Showing posts with label Microsoft. Show all posts
Showing posts with label Microsoft. Show all posts

Monday, July 07, 2025

From Anxiety to ChatGPT

The following story presents a nice reversal of the previous post in my chatbotics series, From ChatGPT to Anxiety.

A boss at Xbox (owned by Microsoft) went onto LinkyDin (owned by Microsoft) to recommend the use of chatbots (either Microsoft Copilot or OpenAI's ChatGPT) for any employee made redundant (and consequently anxious) as Microsoft switches its focus towards artificial intelligence. He suggested that chatbots could help reduce the emotional and cognitive load that comes with job loss.

Brandon Sheffield posted a screenshot of the LinkyDin post on BlueSky, commenting Something I've realized over time is people in general lack the ability to think in a broader scope and include context and eventualities. But after thousands of people get laid off from your company maybe don't suggest they turn to the thing you're trying to replace them with for solace.

It may well be the case that chatbots are capable of higher levels of emotional intelligence than some tech bosses, and many people might prefer to confide in a chatbot than a representative of the company that has just fired them, whether for practical advice or mental health support. As Bilquise et al report, the emotional intelligence of chatbots is generally assessed in terms of accurately detecting the user’s emotion and generating emotionally relevant responses, while Ruse et al have explored how the use of mental health apps has changed the way people think about mental health more generally. (See also my commentary on the Ruse article.)


Ghazala Bilquise, Samar Ibrahim and Khaled Shaalan, Emotionally Intelligent Chatbots: A Systematic Literature Review (Human Behavior and Emerging Technologies 2022)

Charlotte Edwards, Xbox producer tells staff to use AI to ease job loss pain (BBC 7 July 2025)

Lili Jamali, Microsoft to cut up to 9,000 more jobs as it invests in AI (BBC 3 July 2025)

Luke Plunkett, Xbox Producer Recommends Laid Off Workers Should Use AI To ‘Help Reduce The Emotional And Cognitive Load That Comes With Job Loss’ (Aftermath, 4 July 2025) HT Brandon Sheffield

Jesse Ruse, Ernst Schraube, and Pual Rhodes, Left to their own devices: The significance of mental health apps on the construction of therapy and care (Subjectivity 2024)

Richard Veryard, On the Subjectivity of Devices (Subjectivity 2024)

Thursday, March 24, 2016

Artificial Belligerence

Back in the last century, when I was a postgraduate student in the Department of Computing and Control at Imperial College, some members of the department were involved in building an interactive exhibit for the Science Museum next door.

As I recall, the exhibit was designed accept free text from members of the public, and would produce semi-intelligent responses, partly based on the users' input.

Anticipating that young visitors might wish to trick the software into repeating rude words, an obscenity filter was programmed into the software. When some of my fellow students managed to hack into the obscenity file, they were taken aback by the sheer quantity and obscurity of the vocabulary that the academic staff (including some innocent-looking female lecturers) were able to blacklist.

The chatbot recently launched onto Twitter and other social media platforms by Microsoft appears to be a more sophisticated version of that exhibit at the Science Museum so many years ago. But without the precautions.

Within 24 hours, following a series of highly offensive tweets, the chatbot (known as Tay) was taken down. Many of the offensive tweets have been deleted.


Before

Matt Burgess, Microsoft's new chatbot wants to hang out with millennials on Twitter (Wired, 23 March 2016)

Hugh Langley, We played 'Would You Rather' with Tay, Microsoft's AI chat bot (TechRadar, 23 March 2016)

Nick Summers, Microsoft's Tay is an AI chat bot with 'zero chill' (Engadget, 23 March 2016)


Just After

Peter Bright, Microsoft terminates its Tay AI chatbot after she turns into a Nazi (Ars Technica

Andrew Griffin, Tay Tweets: Microsoft AI chatbot designed to learn from Twitter ends up endorsing Trump and praising Hitler (Independent, 24 March 2016)

Alex Hern, Microsoft scrambles to limit PR damage over abusive AI bot Tay (Guardian, 24 March 2016)

Elle Hunt, Tay, Microsoft's AI chatbot, gets a crash course in racism from Twitter (Guardian, 24 March 2016)

Jane Wakefield, Microsoft chatbot is taught to swear on Twitter (BBC News, 24 March 2016)


"So Microsoft created a chat bot that so perfectly emulates a teenager that it went off spouting offensive things just for the sake of getting attention? I would say the engineers in Redmond succeeded beyond their wildest expectations, myself." (Ars Praetorian)


What a difference a day makes!


