their culture was wrong. It wasn’t their fault. Cultural evolution has a nasty tendency to suppress the growth of what we would consider science or anything important that would improve their lives. So yes, that’s possible, and it’s possible that it could happen again. Nothing can prevent it except our working to prevent it.

As black-box technologies become more widespread, there have been no shortage of demands for increased transparency. In 2016 the European Union's General Data Protection Regulation included in its stipulations the "right to an explanation," declaring that citizens have a right to know the reason behind the automated decisions that involve them. While no similar measure exists in the United States, the tech industry has become more amenable to paying lip service to "transparency" and "explainability," if only to build consumer trust. Some companies claim they have developed methods that work in reverse to suss out data points that may have triggered the machine's decisions—though these explanations are at best intelligent guesses. (Sam Ritchie, a former software engineer at Stripe, prefers the term "narratives," since the explanations are not a step-by-step breakdown of the algorithm's decision-making process but a hypothesis about reasoning tactics it may have used.) In some cases the explanations come from an entirely different system trained to generate responses that are meant to account convincingly, in semantic terms, for decisions the original machine made, when in truth the two systems are entirely autonomous and unrelated. These misleading explanations end up merely contributing another layer of opacity. "The problem is now exacerbated," writes the critic Kathrin Passig, "because even the existence of a lack of explanation is concealed.

In effect, we know from Darwin that there are only four characteristics necessary in order to get adaptive evolution, right? If you have reproduction, variation, differential success, and an environment of limited resources, you're going to get adaptive evolution. When we set up an economic system, or a political system...*it evolves*. Things evolve within it. And if we don't anticipate that what we write down in our documents about what we're trying to accomplish does not have the capacity to overwhelm whatever niche we have set up and that we will ultimately see the creatures that are supported by the environment that we created, then we will never get this right. Because we will always be fooled by our own intentions, and we will create structures that create predators of an arbitrary kind. So we need to start thinking evolutionarily, because that's the mechanism for shaping society into something of a desirable type rather than a monstrous type. [...] So let's say we're talking about a political structure...and we know we don't like corruption...and we're going to set a penalty for attempting to corrupt the system. OK, now what you've done is you've built a structure in which evolution is going to explore the questions, 'What kind of corruptions are invisible?' and 'What kinds of penalties are tolerable from the point of view of discovering how to alter policy in the direction of some private interest?' Once you've set that up, if you let it run, evolutionarily it will create a genius corruptor, right? It will generate something that is capable of altering the functioning of the system without being spotted, and with being only slightly penalized -- and then you'll have no hope of confronting it, because it's going to be better at shifting policy than you will be at shifting it back. So what you have to do is, you have to build a system in which there *is no selection* that allows for this process to explore mechanisms for corrupting the system, right? You may have to turn the penalties up much higher than you would think, so that any attempt to corrupt the system is ruinous to the thing that attempts it. So the thing never evolves to the next stage, because it keeps going extinct, right? That's a system that is resistant to the evolution of corruption, but you have to understand that it's an evolutionary puzzle in the first place in order to accomplish that goal. [...] We sort of have this idea that we inherited from the wisdom of the 50s that genes are these powerful things lurking inside of us that shift all of this stuff that we can't imagine they would have control over, and there's some truth in it. But the larger truth is that so much of what we are is built into the software layer, and the software layer is there because it is rapidly changeable. That's why evolution shifted things in that direction within humans. And we need to take advantage of that. We need to be responsible for altering things carefully in the software, intentionally, in order to solve problems and basically liberate people and make life better for as many people as possible, rather than basically throw up our hands because we are going to claim that these things live at the genetic layer and therefore what can we do?

intellectual imperialism. It has been, and still is, used to denigrate the orientation that many people still experience, that the world, and the other organisms with which we share this Earth, are alive, intelligent, and aware. It has been used to stifle the response of the heart to what has been presented to the senses. This has resulted in the creation of a conceptual monoculture that can’t see outside its limitations. Such imperialists have set out to conquer the superstitious natives inhabiting the dark continent, the place where the general populace lives. Midgley makes the point that arguments such as Day’s rest in a belief in human beings as “an isolated will, guided by an intelligence, arbitrarily connected to a rather unsatisfactory array of feelings, and lodged, by chance, in an equally unsatisfactory human body.”18 Or as Susan Sontag once described it: “consciousness harnessed to flesh,”19 as if there could be consciousness without the emergence of the self-organized system we call the body. This type of dissociation is a common side effect of the materialist and very reductionist view of the world most of us are trained in. But as Midgely notes, this system of thought is not reason, not science, but behavioral examples of, as she puts it, an unexamined, “exuberant power fantasy.” It is bad software, generated out of unexamined psychological frameworks. The evolutionary escalator metaphor and the assumptions of what constitutes intelligence (and value) that are embedded within it create, automatically, behavior that is very dangerous to every other life-form on this planet—in fact to the health of every ecosystem this planet possesses.

Easy Plans Of FIFA Mobile Hack Simplified Typically the most popular game on earth is football. Now individuals can enjoy their as an online game. FIFA Mobile online game was created so that football enthusiasts and football games can play with online. The online game FIFA Mobile is as tough as the actual football game. While playing FIFA Mobile no matter how skilled one is in other online games, he can have a difficult time. It is so tough that some people get stuck at a certain stage of the game. FIFA Mobile coin generator can be used by them if folks desire to make the game simpler. Among the numerous games, FIFA Mobile is one of the most famous games among players of various ages. Nevertheless, users should collect lots of coins to be able to get players of their choice. And getting the coins is definitely not simple whatsoever. For FIFA Mobile, Cheats in such a situation can be of great use. The program is offered by several websites at no cost as mentioned before. Users are just needed to find the perfect site to download the cheats. Once players have their teams or once they choose real life players, they have been great to go players can win distinct sort of rewards when they score goals or overcome opposite teams the benefits are in the form of coins or points users can attempt to accumulate as many coins as they can but if it is not that potential to collect the coins, they could simply use the FIFA Mobile Soccer Hack mentioned previously. The help can come in the form of FIFA Mobile Cheats. It may be said that cheats can be quite useful in games anytime. They can help users in gathering things and also help in winning games or crossing periods that are difficult. There are now plenty of cheats available online. There are various sources from where one can learn more about the FIFA Mobile coin generator software. One must see a reliable site. Because cost will be different in different sites it's also very vital to find the cost of the coin generator software out. It will not take time to install the coin generator software in the computer.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

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Can’t we do better with Applicant Tracking System (ATS) software?

