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Paul Merrell

When Is Open Source Not That Open Source? - Devx Blog - 0 views

blog.devx.com/...is-open-source-not-that-o.html

ibm non-organic open source organic open source solaris sun

shared by Paul Merrell on 29 Jul 08 - Cached
  • According to Ts'o, the difference between organic and non-organic is related to how much influence a single corporation has in the development of an open source product. The broader the developer community around a project and the lower the barrier to contributing, the more organic it is. Citing Linux, Apache, Mozilla, and Eclipse among those in the organic open source camp, Ts'o singled out OpenSolaris as a prime example of non-organic open source. In fact, he objected to "Sun claiming that Solaris is just like Linux because it's open source"--a characterization that seemed to inspire his interest in asserting these definitions.
  • Paul Merrell on 29 Jul 08
     
    IBM calling Sun names for iron-clad control over Solaris code commit rights. OpenOffice.org comes to mind as well as the IBM-Sun iron-clad control of ODF.
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Paul Merrell

Alfresco Labs 3.0 Final Version Supports CMIS - 0 views

xml.coverpages.org/AlfrescoLabsV30-CMIS.html

Alfresco CMIS collaboration sharepoint interop

shared by Paul Merrell on 22 Jan 09 - Cached
  • Alfresco Software Inc., today announced the general availability of Alfresco Labs 3 Final. This is a milestone release for Alfresco Labs and is immediately available for download under the open source GPL license at:       http://wiki.alfresco.com/wiki/Download_Labs "In the current economic environment organizations seek more cost effective and productive methods of managing increased volumes of content and greater levels of compliance. Alfresco delivers an innovative solution for ECM, while dramatically reducing the associated costs," said John Newton, CTO of Alfresco Software. "This release is designed to be the open source content services platform for all Alfresco and non-Alfresco content applications from document management and web content management to wikis. Alfresco has already utilized the emerging CMIS standard to integrate content services to other open source systems like Joomla, as well as offering integrations to MediaWiki, Open Office and WordPress. We strongly recommend that our open source community download this release."
  • Native SharePoint protocol support: Seamless document editing via SharePoint protocol Flex Document Previewer: Zoom, snap points and full-screen AJAX Calendar: Drag-and-drop event support Links Directory Manager: Share internal and external links Document Management Enhanced SharePoint protocol site and workspace support Email Management Email-In Smart Folders: Email storage with attachment support
  • CMIS REST and Web Services binding Content Management Interoperability Services (CMIS) support SharePoint Protocol Support Native SharePoint Protocol support from Microsoft Office and Alfresco Share
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  • Alfresco has seen major adoption of its open source ECM system throughout the world. There have been over 1.5 million downloads of Alfresco Labs. Alfresco Labs is designed to be the research vehicle for new features, enabling developers to access a nightly build with the latest functionality. The Alfresco Labs 3 build is a stable build with basic QA against an open source stack. Alfresco Enterprise is the supported Alfresco build and is used by more than 700 enterprise customers, including the NYSE, Los Angeles Times, Boise Cascade, Sony Pictures, Activision, Kaplan, FedEx, and KLM.
  • Paul Merrell on 22 Jan 09
     
    Virtually all of the big ECM players have joined the OASIS CMIS TC, but how many are there to collaborate and how many to obstruct? See . The Alfresco Labs FOSS CMIS and BPM hub seems to be gaining by leaps and bounds and now offers even more app interop connections including -- vitally -- with Sharepoint. CMIS is a standard we might keep an eye on.
Paul Merrell