Some Time After

Peter Lee, Learning from Tay's Introduction (Official Microsoft Blog, 25 March 2016)

Sam Shead, Microsoft says it faces 'difficult' challenges in AI design after chat bot Tay turned into a genocidal racist (Business Insider, 26 March 2016)

Paul Mason, The racist hijacking of Microsoft’s chatbot shows how the internet teems with hate (Guardian, 29 March 2016)

Dina Bass, Clippy’s Back: The Future of Microsoft Is Chatbots (Bloomberg, 30 March 2016)

Rajyasree Sen, Microsoft’s chatbot Tay is a mirror to Twitterverse (LiveMint, 31 March 2016)


Brief Reprise

Jon Russell, Microsoft AI bot Tay returns to Twitter, goes on spam tirade, then back to sleep (TechCrunch, 30 March 2016)



Updated 30 March 2016

Thursday, February 06, 2014

What's the Most Important Task for Microsoft's New CEO?

"Bill Gates’s first day at work in the newly created role of technology adviser got off to a rocky start yesterday as the Microsoft founder struggled for hours to install the Windows 8.1 upgrade" (New Yorker, 5 February 2014).

Lots of people have expressed amusement or sympathy about this. But the twist comes later in the story.

"After failing to install the upgrade by lunchtime, Mr. Gates summoned the new Microsoft C.E.O. Satya Nadella, who attempted to help him with the installation, but with no success."

What is really going on here? Has Nadella nothing better to do? One wonders whether Gates really didn't know how to install the software or whom to call, or whether he was just making a point about who was really the boss.

When someone as clever as Gates asks a stupid question, it may not be a stupid question at all. See my post On the Difference between Judges and Geeks.

A Microsoft spokesman said that Mr. Gates’s first day in his new job had been “a learning experience.” Yes, but for whom?

As they say in Italy, se non è vero, è molto ben trovato.

Tuesday, November 02, 2010

Software Cadence

I was intrigued by Bob Muglia's use of the word "cadence" in an interview last week about the future of Silverlight.
“As with anything as it matures, the (delivery) cadence changes.”


Mr Muglia is the Microsoft President in charge of the company’s server and tools business. The interviewer, experienced Microsoft commentator @maryjofoley, interpreted this to mean that the delivery pace of Silverlight is slowing [Mary-Jo Foley, Microsoft: Our strategy with Silverlight has shifted ZDNet 29 October 2010].


Yesterday, Muglia issued a statement in which he apologized for any surprise, controversy or confusion resulting from what he said, and sought to "expand" and "emphasize" some important points. The comments below this statement display a range of responses from reassurance to betrayal - this debate seems to be more about perceived commitment and trust and developer morale than about the technical issues. Muglia didn't repeat the words "maturity" or "cadence", and to date only one comment has appeared demanding that these words be clarified [http://team.silverlight.net/announcement/pdc-and-silverlight/].


Cadence is an ambiguous metaphor in this context. In music, it refers to the last few chords in a piece of music. Traditional cadences were very quick, but Beethoven introduced cadences that continued for a fair while, loudly repeating the last few chords over and over again without developing any new material, and this style is also found in some rock music. An entirely different meaning of the word is found in cycling and running where it means rotation speed - in other words, the number of times the pedals go round, or the number of times your feet strike the ground. I'm guessing Muglia is using the word in this sense, as a metaphor for the frequency of software release.


Just checking Wikipedia (where else?) I learn that elite runners don't vary their cadence much - if they want to go faster or slower, they simply put more or less energy into each step, rather than changing the number of steps - and this might be a relevant pattern for the software industry as well. However, I can certainly think of software products that continue to be upgraded regularly, even though each release seems increasingly trivial, almost empty of meaningful content, as if we were following the Beethoven cadential style.


The relationship between cadence/maturity and developer confidence is a peculiar one. One might think developers would prefer tools and platforms to remain stable, without a constant flurry of new complicating features, but there is clearly a fear that the rest of the developer community will abandon the platform as soon the new features stop coming. In other words, the viability of a platform relies on its not being perceived as mature or even maturing, and therefore a platform that wishes to retain the confidence of its developer community must get progressively more complicated and difficult to use, because of the accumulation of features that have been added for the wrong reasons.



I don't like that conclusion, I hope it's not true, but if it were true it would certainly explain a few things.

Thursday, November 06, 2008

Yahoo Endgame?

Microsoft is in the game to win. [Steve Ballmer July 2005, via Robert Scoble

And so is Yahoo, apparently. "My personal belief is if you're not in the game to win, you shouldn't be in the game, and that's the way that I try to encourage the whole company to think about it." [Jerry Yang, via BBC Newsblog, 6 November 2008

Yes but which game? 