Generative testing is an approach to testing software that was made popular by the QuickCheck library. Originally written in Haskell and since ported to several other programming languages (Ruby, Python, C, C++, Objective-C, Smalltalk, Java, JavaScript, Erlang, Scala, Clojure...), the QuickCheck library allows the developer to separate test logic from the generation of test cases. This means that, as developers, we can spend less time instructing the compiler how to test our code, and focus instead on what properties we expect our code to have.

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Q: How many Java programmers does it take to change a lightbulb? A: One, to generate a “ChangeLightBulb” event to the socket. Q: How many C++ programmers does it take to change a lightbulb? A: You’re still thinking procedurally. A well-designed lightbulb object would inherit a change method from a generic lightbulb class. Q: How many Windows programmers does it take to change a lightbulb? A: Three. One to write WinGetLightBulbHandle, one to write WinQueryStatusLightBulb, and one to write WinGetLight-SwitchHandle. Q: How many database programmers does it take to change a lightbulb? A: Three. One to write the lightbulb removal program, one to write the lightbulb insertion program, and one to act as a lightbulb administrator to make sure nobody else tries to change the light-bulb at the same time. Q: How many software engineers does it take to change a lightbulb? A: None. That’s a hardware problem. Q: How many Microsoft engineers does it take to change a lightbulb? A: None. They will redefine darkness as an industry standard.

Today, the “mental workout” has gained great currency in the popular imagination. Brain gyms and memory boot camps are a growing fad, and brain training software was a $265 million industry in 2008, no doubt in part because of research that shows that older people who keep their minds active with crossword puzzles and chess can stave off Alzheimer’s and progressive dementia, but mostly because of the Baby Boomer generation’s intense insecurity about losing their marbles.

Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution. Bezos was applying

In July, the mother of Sonic had left Sega, along with Jude Lange, to start their own software developer, Crystal Dynamics.

Effectiveness in terms of overall business value generated is more important than efficiency in terms of departmental cost.

An upcoming platform combining two of the X1 chips can process data collected from up to 12 high-definition cameras monitoring traffic, blind spots and other safety conditions in driver assistance systems, Huang said. Combined with next-generation software, the chips can help detect and read road signs, recognize pedestrians and detect braking vehicles, he said. Santa Clara, California-based Nvidia in recent years has been expanding beyond its core business of designing high-end graphics chips for personal computers. After struggling to compete against larger chipmakers like Qualcomm in smartphones and tablets, Nvidia is now increasing its focus on using its Tegra mobile chips in cars and is already supplying companies including Audi, BMW and Tesla.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

Increasingly, product developers roll out what’s known as a minimum viable product (MVP).6 An MVP accomplishes the goal of the customer—it tracks your exercise, cooks your food, or monitors your blood sugar—with services and some style, to support the higher price tag it carries. Companies that ship MVPs know that they will improve them and that ideas for those improvements will be generated from the people who first use the product. As Stefan Olander, vice president and general manager of digital sport at Nike, puts it “Get going. Then get better.”7 Software development for websites and applications is undergoing a revolution, from huge complex projects and infrequent releases to the continuous, agile development cycles happening now.

European languages and a Google app can now turn your words into a foreign language, either in text form or as an electronic voice. Skype, an internet-telephony service, said recently that it would offer much the same (in English and Spanish only). But claims that such technological marvels will spell the end of old-fashioned translation businesses are premature. Software can give the gist of a foreign tongue, but for business use (if executives are sensible), rough is not enough. And polyglot programs are a pinprick in a vast industry. The business of translation, interpreting and software localisation (revising websites, apps and the like for use in a foreign language) generates revenues of $37 billion a year, reckons Common Sense Advisory (CSA), a consulting firm.

Trust Beats Control and Open Beats Closed As we saw with Valve software, autonomy can be a powerful motivator in the age of the Exponential Organization. The Millennial generation is naturally independent, digitally native and resistant to top-down control and hierarchies. To take full advantage of this new workforce and hang on to top talent, companies must embrace an open environment. Google has done just that. As we outlined in Chapter Four, its Objectives and Key Results (OKR) system is fully transparent across the company. Any Googler can look up the OKRs of other colleagues and teams to see what they’re trying to achieve and how successful they’ve been in the past. Such transparency takes a considerable amount of cultural and organizational courage, but Google has found that the openness it engenders is worth any discomfort.

In requirements gathering meetings giving right answers to wrong questions is worse than giving wrong answers to the right questions. Wrong questions mislead the team, generate conflicts, waste project time, and result in failure. Business analysts should prepare simple, objective, and to-the-point questions before these meetings.

By the summer of 1988, Bill Gates was the leading representative of a new breed of tycoon: the software superrich. Just as oil created a kind of royalty in the last century, “wildcat” programmers had emerged among the wealthiest self-made men in America. Paul Allen, who had left Microsoft because of illness, was worth megamillions. So were the founders of other leading software companies. At the age of thirty-three, Gates was the youngest billionaire in the United States.