"To this day the best thing for Microsoft to do is buy Yahoo," said Mr Yang. "I don't think that is a bad idea at all, at the right price whatever that price is. We're willing to sell the company," he told a packed ballroom at the Web 2.0 summit in San Francisco. [BBC News, 6 November 2008

Around the end of May 2008, BusinessWeek ran a story headlined Yahoo's Endgame. This theme had already been around for some months - indeed, Larry Dignan had called the endgame back in February 2008 (ZDnet). See also Umair Haque

Interpreting Beckett's play The Endgame, Wikipedia compares the struggle of Hamm to accept the end with "the refusal of novice players to admit defeat, whereas experts normally resign after a serious blunder or setback". 

(He takes out the handkerchief.)
Since that's the way we're playing it...
(he unfolds handkerchief)
...let's play it that way...
(he unfolds)
...and speak no more about it...
(he finishes unfolding)
...speak no more.
(He holds handkerchief spread out before him.)
Old stancher!
(Pause.)
You... remain.
(Pause. He covers his face with handkerchief, lowers his arms to armrests, remains motionless.)
(Brief tableau.)


See also Google-Yahoo: Unintended Consequences (BusinessWeek, 6 November 2008)

Sunday, May 18, 2008

Guardian Angel

From a recent US patent application
An intelligent personalized agent monitors, regulates, and advises a user in decision-making processes for efficiency or safety concerns. The agent monitors an environment and present characteristics of a user and analyzes such information in view of stored preferences specific to one of multiple profiles of the user. Based on the analysis, the agent can suggest or automatically implement a solution to a given issue or problem. In addition, the agent can identify another potential issue that requires attention and suggests or implements action accordingly. Furthermore, the agent can communicate with other users or devices by providing and acquiring information to assist in future decisions. All aspects of environment observation, decision assistance, and external communication can be flexibly limited or allowed as desired by the user.
Twenty investors are listed, including Gates, William H. (Medina, WA) and Ozzie, Raymond E. (Seattle, WA). The presence of these two names on the patent application is attracting some attention from the blogosphere.
  • a most unusual Microsoft patent application that should intrigue privacy advocates [TheoDP]
  • interesting and frightening at the same time [Dennis Kudin on security]
  • This sounds interesting at first glance, but also a little creepy. ... I'm not so sure I'd be terribly keen on having my device capable of some of those functions. [PDAPro.info]

There is some discussion in the comments to Bruce Schneier's blog about the extent of Bill's and Ray's contribution to this invention. Maybe it's true that Bill and Ray can attach their names to pretty much any Microsoft patent application if they choose. In which case the interesting question is what it was about this particular invention that attracted their interest. 

The name Guardian Angel is leading some commentators to view this as a security mechanism, but it is clearly intended to provide much more than security, a comprehensive mechanism to provide presence and context, which are key elements of some of the things both Bill and Ray have talked about in the past. 

There is also some discussion on Bruce's blog about the originality of the invention and the possibility of prior art. You really can't tell this from the summary though; to assess this properly, you would need to look at the whole application including the diagrams, but I haven't managed to access the diagrams. Clearly there are other companies working on mechanisms for presence and context, including the telecoms companies. I had a briefing on this very topic with Avaya recently. See my notes on Presence 2.0.

 

See also: What does a patent say? (February 2023)

Thursday, April 17, 2008

Hasta La Vista 2

According to Wikipedia, vista usually refers to a distant view. In other words, future rather than present.

Microsoft currently sells two operating systems for personal computers: XP was released in 2001; Vista was released to selected customers in late 2006, and to the general public in 2007. At present, many Microsoft users are sticking with XP.

Some commentators are suggesting that Microsoft is milking XP for all it's worth: "Last Chance to Buy", "While Stocks Last", "Farewell Tour". Writing in Slate magazine (the magazine formerly owned by Microsoft), Mickey Kaus describes Microsoft's strategy as Suicide Marketing (via Fake Steve Jobs). 

But there is nothing new about the product lifecycle, and nothing obviously suicidal about Microsoft's strategy. On the well-known Boston Grid model of product lifecycle, XP is unmistakeably a "cash cow", while Vista is somewhere between "problem child" and "rising star". And Microsoft still dominates a still-growing market; some people predict that Microsoft's command of the desktop will be taken away by Google and the cloud, but we certainly aren't there yet.

Notes

Farewell Tour. The concept of the endlessly repeated Farewell Tour has been known in the entertainment industry for decades, and "Farewell Tour" (or some variant thereof) has been the title of several records and films, including the Doobie Brothers' first live album. I just typed "Farewell Tour" into a well-known search engine, and I found farewell tours by the Eagles and Tony Blair. And Gates kicks off farewell tour in Vegas, according to the Register.  

Fake Steve. There are now two fake steve blogs. The latest post on the Fake Steve Ballmer blog shows The Blessing of Vista. The pope is genuine, but I have my doubts about the photo.