Despite his harsh criticisms Gates admired programmers and invariably put them in charge of projects, where they could both manage and program. While this double duty was stressful, Gates wanted to avoid a situation in which professional managers, with either no programming experience or out-of-date knowledge, held sway. It was destructive to rely on management pros to run software teams—or the company. They could not distinguish a promising program from a bust or evaluate schedules or product designs. At companies run by professionals, managers almost always came to mistrust their programmers, whom they could neither understand nor control. Gates

Nathan Myrhvold had been a protégé of the celebrated physicist Stephen Hawking before forming a software company in Berkeley, California, with some fellow Princeton University Ph.D’s. What drew Myrhvold, or any physicist, to programming? The outer reaches of science increasingly relied on computers; the days of a genius scribbling formulas on the back of an envelope had almost vanished. Physicists usually saw programming as a means to an end. Myrhvold found that his attachment to software superseded his fascination with physical science. His company gained wide notice when he and his friends wrote a faster, smaller clone of IBM’s TopView graphics program. IBM briefly considered making TopView the software interface—the piece seen by customers—for PCs. Trying to keep pace with IBM, Gates wanted a clone of TopView, so he bought Myrhvold’s company. Since

Even seasoned code writers could not dismiss the possibility of being trapped in something akin to an infinite loop, wherein fixes spawned their own bugs. It had happened to others. The history of software was littered with projects, large and small, that had been abandoned in disgust, destroying careers.

The Federal Trade Commission, a U.S. regulatory agency, was investigating Microsoft for possible violations of laws aimed at limiting abusive monopolies. This pained Gates, who felt he was simply a victim of his great success. “I don’t think the rich get much credit for anything,” he said. His own experience, he felt, bore this out. Just a few years earlier, he had been celebrated as the scrappy entrepreneur who courageously carved a thriving business from the technological wilderness ignored by entrenched powers. Now he was a maligned bully who wanted to own the entire software universe; a greedy man who thumbed his nose at both customers and competitors. Which

What is an operating system, really? What did Cutler’s team wish to create? Picture a wealthy English household in the early 1900s. Think of a computer—the hardware—as a big house, the family’s residence. The house consists of plumbing and lighting, bricks and mortar, windows and doors—all manner of physical things and processes. Next, imagine computer software as the people in the house. The household staff, living downstairs, provide a whole range of services at once. The butler stands by the door, the driver washes the car, the housekeeper presses the linen, the cook provides meals and bakes cakes, the gardener rakes the leaves from the lawn. And this activity, which seemingly happens of its own accord, is coordinated by the head of the household staff. Such is the life of the downstairs dwellers, who in a certain sense exist in the background. Then consider the people upstairs. They are the whole reason for the toil of the people downstairs. The husband desires a driver not simply for peace of mind but because he wishes to travel. The wife employs a cook, so her family can eat well. The children benefit from the work of the gardener, who clears the yard of debris, enabling them to play outdoors safely. The picture of the family upstairs and their faithful downstairs servants neatly illustrates the great divide in the world of software. The people upstairs are the applications: the word-processing, electronic ledger, database, publishing and numerous other programs that satisfy human needs and wants. The people downstairs collectively perform the functions of an operating system. Theirs is a realm of services, some automatic, some requiring a special request. These services lay the basis for the good stuff of life. Cutler

With software, you know what you have to do,” he said, “but it’s always a big surprise how long it will take.” Miller

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.

In the early 1960s, IBM attempted to revolutionize the field of software by making it possible to run the same program on any number of computers. IBM proposed a family of machines, covering most of the market and controlled by one operating system. The System/360 line, developed at a cost of five hundred million dollars, was a huge success.

It wasn’t until five years after the first 360 hardware was introduced in 1964 that all of its software ran well. By then, IBM had spent nearly as much writing the software as designing the hardware. This astonished the company’s managers and vividly highlighted “the greatest impediment to advances in computer technology,” the problem of managing large software projects. At

Having grown rapidly, many PC software companies were stretched to the limit simply building their programs. With customers clamoring for new products, testing inevitably had to take a backseat. In addition, though it was eroding, there remained a pejorative attitude toward testing: “Let the customer test the program.” That saved the builder money and time, but it frustrated buyers, who came to view the first release of a program as a gamble. Microsoft

Then as now the PC held a curious power over restless, analytical people. To start with, the computer carried a psychological appeal not unlike that of an automobile. Both machines were objects of intense attachment for many of their owners—feelings of attachment that went well beyond the utility of the machines. While illustrating the way in which people can form emotional bonds with tools, the symbolisms of the automobile and the PC differed in an important way. The realm of the automobile extended no further than that of fantasy and enjoyment. The PC, by contrast, was a medium for creation. The utility of a PC arose directly from its software. Writing software required little money and, surprisingly, scant experience.

As software pundit Fred Brooks once observed, “How does a project get to be a year late?... One day at a time.” In

Jobs had tried to hire Rashid, then a computer science professor at Carnegie-Mellon University, but Rashid turned him down. He was reluctant to join the hurly-burly life of a corporation. His Mach research had been almost wholly funded by government grants; an agency of the Pentagon, his principal backer, saw Mach as crucial to unleashing the vast power of multiprocessor computers, inherently cheap machines that would someday replace pricey supercomputers as the backbone of the nation’s military and intelligence-gathering networks. Besides, Rashid was an academic purist. He seemed sincerely devoted to pursuing knowledge about software for its own sake. This was rare, even among academics, because software was such a remunerative field that the brightest researchers found themselves inexorably pulled into commerce: The money was too good. After

Bugs were the backdrop of the code writer’s life. A comma in the wrong place. An “if” where there should be a “then.” An erroneous call from one piece of the program to another. Each could instantly cause a seizure, the collapse of a finely wrought abstraction into a puddle of ones and zeroes. Only human, software was born to fail. If not catastrophically, then aesthetically. Every software captain knew this.

Poor performance was a common failing of most new programs. The annals of software amply showed this; nearly every landmark system, from IBM’s 360 to the various flavors of Unix to Microsoft’s Windows, was released in an immature state and evolved over time to win broader acceptance. Indeed, people expected the first commercial release of a new program to contain flaws of all sorts.

Regarding both size and performance, customer preferences were clear. They wanted software that gave speedy results on inexpensive hardware and got great mileage out of memory.

The imminent arrival of NT had turned the computer industry on its ear. After outsiders took stock of the first beta, expectations for NT grew. While easy to nitpick over flaws, some heralded the program as a grand achievement likely to alter the destinies of scores of computer and software companies. Those rivals most at risk—IBM, Sun Microsystems and Novell, to name the three biggest—girded themselves against the onslaught. First Boston, a securities firm that advised investors on the industry’s outlook, captured the mood on February 15, 1993, calling NT the “most aggressive new piece of software ever.” Eight

After he returned to London, we talked on the phone almost every day, and he got busy tinkering with the software. After I took a look at the finished version, I agreed to take the tracking system off his hands for $30,000. I sat down and wrote a simple agreement in which I outlined the general terms and conditions. I am not a lawyer, of course, but I thought I’d done a pretty good job of writing my first contract. And the way I did it was simplicity itself. I went online and did my homework. I looked at dozens of sample contracts, to try to get a handle on the way these things were written, and found everything I needed on the Web. (It’s even easier today; you can get a variety of contracts from various sites, at no charge.) The agreement stipulated that I would pay him in ninety days, once I had tested the program, but I already knew that it was working fine. The fact is, I needed those ninety days to generate enough income to pay him—though he didn’t need to know that. I also told him that if things worked out, I might want to hire him to run the software for me, on a month-to-month basis, when the company was up and running, and I mentioned the possibility of paying him $10,000 a month. I know that sounds like a huge number, and it was certainly a huge number to me, but I had been looking closely at my competition and at the staggering amounts of money that were being generated, and I knew that all I needed was one little deal to get my business off the ground.

When Franklin Graham recently called for a boycott of gay-friendly companies on his Facebook page, it quickly became apparent that to follow through on his own initiative, he’d need to delete his Facebook account (he didn’t), stop using any Microsoft software, and shut down all Apple devices. When he publicly moved the bank accounts of the Billy Graham Evangelistic Association to BB&T Bank in protest of a Wells Fargo ad featuring a lesbian couple and their daughter, it generated this Miami Herald headline: “Billy Graham Group Moving Money to BB&T, Sponsor of Miami Beach Gay Pride Fundraiser.”110

The ability to carry into the future thousands of applications from the past placed NT in a class of its own in the brief history of personal computing. But the Windows personality enabled NT to keep one foot in the past. This was the great departure. Computer makers previously had forced customers to adopt an abandon-ship attitude to their past applications software. To achieve a higher level of performance, customers were asked to leave everything behind (they could still use their old software if they were willing to essentially sacrifice the innovations in their new ship). Microsoft itself had essentially made this pitch when it initially introduced OS/2 in 1987. The failure of OS/2 left a deep impression on Gates; it gave him a better sense of the shock of the new, of just how much innovation the mass of PC owners could accept at once. Customers wanted to carry the past into the future, so NT must support old applications. Achieving

In many ways what is happening now is what media, communications, and software moguls have been predicting for a generation: The fruits of Silicon Valley’s labor and those of New York and Hollywood are converging.

During stop-and-go situations, the Tesla will brake by kicking the motor into reverse via software and slowing down the wheels instead of using brake pads and friction to clamp them down. The Tesla motor generates electricity during this process and funnels it back to the batteries, which is why electric cars get better mileage in city traffic.

Consider Multi-store e-commerce. If you have specific vertical, you may want to consider taking your inventory and creating small boutique websites for specific product lines. Software like Netsuite.com can create multiple e-commerce stores from one admin dashboard.

There are those of us who nature is awakening to the secrets of the universe; apart from religious dogma or occult dabbling. It is Natural Law. It is awakening the minds and quickening the senses of those whom it's calling its descendants. Nature is fighting for its rightful place, which can never be fully usurped. Those who are most open to this knowledge are artists (poets, musicians, writers) who also happen to be free thinkers or "outsiders" to the system. We hear a voice that is calling us to waken to the secrets of the universe. Perhaps in some distant future, humanity will read of us; the ones who paved the way for this Pali or New Romanticism called the awakening unto Nature's Law. It won't be technology or software that paves the way, but nature. It won't allow itself to be destroyed, maybe uninhabitable for a time for humans, but never destroyed. There are those of us, the chosen few who are following the narrow path. We will be the future thinkers and writers who generations will read about that truly changed the world, and made a way where there seemingly was none.

Although earlier computers existed in isolation from the world, requiring their visuals and sound to be generated and live only within their memory, the Amiga was of the world, able to interface with it in all its rich analog glory. It was the first PC with a sufficient screen resolution and color palette as well as memory and processing power to practically store and display full-color photographic representations of the real world, whether they be scanned in from photographs, captured from film or video, or snapped live by a digitizer connected to the machine. It could be used to manipulate video, adding titles, special effects, or other postproduction tricks. And it was also among the first to make practical use of recordings of real-world sound. The seeds of the digital-media future, of digital cameras and Photoshop and MP3 players, are here. The Amiga was the first aesthetically satisfying PC. Although the generation of machines that preceded it were made to do many remarkable things, works produced on them always carried an implied asterisk; “Remarkable,” we say, “. . . for existing on such an absurdly limited platform.” Even the Macintosh, a dramatic leap forward in many ways, nevertheless remained sharply limited by its black-and-white display and its lack of fast animation capabilities. Visuals produced on the Amiga, however, were in full color and could often stand on their own terms, not as art produced under huge technological constraints, but simply as art. And in allowing game programmers to move beyond blocky, garish graphics and crude sound, the Amiga redefined the medium of interactive entertainment as being capable of adult sophistication and artistry. The seeds of the aesthetic future, of computers as everyday artistic tools, ever more attractive computer desktops, and audiovisually rich virtual worlds, are here. The Amiga empowered amateur creators by giving them access to tools heretofore available only to the professional. The platform’s most successful and sustained professional niche was as a video-production workstation, where an Amiga, accompanied by some relatively inexpensive software and hardware peripherals, could give the hobbyist amateur or the frugal professional editing and postproduction capabilities equivalent to equipment costing tens or hundreds of thousands. And much of the graphical and musical creation software available for the machine was truly remarkable. The seeds of the participatory-culture future, of YouTube and Flickr and even the blogosphere, are here. The