See also Hasta La Vista (Feb 2008) 

Thursday, February 28, 2008

Fine Amount

The European Commission has fined Microsoft 899m euros for failing to comply with its 2004 ruling. [BBC News, February 27th 2008]

I have no idea how they arrived at the figure of 899m euros - but it looks like adding insult to injury.

Okay, so maybe lots of software products cost 899 dollars or pounds or euros - actually loads of consumer products are marked up as x99 or x.99 - consumers are presumably supposed to think that 899 is a lot less than 900. It is one of the minor irritations in life, I find, being constantly treated as stupid by retailers. But regulatory fines aren't supposed to be marked down like in a retail store, are they?

I really can't imagine Microsoft executives saying to themselves: "Oh well, it could have been worse, they might have fined us 900m euros, we got a bargain." It's probably more like: "Pity they didn't try to fine us 900m euros, then we could have appealed on the grounds of subsection 14.3.5.a". Or whatever.

Sunday, February 24, 2008

Hasta La Vista

Tim Berners-Lee, Bill Gates, Steve Jobs, Ray Ozzie and Eric Schmidt were all born in 1955. 

I don't think they will be reading a couple of new books by one Jim Gatenby, "especially written for the over-50s". Excuse me dude, the Internet was written BY the over-fifties. 

Computing with Vista for the Older GenerationInternet for the Older Generation 

Myself, I have never felt the urge to read books about operating systems. If it needs a book, it can't be any good. But at the least the over-fifties can read books, innit? I expect Jim will be deluged with letters from fans pointing out the grammatical error on page 17. 

Finally, here are some elderly people getting excited about Vista (via Seth Godin). 

Wownow
Ramin Talaie/Bloomberg News/New York Times


 

See also Hasta La Vista 2 (April 2008)

Tuesday, February 05, 2008

And then there were two ...

So Microsoft wants to buy Yahoo!, huh? The BBC describes this as a shotgun wedding - with Google wielding the shotgun. [BBC News, February 1st, 2008] And in a post entitled Monkey Boy's three-legged race, Fake Steve Jobs reminds Steve Ballmer of his previous disdain for mergers. When such mergers involved companies getting together to compete against Microsoft, maybe Microsoft could afford to be confidently superior. But now it seems it's Microsoft that needs a merger (with Yahoo!) to compete against the market leader (Google), and Ballmer's previous words may come back to haunt him.

(For another deal like this, think of Oracle buying PeopleSoft to compete with SAP.)

Google purports to be upset at the deal, with a pompous protest from its Chief Legal Officer entitled Yahoo! and the future of the Internet, and even the often cynical Fake Steve seems to take this protest at face value. But if Fake Steve's own analysis is correct, Google has no need to worry. Challenging the deal may simply be a way of making sure the Microsoft board can't back down without losing face.

Apart from Google, Microsoft and the Yahoo! shareholders, who are the winners and losers in this game? Bill Burnham thinks that this is a Bad Deal for Silicon Valley, because Yahoo! was one of the prime buyers of internet startups (notably del.icio.us and Flickr). But of course there are plenty other players. eBay is perhaps still licking its wounds after the over-priced acquisition of Skype, and NewsCorp (which has ruled out a rival bid for Yahoo!) maybe hasn't yet quite worked out what to do with MySpace, but that leaves TimeWarner (owner of AOL), Comcast (owner of thePlatform), IAC (owner of Ask and Bloglines) and a few others.

Oh yes, AOL-TimeWarner, that was a merger wasn't it? The $200bn company that was created by the take-over of media giant TimeWarner by the Internet upstart AOL, but the letters AOL no longer part of the company name, and AOL has now reverted to its ordained place in the corporate world, as a division of a large media company called TimeWarner. A number of the AOL local operations have been sold off, and Google currently has a 5% stake of the remainder [Press Release].

In the past, TimeWarner has got rid of many once-profitable divisions, including Atari, MTV Networks, and Time-Life. Some investors have demanded a break-up of Time and Warner, so perhaps a return to the good old days of Warner Brothers. That kind of thing seems to be normal ebb and flow among media companies. Companies can merge, but they don't necessarily stay merged.

But we haven't seen much of that in the software industry yet. To date, IBM and Microsoft have successfully defended themselves against regulatory break-up. (But the future demands of Wall Street may be more difficult to ignore.) The post-merger Microsoft will be a different kind of company, with new challenges. Maybe Steve Ballmer needs to take Larry Ellison out to lunch and pick his brains. (And I never thought I'd say that.)