testing is an idea generation activity, rather than a plan implementation activity.

A single dot on a canvas is not a painting and a single bet cannot resolve a complex theoretical dispute. This will take many questions and question clusters. Of course it’s possible that if large numbers of questions are asked, each side may be right on some forecasts but wrong on others and the final outcome won’t generate the banner headlines that celebrity bets sometimes do. But as software engineers say, that’s a feature, not a bug. A major point of view rarely has zero merit, and if a forecasting contest produces a split decision we will have learned that the reality is more mixed than either side thought. If learning, not gloating, is the goal, that is progress.

Many of the criminal skills on the Web have emerged from an essential division in the philosophical debate generated by the Internet. In simple terms the debate is between those, on the one hand, who believe its commercial role is paramount and those, on the other, who argue that it is in the first instance a social and intellectual tool, whose very nature changes the fundamental moral code of mass communication. For the former, any copying of computer ‘code’ (shorthand for the computer language in which software or a program is written) that is not explicitly sanctioned is regarded as a criminal violation. The latter, however, are convinced that by releasing software you are also relinquishing copyright.

Web Application Development In this modern world of computer technology all people are using internet. In particular, to take advantage of this scenario the web provides a way for marketers to get to know the people visiting their sites and start communicating with them. One way of doing this is asking web visitors to subscribe to newsletters, to submit an application form when requesting information on products or provide details to customize their browsing experience when next visiting a particular website. In computing, a web application is a client–server software application in which the client runs in a web browser. HTML5 introduced explicit language support for making applications that are loaded as web pages, but can store data locally and continue to function while offline. Web Applications are dynamic web sites combined with server side programming which provide functionalities such as interacting with users, connecting to back-end databases, and generating results to browsers. Examples of Web Applications are Online Banking, Social Networking, Online Reservations, eCommerce / Shopping Cart Applications, Interactive Games, Online Training, Online Polls, Blogs, Online Forums, Content Management Systems, etc.. Applications are usually broken into logical chunks called “tiers”, where every tier is assigned a role. Traditional applications consist only of 1 tier, which resides on the client machine, but web applications lend themselves to an n-tiered approach by nature. Though many variations are possible, the most common structure is the three-tiered application. In its most common form, the three tiers are called presentation, application and storage, in this order. A web browser is the first tier (presentation), an engine using some dynamic Web content technology (such as ASP, CGI, ColdFusion, Dart, JSP/Java, Node.js, PHP, Python or Ruby on Rails) is the middle tier (application logic), and a database is the third tier (storage).The web browser sends requests to the middle tier, which services them by making queries and updates against the database and generates a user interface. Client Side Scripting / Coding – Client Side Scripting is the type of code that is executed or interpreted by browsers. Client Side Scripting is generally viewable by any visitor to a site (from the view menu click on “View Source” to view the source code). Below are some common Client Side Scripting technologies: HTML (HyperTextMarkup Language) CSS (Cascading Style Sheets) JavaScript Ajax (Asynchronous JavaScript and XML) jQuery (JavaScript Framework Library – commonly used in Ajax development) MooTools (JavaScript Framework Library – commonly used in Ajax development) Dojo Toolkit (JavaScript Framework Library – commonly used in Ajax development) Server Side Scripting / Coding – Server Side Scripting is the type of code that is executed or interpreted by the web server. Server Side Scripting is not viewable or accessible by any visitor or general public. Below are the common Server Side Scripting technologies: PHP (very common Server Side Scripting language – Linux / Unix based Open Source – free redistribution, usually combines with MySQL database) Zend Framework (PHP’s Object Oriented Web Application Framework) ASP (Microsoft Web Server (IIS) Scripting language) ASP.NET (Microsoft’s Web Application Framework – successor of ASP) ColdFusion (Adobe’s Web Application Framework) Ruby on Rails (Ruby programming’s Web Application Framework – free redistribution) Perl (general purpose high-level programming language and Server Side Scripting Language – free redistribution – lost its popularity to PHP) Python (general purpose high-level programming language and Server Side Scripting language – free redistribution). We also provide Training in various Computer Languages. TRIRID provide quality Web Application Development Services. Call us @ 8980010210

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4. The potential levers to improve employees’ experience We have identified three levers to enable the transition from the current breakdown of employee activities to the ideal division of activities. They are: Automate: companies should identify and automate routine activities, such as generating a PowerPoint presentation for a weekly meeting or recording invoices in accounting software. Augment: organizations should seize the opportunity to increase the value of work activities delivered by employees. IA is used as a crucial component here, with, for example, the generation of insights through advanced analytics to help decision making. Abandon: some work activities do not fit with leading practices for efficient work, and represent an obstacle to the employee’s experience. These activities should be reduced or eliminated. For example, restricting the volume of meetings and email traffic is essential. We call these levers the “Triple-A artifact”. It has proven to be a handy framework to help organizations build their action plans to boost their employee experience.

No problem,” muttered Mr. Raymo, waiting for the door to the secret passageway to glide shut. When Kyle was absolutely certain that the Krinkle brothers wouldn’t follow Mr. Raymo into the Rotunda Reading Room, he popped up and waved. “Mr. Keeley!” whispered Mr. Raymo. “Did you create the error code in Abraham Lincoln’s software?” “It was a group effort,” Kyle answered modestly. “But, yeah, that was us. We need to ask you a question.” “Please hurry,” said Mr. Raymo, looking over his shoulder. “If the brothers catch you kids…” “Mr. Raymo,” said Kyle, “can you use your Nonfictionator to replicate anybody saying anything?” “Yes. But I prefer to have the characters generated by the device speak with historical accuracy. That is why those of us on the Nonfictionator team have put such a high premium on proper research.” “But,” said Kyle, “if we did the research and gave you the audio and visual data you needed to create a truthful, honest representation of someone, or two someones…” “Then I can easily re-create that person or persons in holographic form,” said Mr. Raymo. “It’s also extremely helpful if an audio recording exists of the subject. For instance, I am quite confident that we have correctly captured Michael Jordan’s authentic voice, since we had primary source material to work with. Abraham Lincoln, on the other hand, sounds like Daniel Day-Lewis from the movie.

It wasn’t investigating my family history that put me on the lookout for cooperatives. I started looking because of stirrings I noticed as a reporter among veterans of the protests that began in 2011, such as Occupy Wall Street and Spain’s 15M movement. Once their uprisings simmered, the protesters had to figure out how to make a living in the economy they hadn’t yet transformed, and they started creating co-ops. Some were doing it with software—cooperative social media, cloud data, music streaming, digital currencies, gig markets, and more. But this generation was not all lost to the digital; others used cooperation to live by dirt and soil. The young radicals turned to the same kind of business that my buttoned-up, old-world, conservative grandfather did. Following them, I began following in my grandfather’s footsteps before I even knew it. Both

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However, if you are having trouble figuring out what to do for the particular situation, there’s a good chance that the caller won’t know what to do either. Generating an exception in a situation like this just passes the problem to someone else and adds to the system’s complexity.

the principle of generative pluralism. Generative pluralism is what allows the virtuous cycle of surplus and spillover to operate.

This was the power of Andrew Carnegie’s legacy. He had used his wealth to set up over 2,000 public libraries across North America. Three generations after his death, they were continuing to pay dividends. These new American citizens were fortunate that Carnegie had thought long-term. For the Taiwanese boys, Carnegie had created the hardware, and their mother the software. This bode well for their assimilation and success in America.

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When a software development process moves to daily test cycles, we gain the benefits of smaller changes, fewer open bugs, faster feedback, and faster cycle time.

The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

To initiate its EIR program, USCIS would also turn to an agitator. Brad Feld, an early-stage investor and prolific blogger, had become exasperated when officers of two promising startups under his watch were forced to return to their home countries because they couldn’t secure visas. He shared their story on a blog, attracting the attention of other entrepreneurs, including Ries, who couldn’t understand why there was no visa category for an entrepreneur with American investors and employees. In lieu of that category, many entrepreneurs were at the mercy of visa examiners who didn’t understand how they operated. At the point of visa application, many startups had not hired many employees or generated much revenue. This confused traditional visa examiners, who would then ask odd and irrelevant questions, often before a denial. To give just one example, it’s been years since AOL required a compact disc to use its service. And yet, visa examiners were demanding proof of a warehouse, where software startups would store their CD inventory for shipping to customers. As Feld’s idea of a “startup visa” became intertwined with, and paralyzed by, the broader debate on comprehensive immigration reform, the USCIS, with White House support, sought to accomplish something administratively within the existing law. It instituted an EIR program, to organize and educate a specialty unit of immigration officers to handle entrepreneur and startup nonimmigrant visa cases.22 The project also called for educating entrepreneurs about the available options, one of which they may have overlooked. For instance, the O-1 visa, which was reserved “for those with extraordinary ability,” had proven a successful channel for actors, athletes, musicians, directors, scientists, artists, businessmen, engineers, and others who could provide ample evidence of their unique and impressive abilities, attributes, awards, and accolades. It had even created some controversy, when visa evaluators took the term “model” to an extreme, awarding a visa to one of Hugh Hefner’s ex-girlfriends, a Playboy centerfold from Canada named Shera Berchard.23 If she was confident enough to assert and explain her “extraordinary ability,” why weren’t entrepreneurs?

Though it's often considered insulting to note, women in the aggregate have different preferences: we tend to put "people jobs" over "things jobs", as someone once put it to me. This has caused feminists a great deal of consternation. Pricked by the embarassment of natural differences between men and women, they blame society and insist women need to be taught to adopt different preferences. But behind this insistence lies the idea that women's preferences are inferior. Young girls are left to conclude that they must strive to be more like men- they must close the novel they were enjoying and take up coding. They must want things men want because men want them. The talking point about the dearth of women CEOs is a classic. The fact of this disparity might just as easily be understood differently: CEOs lead fairly unbalanced lives. They make a lot of money and have very little time. Their relationships suffer. They have high rates of divorce. Women might recognize this difference and assume that men are the ones to be pitied. We might just as easily say: Women are so much better adjusted, so much wiser for preferring relationships to dollars. We might as easily say: Of course women prefer literature to software engineering! It's far more interesting. It has the power to transport, to move hearts and minds. Literature is the story one generaton tells to the next. So many women study, teach and produce great literature. Who is the wiser sex? Instead we presume that if men dominate the STEM departments, they must be occupying the university's Arcadia. If CEOs are overwhelmingly male, then women are being unfairly excluded- by men who outfox them, a system that diminishes them, preferences that lead them astray. We want to have it both ways: acknowledging sotto voce that Sumner Redstone, Rupert Murdoch, and Jeff Bezos have not enjoyed enviable personal lives, while insisting every woman should or would stand in their shoes, given half a chance. [...] We must stop. It's a dumb habit, thoughtless and base. It reflects an unflattering insecurity we shouldn't indulge. The jealousy at its heart suggests that either we believe women aren't truly capable, or they have somehow be duped, made victims by a "system" that, generation after generation, locks us out and shuts us in with so many glass ceilings and walls. It's an exhausting set of untruths. Worst of all, girls are listening.