Update (further commentary)

  • If apparently intelligent people/organizations do apparently stupid things, it is tempting to look for some secret conspiracy or hidden motive that will make sense of the plan. For example, the Economist thinks this might be a devious trap to get Google snared in antitrust action. [The Economist (Feb 5th), via Fake Steve Jobs]
  • Marc Andreessen agrees with me that there are plenty other companies acquiring Internet property, but Bill Burnham still thinks the overall effect is negative for Silicon Valley. Fred Wilson sums up: It's time to think long-term.
  • Meanwhile Fake Steve Jobs is enjoying himself. Some months ago he was complaining of boredom, pining for a really good train-wreck merger. A reader asks if the Microsoft / Yahoo deal qualifies for this description. FSJ's answer is a resounding Yes.

Another Update

Tuesday, August 28, 2007

Skype Skuppered

It turns out that it was Microsoft that brought down Skype for two days earlier this month. Microsoft's monthly software update (known as Patch Tuesday) triggered millions of computers to reboot at the same time, which always puts an unusual strain on major Internet companies such as Skype.

As Alex from RiskManagement Insight points out, this is equivalent to a form of DDOS (distributed denial of service) attack. From a risk management perspective, it may not matter very much whether an attack is deliberate and malicious, or merely an accidental side-effect of some entirely innocent action.

Although Skype had survived previous Patch Tuesdays without incident, it seems that this month's Patch Tuesday triggered a previously unknown bug in Skype's software. As Alex points out, it is practically impossible to construct a test environment large and complex enough to simulate this scenario.

I haven't seen any figures, but I have little doubt that Skype's competitors (including Microsoft) must have experienced an unusually high level of new registrations during Skype's misfortune. Now that we have become accustomed to free voice calls over the Internet, it seemed outrageous to return to the almost mediaeval practice of paying real money for talking over the telephone, so my colleagues and I signed up to Yahoo Messenger.

It's an ill wind ...

Sunday, February 11, 2007

Executive Email 2

Bill Gates and Steve Jobs both issued public statements last week.
But here's the curious thing. According to del.icio.us, the Jobs letter has been saved by over 1300 people, while the Gates email has been saved by 6 people.

In searching for an explanation for this difference, we need to consider a combination of content and context. Jobs is making a dramatic intervention into a controversial topic. Whereas Gates doesn't seem to be saying anything particularly remarkable.

But why is that? Has Gates lost the power to startle the industry? What is really going on?

Tuesday, January 23, 2007

Competition 2

Should Steve Ballmer be more positive about the i-Phone, or is it okay to diss the competition?

I posted something here a while back about badmouthing the competition. Ballmer didn't say anything exceptionally bad about Apple, but there was a contemptuous laugh that conveyed disrespect.

In the past, executives were careful with their words, but would often convey additional or contrary messages through non-verbal clues. Thanks to YouTube, this kind of non-verbal behaviour can now be widely disseminated and discussed.

In a post entitled love thy competitor, Garr Reynolds sees this kind of laughter as poor presentation style.
"Frankly, Ballmer reacted pretty much like I expected him to. ... I would have been flat-out blown away and quite impressed indeed if he had been complimentary of Apple. ... But it is the reaction to Ballmer's comments that I find so fascinating. It is the big response to Steve Ballmer's little comments got me thinking: Should you say "nice things" about competitors?"

Tom Peters made a similar point recently - Love Thine "Enemy"! It's Good Business!

Perhaps the real question for the IT industry is whether competition is a zero-sum game. And that depends where we are in the product lifecycle. For a new or emerging class of product, it makes sense for a vendor to collaborate with its competitors to encourage adoption and grow the market. For a mature product, on the other hand, the incentives for collaboration are smaller, and the vendor's strategy may be to gain the maximum market share or the most profitable niche, at the expense of its competitors.

But this is where it gets difficult for the relationship between two major vendors, such as Apple and Microsoft. There are many different product areas in which they compete - from operating systems (OS-X versus Windows) to MP3 players (iPod versus Zune) - as well as some in which they cooperate - and these are at different points in the product life cycle.

If Ballmer were a devious hypocrite, he would have spoken neutrally or even positively about the iPhone and then paid other people privately to dish the dirt. Perhaps we should be thankful that he doesn't try to conceal his true feelings about his competitors.

Sunday, April 23, 2006

Microsoft and Enterprise 2.0

In what sense does Microsoft count as a typical enterprise? What (if anything) can we learn from the adoption of various practices and technologies within Microsoft?
Like most people in the software industry, I have watched the awesome progress of Microsoft as a successful business organization. I know lots of people who work at Microsoft, including a number of former colleagues and associates. I also know lots of people outside Microsoft who have strong opinions about the company and its products, not always supported by facts. When I have taught classes on software quality, there has always been a lively discussion whenever I have mentioned Microsoft.