With the advent of cloning, this kind of thing is occurring not just at the level of messages but also in terms of individuals. Indeed, this is exactly what happens to the body when it is conceived of as nothing more than a message, nothing more than computer fodder. In such circumstances there is no obstacle in the way of a mass reproduction of the body exactly comparable to the mass reproduction of industrial objects and mass-media images described by Benjamin. Thus reproduction precedes production, and the genetic model of the body precedes all possible bodies. An exploding technology is what presides over this reversal - that technology which Benjamin was already able to describe, in its ultimate consequences, as a total medium; but Benjamin was writing in the industrial era: by then technology itself was a gigantic prosthesis governing the generation of identical objects and images which there was no longer any way of distinguishing from one another, but it was as yet impossible to foresee the technological sophistication of our own era, which has made it possible to generate identical beings, without any means of returning to an original. The prostheses of the industrial era were still external, exotechnical, whereas those we know now are ramified and internalized -esotechnical. Ours is the age of soft technologies, the age of genetic and mental software.

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We select our target customer segments, we design our value propositions to best serve these customer segments, we choose which type of relationships we will have with our customers and we choose which channels we will use to find, win, make, keep and grow our happy customers. We call this part of the business model the “Front Office.” Our front office activities will generate customers and revenue. In the “Back Office” of our business model we need to employ certain key resources that can execute certain key activities delivering our value propositions to our customers. The back office often builds relationships with key partners5 and the back office generates cost.

IV. Real techies don’t worry about forced eugenics. I learned this from a real techie in the cafeteria of a software company. The project team is having lunch and discussing how long it would take to wipe out a disease inherited recessively on the X chromosome. First come calculations of inheritance probabilities. Given a population of a given size, one of the engineers arrives at a wipe-out date. Immediately another suggests that the date could be moved forward by various manipulations of the inheritance patterns. For example, he says, there could be an education campaign. The six team members then fall over one another with further suggestions. They start with rewards to discourage carriers from breeding. Immediately they move to fines for those who reproduce the disease. Then they go for what they call “more effective” measures: Jail for breeding. Induced abortion. Forced sterilization. Now they’re hot. The calculations are flying. Years and years fall from the final doom-date of the disease. Finally, they get to the ultimate solution. “It’s straightforward,” someone says. “Just kill every carrier.” Everyone responds to this last suggestion with great enthusiasm. One generation and—bang—the disease is gone. Quietly, I say, “You know, that’s what the Nazis did.” They all look at me in disgust. It’s the look boys give a girl who has interrupted a burping contest. One says, “This is something my wife would say.” When he says “wife,” there is no love, warmth, or goodness in it. In this engineer’s mouth, “wife” means wet diapers and dirty dishes. It means someone angry with you for losing track of time and missing dinner. Someone sentimental. In his mind (for the moment), “wife” signifies all programming-party-pooping, illogical things in the universe. Still, I persist. “It started as just an idea for the Nazis, too, you know.” The engineer makes a reply that sounds like a retch. “This is how I know you’re not a real techie,” he says.

PC makers put crapware on their computers—antivirus software, subscription offers, and so on—precisely because the revenue is lucrative. Apple forgoes such opportunities time and again, convinced that high-quality products will ultimately generate more profits. It’s a classic long-term approach.

The Linux world behaves in many respects like a free market or an ecology, a collection of selfish agents attempting to maximize utility which in the process produces a self-correcting spontaneous order more elaborate and efficient than any amount of central planning could have achieved. Here, then, is the place to seek the “principle of understanding”. The “utility function” Linux hackers are maximizing is not classically economic, but is the intangible of their own ego satisfaction and reputation among other hackers. (One may call their motivation “altruistic”, but this ignores the fact that altruism is itself a form of ego satisfaction for the altruist). Voluntary cultures that work this way are not actually uncommon; one other in which I have long participated is science fiction fandom, which unlike hackerdom has long explicitly recognized “egoboo” (ego-boosting, or the enhancement of one’s reputation among other fans) as the basic drive behind volunteer activity. Linus, by successfully positioning himself as the gatekeeper of a project in which the development is mostly done by others, and nurturing interest in the project until it became self-sustaining, has shown an acute grasp of Kropotkin’s “principle of shared understanding”. This quasi-economic view of the Linux world enables us to see how that understanding is applied. We may view Linus’s method as a way to create an efficient market in “egoboo” — to connect the selfishness of individual hackers as firmly as possible to difficult ends that can only be achieved by sustained cooperation. With the fetchmail project I have shown (albeit on a smaller scale) that his methods can be duplicated with good results. Perhaps I have even done it a bit more consciously and systematically than he. Many people (especially those who politically distrust free markets) would expect a culture of self-directed egoists to be fragmented, territorial, wasteful, secretive, and hostile. But this expectation is clearly falsified by (to give just one example) the stunning variety, quality, and depth of Linux documentation. It is a hallowed given that programmers hate documenting; how is it, then, that Linux hackers generate so much documentation? Evidently Linux’s free market in egoboo works better to produce virtuous, other-directed behavior than the massively-funded documentation shops of commercial software producers. Both the fetchmail and Linux kernel projects show that by properly rewarding the egos of many other hackers, a strong developer/coordinator can use the Internet to capture the benefits of having lots of co-developers without having a project collapse into a chaotic mess. So to Brooks’s Law I counter-propose the following: Provided the development coordinator has a communications medium at least as good as the Internet, and knows how to lead without coercion, many heads are inevitably better than one.

While it was possible, then, for Apple to make up ground in software very quickly, doing so in the world of data was substantially more challenging even for a company of its resources. There are no shortcuts, as data simply cannot be generated overnight. There are only two means of producing it: collecting it over time, or acquiring an entity who has done so. Unlike software, then, which is a thin shield against would-be market entrants, organizations that amass a large body of data from which to extract value for themselves or their customers are well protected against even the largest market incumbents. Every software organization today should be aggregating data, because customers are demanding it. Consider, for example, online media services such as Netflix or Pandora. Their ability to improve their recommendations to customers for movies or music depends in turn on the data they’ve collected from other customers. This data, over time, becomes far more difficult to compete with than mere software. Which likely explains why Netflix is willing to open source the majority of its software portfolio but guards the API access to its user data closely.

Both magnetic and optical storage formats—videotape, digital discs, and drives—decay much faster than commercial film stock. Despite living in the cloud, there is no heaven for digital data. And in fifty years, even if our CDs, DVDs, flash drives, and YouTube accounts retain their contents, which is unlikely, there will be no devices or software with which to read them. Skip even one generation of technological change and the precious photos, videos, or letters on the floppy disks in the closet become inaccessible or illegible.

Having studied both the possible risks and the likely rewards, the Guardian’s managers decided both to “open in” the website, by bringing in more data and applications from the outside, and to “open out” the site, by enabling partners to create products using Guardian content and services on other digital platforms. To work toward the “open out” goal, the Guardian created a set of APIs that made its content easily available to external parties. These interfaces include three different levels of access. The lowest access tier, which the paper calls Keyless, allows anyone to use Guardian headlines, metadata, and information architecture (that is, the software and design elements that structure Guardian data and make it easier to access, analyze, and use) without requesting permission and without any requirement to share revenues that might be generated. The second access tier, Approved, allows registered developers to reprint entire Guardian articles, with certain time and usage restrictions. Advertising revenues are shared between the newspaper and the developers. The third and highest access tier, Bespoke, is a customized support package that provides unlimited use of Guardian content—for a fee.

Launching a service booking platform like OpenTable, the restaurant reservation system, poses a classic chicken-or-egg problem. Without a large base of participating restaurants, why would patrons visit the OpenTable site? But without a large base of patrons, why would restaurants choose to participate? OpenTable solved the problem by first distributing booking management software that restaurants could use to manage their seating inventory. Once OpenTable had enough restaurants on board, they built out the consumer side, which allowed them to start booking tables and collecting a lead generation fee from the restaurants.

The more you produce, the more you have to read. Automated code generation only makes matters worse. As Martin Fowler writes about low code quality: “Even small changes require programmers to understand large areas of code, code that’s difficult to understand.” [32] Code that’s difficult to understand slows you down. On the other hand, every minute you invest in making the code easier to understand pays itself back tenfold.

I once worked on a project in which a software product originally written for UNIX was being redesigned and implemented on Windows NT. Most of the programming team consisted of programmers who had great facility with Windows and Microsoft Visual C++. In no time at all, it seemed, they had generated many screens full of windows and toolbars and dialogues, all with connections to networks and data sources, thousands and thousands of lines of code. But when the inevitable difficulties of debugging came, they seemed at sea. In the face of the usual weird and and unexplainable outcomes, they stood agog. It was left to the UNIX-trained programmers to fix things. The UNIX team members were accustomed to not knowing. Their view of programming as language-as-text gave them the patience to look slowly through the code. In the end, the overall 'productivity' of the system, the fact that it came into being at all, was not the handiwork of tools that sought to make programming seem easy, but the work of engineers who had no fear of 'hard.

One can visualize a debugging assistant that offers very generalized suggestions at first, but as more and more system structure is embodied in the rule base, becomes more and more particular in the hypotheses it generates and the tests it recommends.

The Wolf. The single most productive engineer you’ll meet. You’ve heard of the 10x engineer, but I am here to tell you about the Wolf. They are engineers, and they consistently exhibit the following characteristics: They appear to exist outside of the well-defined process that we’ve defined to get things done, but they appear to suffer no consequences for not following these rules. Everyone knows they’re the Wolf, but no one ever calls them the Wolf. They have a manager, but no one really knows who it is. They have a lot of meetings, but none of them are scheduled. Inviting them to your meeting is a crap shoot. They understand how “the system” works, they understand how to use “the system” to their advantage, and they understand why “the system” exists, but they think “the system” is a bit of a joke. You can ask a Wolf to become a manager, but they’ll resist it. If you happen to convince them to do it, they will do a fine job, but they won’t stay in that role long. In fact, they’ll likely quit managing when you least expect it. Lastly, and most importantly, the Wolf generates disproportionate value for the company with their unparalleled ability to identify and rapidly work on projects essential to the future of the company.

Nothing in an inner circle can know anything at all about something in an outer circle. In particular, the name of something declared in an outer circle must not be mentioned by the code in an inner circle. That includes functions, classes, variables, or any other named software entity. By the same token, data formats declared in an outer circle should not be used by an inner circle, especially if those formats are generated by a framework in an outer circle. We don’t want anything in an outer circle to impact the inner circles.

The first is that we’re living in a time of astonishing progress with digital technologies—those that have computer hardware, software, and networks at their core. These technologies are not brand-new; businesses have been buying computers for more than half a century, and Time magazine declared the personal computer its “Machine of the Year” in 1982. But just as it took generations to improve the steam engine to the point that it could power the Industrial Revolution, it’s also taken time to refine our digital engines.