Harry Pierson (Devhawk) suggests that Sharepoint 2003 (widely used inside Microsoft) has many of the specific features of Enterprise 2.0, although he admits that we have to wait for Sharepoint 2007 to get blogs, wikis and RSS.

Meanwhile, Microsoft Architect Mike Platt makes the following claims about the adoption of Web 2.0 and Enterprise 2.0, based on his experience within Microsoft.
  • Control will pass to the workers ... in very competitive industries (such as Microsoft). (Dion Hinchcliffe calls this democratization, and Mike appears to accept the applicability of this word to Microsoft.)
  • The most dynamic and strongest use of community techniques is at the edge of the enterprise where we interact with the customers.
  • Blurring of the boundaries of organizations ... enterprises becoming more transparent and formless ... destruction of the Iron Curtain.
This prompts several comments.

Firstly, the characterization of Microsoft. Competitive? Democratic/democratizing? Transparent and formless? These views of Microsoft may make sense from an internal perspective, but will undoubtedly seem surprising to many people outside Microsoft.

Secondly, the edge. Microsoft has an interesting combination of mass-market products and enterprise customers. There are clearly multiple styles of interaction with customers, both direct and indirect. Is marketing push or pull? What is the nature of the edge?

Thirdly, there are some interesting implications for the psychology of the organization. Taking power to the edge (if that is really what Microsoft is doing) typically generates anxiety. Microsoft often seems to be driven by a fear of competition, whether this is justified or not. Loss of boundaries is a profoundly threatening move. Can Microsoft handle higher levels of anxiety than other organizations, and if so why?

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Wednesday, March 22, 2006

MIX06

I was in Las Vegas to attend the SPARK workshop before MIX. I wish I'd been able to stay for the whole of MIX, but I did manage to borrow someone's badge (I'm not sure whether I should name him here, but thanks anyway) to get into the Bill Gates Keynote.

Robert Scoble popped into the SPARK workshop (photo here, with Edgehawk Devhawk in the background) but he hasn't mentioned it in his blog yet. (I guess his power lunch with Bill Gates is more interesting to his readers.)

Click here for my notes on the SPARK06 workshop.

Monday, March 20, 2006

Mix06 Keynote

A fascinating keynote speech by Bill Gates at Mix06, without any slides. (He's obviously been reading the blogs about his use of PowerPoint). Some great presentations by mySpace and the BBC, followed by a conversation with Tim O'Reilly.

Tim tried to push Bill into supporting Web 2.0. Can we find some examples of collaborative, bottom-up emergence in the Microsoft/Windows experience? Bill's answers all seemed to be about Microsoft controlling things better, putting in better security features and so on, based on install volume (what economists call "learning by doing") and user feedback. I don't think this was really what Tim was pushing for.

Tim also asked about competition from companies with different business models - Google, Apple - and Microsoft competing with telcos. Bill evaded these questions, and talked instead about Microsoft moving away from a device-centric model of computing towards a user-centric model of software. Your user preferences are available (though services) to any device you happen to pick up - including (if you are authenticated to use it) your friend's phone. This looks like a very important development, which is related to the context-based services I've been talking about on my SOAPbox blog.

This is relevant to the competition with Apple, because the Apple solution remains proprietary and tightly controlled - especially in terms of DRM - and this gives some credibility to Microsoft's attempt to position itself as more open and interoperable. As a representative of a major content provider, the BBC speaker was positive about Microsoft's DRM position.

The keynote lasted longer than I had expected, so I had to leave before the end. I'll try to catch the rest on the Internet later.

Friday, March 11, 2005

Microsoft and Groove

Microsoft is buying Groove Networks (news.com, March 10th 2005). See commentary by Stephen O'Grady (Redmonk), which discusses the potential threat to Lotus and other tools in the collaboration space. See also commentary by Michael Sampson, which discusses some of the technical options now facing Microsoft.

But I think there's something else interesting here. At Groove, both Ray Ozzie and Michael Helfrich were enthusiastic proponents of the concept of Power to the Edge. See Ray's review of the 2003 book by Alberts and Hayes. Ray is now becoming a senior manager at Microsoft, reporting directly to Bill Gates. Michael left Groove at the end of January. 

Meanwhile John Stenbit, the former assistant secretary of defense who wrote the foreword to the Alberts and Hayes book, joined the board of directors of Groove in November 2004 (press release). (He is also on the boards of Cryptek, McDonald Bradley, Mercator Partners, SI International and Viasat.)

So what is Microsoft's role going to be in providing a platform for the Edge Organization? This is something we are going to have to explain and explore over the next few months and beyond.


Update

Over the years, Microsoft has used the Groove brandname for various purposes, including collaboration, filesharing and music streaming.

Ray Ozzie worked for Microsoft until 2010, initially as one of three Chief Technology Officers, subsequently taking over from Bill Gates as Chief Software Architect.

After leaving Groove, Michael Helfrich set up a company called Blueforce, initially specializing in the defence sector before expanding into other areas of government.

John Stenbit is still on the boards of several companies.


Former Assistant Secretary Of Defense John P. Stenbit Joins Groove Networks Board of Directors (BusinessWire, 18 November 2004)

See also Power to the Edge (December 2005)

Friday, July 23, 2004

Software Factories

Keith Short has been working on solving the problem of software productivity for many years - at JMA, Texas Instruments, and now at Microsoft. He is writing a book on Software Factories, and there is a 2-page flyer (pdf) describing the approach. 

I asked Oliver Sims (the author of "Business Component Factory") for a comment. He writes:  

The work going on at Microsoft is very encouraging. I despaired a time ago of the Java community ever grasping the nettle of high-productivity software development. While I think they are going in the right direction, it's not clear that they will achieve as much as they could.  

I have not yet read the book, although I have it on order.  

So, based on the two-page article you pointed me at, I'd say the biggest difference between the MS approach and the BCF approach is that MS is building up from tools, whereas the BCF approach says "this is how we want to design and build systems, to run on a number of platforms; now what tools are needed?". The former is not so concerned with platform independence, rather it focuses on making the MS toolset a lot more productive, given that the MS platform is the target. 

In summary, I think MS could revolutionise the industry if they lift their sights somewhat. But there is a danger that they will not, and will therefore miss the real opportunity. Time will tell ... 

I think there are five key issues that Keith would have to address (a) to maximise productivity and (b) if MS decided to broaden their approach to address other platforms than MS. I'm not attempting to de-conflate these two, since I think they're linked. The five issues are (in no particular order, and wrt the two-page article):  

(1) Level of Architectural Style: It could be that MS is aiming too low, and is thinking primarily in terms of MS platfroms. Thus Jack and Keith talk about a factory schema for building "thin client eCommerce applications using MS [platforms]". I believe one can lift the level of abstraction further than that, and include rich client as well. We certainly got near to this when working with the BCF described in our book. This would reduce the number of different factories, but would increase the complexity of the generators or whatever. However, the big advantage would be much greater platform independence (we were aiming at web-based and rich client, with various server software including AS400!).  

(2) Raising the level of the platform: The aim here is to have app developers (and the people providing tools, patterns, etc) have a simpler environment to target - i.e. more transparencies. This will result in less code being generated, tested and deployed. And less code is goodness. In effect, the more generic code (that performs adequately) there is, the better for everyone.  

The platform level should be raised bearing in mind a specific architectural style - otherwise you can't raise it! I call this a "virtual platfrom" since it's COTS products plus what in any IT shop is called "glue". So it's not a real "platfrom" that you can buy off-the-shelf. Much glue is common to a particular architectural style. MS could really go to town on this within the scope of the MS platfroms, but it's not evident that they intend to do so. (But who knows, perhaps they are?)  

Without a higher-level platfrom, there is a danger that the DSLs (of which I'm all in favour) merely provide a nicer interface to tools, rather than creating a cohesive toolset for building any system that conforms with the architectural style.  

There is much more to say on this, but that's probably enough for this headline as it were. 

(3) Coehesive end-to-end and top-to-bottom architecture: Keith does talk about patterns (and I think he includes architecture in this), and also that you need not only specific point-solution patterns but also end-to-end patterns of several sorts. However it's not immediately evident that all these patterns must be woven into a cohesive whole that defines the architectural style. Of course, we all agree that architecture (and I'd say process) should be delivered to developers through tools, surfacing (for example) as directions on what to build, and constraints as to how the things built can interact. 

(4) Organization: There is no mention of the need to move away from project-based development to a product line development. If this is not done, then all the DSLs in the world will not improve overall productivity much, espeically that no-one wants highly-productive stovepipe building, but rather highly productive develoment of systems that are flexible, scalable, resilient, interoperable, etc etc.  

(5) Executable designs: MS are, I believe, very much focused on generating code (except in such areas as Biztalk of course). They should also be thinking of executing models directly. 

 

See also contribution by Oliver Sims to the WSDL/JINI debate

Tuesday, July 06, 2004

Microsoft becoming Middle-Aged

Microsoft is quietly turning itself into a utility company. The vision being presented by many computer industry leaders, including Bill Gates of Microsoft, is of computing services being piped into businesses and homes like electricity, delivered across some kind of grid, and billed according to usage. Utility computing is not just a technological move, but represents a business departure for Microsoft, leading it away from its high-tech alliance with Intel.

Many years ago, Gordon Moore of Intel declared that computer hardware power would double every eighteen months. The hardware industry continues to track this principle - known as Moore's Law - fairly closely. Meanwhile, the software industry has benefited hugely from Moore's Law and the exponential growth of computer hardware power. A constant supply of bigger and faster machines has meant a continual demand for new software licences. Meanwhile the software industry has returned the favour by producing feature-laden power-hungry software that helps stimulate the demand for bigger and faster machines.

Moore's Law appears to offer a vision of ever-cheaper computing - but this is a mirage. Since total production costs, including R&D, are constantly increasing, unit costs can only fall if the total production volumes grow to achieve ever-larger economies of scale. Without rapid growth in IT spending, Moore's law is not economically viable. Influential computer users, such as Eric Schmidt of Google, are turning their back on Moore's Law, and using older, cheaper technology. Corporate IT budgets are being squeezed, and purchase of hardware and software is much harder to cost-justify. A dedicated minority of users may want the latest products with the most advanced features, but most users will be focused on more basic aspects of software value, such as reliability and total cost of ownership.

In January 2002 Bill Gates responded to this challenge by declaring a goal of Trustworthy Computing, both for Microsoft and across the industry. Against a background of poor software security, with Microsoft's own organization frequently falling victim to Internet attack (most recently the Slammer virus), Microsoft promised to improve the reliability and security of its products. Instead of pushing out new features at all costs, Microsoft would devote more effort to testing, and to weeding out vulnerabilities. Some industry observers have seen this initiative as purely a technical one, and have noted Microsoft's struggle to adopt this consistently across its organization. Others have dismissed it as marketing spin.

But the strategic potential of trustworthy computing goes much further than technical quality. Utility computing requires Microsoft to adopt a different culture, perhaps more grown-up and responsible, less technically exciting. It is a bold strategic move, with no certainty of outcome. Microsoft could simply have chosen to sit through the downturn in IT spending, waiting for previous spending patterns to be resumed, knowing it would survive where many of its competitors wouldn't. But if the move is successful, Microsoft becomes a value stock, producing a fat dividend yield from a secure industry position. Safe computing.

Monday, March 17, 2003

Microsoft becoming boring?

Microsoft is quietly turning itself into a utility company. The vision being presented by many computer industry leaders, including Bill Gates of Microsoft, is of computing services being piped into businesses and homes like electricity, delivered across some kind of grid, and billed according to usage. Utility computing is not just a technological move, but represents a business departure for Microsoft, leading it away from its high-tech alliance with Intel.

Many years ago, Gordon Moore of Intel declared that computer hardware power would double every eighteen months. The hardware industry continues to track this principle – known as Moore’s Law – fairly closely. Meanwhile, the software industry has benefited hugely from Moore’s Law and the exponential growth of computer hardware power. A constant supply of bigger and faster machines has meant a continual demand for new software licences. Meanwhile the software industry has returned the favour by producing feature-laden power-hungry software that helps stimulate the demand for bigger and faster machines.

Moore’s Law appears to offer a vision of ever-cheaper computing – but this is a mirage. Since total production costs, including R&D, are constantly increasing, unit costs can only fall if the total production volumes grow to achieve ever-larger economies of scale. Without rapid growth in IT spending, Moore’s law is not economically viable. Influential computer users, such as Eric Schmidt of Google, are turning their back on Moore’s Law, and using older, cheaper technology. Corporate IT budgets are being squeezed, and purchase of hardware and software is much harder to cost-justify. A dedicated minority of users may want the latest products with the most advanced features, but most users will be focused on more basic aspects of software value, such as reliability and total cost of ownership.

In January 2002 Bill Gates responded to this challenge by declaring a goal of Trustworthy Computing, both for Microsoft and across the industry. Against a background of poor software security, with Microsoft’s own organization frequently falling victim to Internet attack (most recently the Slammer virus), Microsoft promised to improve the reliability and security of its products. Instead of pushing out new features at all costs, Microsoft would devote more effort to testing, and to weeding out vulnerabilities. Some industry observers have seen this initiative as purely a technical one, and have noted Microsoft’s struggle to adopt this consistently across its organization. Others have dismissed it as marketing spin.

But the strategic potential of trustworthy computing goes much further than technical quality. Utility computing requires Microsoft to adopt a different culture, perhaps more grown-up and responsible, less technically exciting. It is a bold strategic move, with no certainty of outcome. Microsoft could simply have chosen to sit through the current downturn in IT spending, waiting for previous spending patterns to be resumed, knowing it would survive where many of its competitors wouldn’t. But if the move is successful, Microsoft becomes a value stock, producing a fat dividend yield from a secure industry position. Safe computing. 

 

Update

In 2010, danah boyd (then and now with Microsoft) wrote a post called Facebook is a utility, utilities get regulated (15 May 2010) HT @j2bryson