Sick Of Facebook? Read This. - 2 views

www.mintpressnews.com/...252284

Internet-censorship Facebook alternatives Minds

shared by Paul Merrell on 28 Nov 18 - No Cached
  • In 2012, The Guardian reported on Facebook’s arbitrary and ridiculous nudity and violence guidelines which allow images of crushed limbs but – dear god spare us the image of a woman breastfeeding. Still, people stayed – and Facebook grew. In 2014, Facebook admitted to mind control games via positive or negative emotional content tests on unknowing and unwilling platform users. Still, people stayed – and Facebook grew. Following the 2016 election, Facebook responded to the Harpie shrieks from the corporate Democrats bysetting up a so-called “fake news” task force to weed out those dastardly commies (or socialists or anarchists or leftists or libertarians or dissidents or…). And since then, I’ve watched my reach on Facebook drain like water in a bathtub – hard to notice at first and then a spastic swirl while people bicker about how to plug the drain. And still, we stayed – and the censorship tightened. Roughly a year ago, my show Act Out! reported on both the censorship we were experiencing but also the cramped filter bubbling that Facebook employs in order to keep the undesirables out of everyone’s news feed. Still, I stayed – and the censorship tightened. 2017 into 2018 saw more and more activist organizers, particularly black and brown, thrown into Facebook jail for questioning systemic violence and demanding better. In August, puss bag ass hat in a human suit Alex Jones was banned from Facebook – YouTube, Apple and Twitter followed suit shortly thereafter. Some folks celebrated. Some others of us skipped the party because we could feel what was coming.
  • On Thursday, October 11th of this year, Facebook purged more than 800 pages including The Anti-Media, Police the Police, Free Thought Project and many other social justice and alternative media pages. Their explanation rested on the painfully flimsy foundation of “inauthentic behavior.” Meanwhile, their fake-news checking team is stacked with the likes of the Atlantic Council and the Weekly Standard, neocon junk organizations that peddle such drivel as “The Character Assassination of Brett Kavanaugh.” Soon after, on the Monday before the Midterm elections, Facebook blocked another 115 accounts citing once again, “inauthentic behavior.” Then, in mid November, a massive New York Times piece chronicled Facebook’s long road to not only save its image amid rising authoritarian behavior, but “to discredit activist protesters, in part by linking them to the liberal financier George Soros.” (I consistently find myself waiting for those Soros and Putin checks in the mail that just never appear.)
  • What we need is an open source, non-surveillance platform. And right now, that platform is Minds. Before you ask, I’m not being paid to write that.
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  • Fashioned as an alternative to the closed and creepy Facebook behemoth, Minds advertises itself as “an open source and decentralized social network for Internet freedom.” Minds prides itself on being hands-off with regards to any content that falls in line with what’s permitted by law, which has elicited critiques from some on the left who say Minds is a safe haven for fascists and right-wing extremists. Yet, Ottman has himself stated openly that he wants ideas on content moderation and ways to make Minds a better place for social network users as well as radical content creators. What a few fellow journos and I are calling #MindsShift is an important step in not only moving away from our gagged existence on Facebook but in building a social network that can serve up the real news folks are now aching for.
  • To be clear, we aren’t advocating that you delete your Facebook account – unless you want to. For many, Facebook is still an important tool and our goal is to add to the outreach toolkit, not suppress it. We have set January 1st, 2019 as the ultimate date for this #MindsShift. Several outlets with a combined reach of millions of users will be making the move – and asking their readerships/viewerships to move with them. Along with fellow journalists, I am working with Minds to brainstorm new user-friendly functions and ways to make this #MindsShift a loud and powerful move. We ask that you, the reader, add to the conversation by joining the #MindsShift and spreading the word to your friends and family. (Join Minds via this link) We have created the #MindsShift open group on Minds.com so that you can join and offer up suggestions and ideas to make this platform a new home for radical and progressive media.
Gary Edwards

Can C.E.O. Satya Nadella Save Microsoft? | Vanity Fair - 0 views

www.vanityfair.com/...-gates-steve-ballmer-microsoft

Microsoft-Cloud

shared by Gary Edwards on 09 Oct 14 - No Cached
  • he new world of computing is a radical break from the past. That’s because of the growth of mobile devices and cloud computing. In the old world, corporations owned and ran Windows P.C.’s and Window servers in their own facilities, with the necessary software installed on them. Everyone used Windows, so everything was developed for Windows. It was a virtuous circle for Microsoft.
  • Now the processing power is in the cloud, and very sophisticated applications, from e-mail to tools you need to run a business, can be run by logging onto a Web site, not from pre-installed software. In addition, the way we work (and play) has shifted from P.C.’s to mobile devices—where Android and Apple’s iOS each outsell Windows by more than 10 to 1. Why develop software to run on Windows if no one is using Windows? Why use Windows if nothing you want can run on it? The virtuous circle has turned vicious.
  • Part of why Microsoft failed with devices is that competitors upended its business model. Google doesn’t charge for the operating system. That’s because Google makes its money on search. Apple can charge high prices because of the beauty and elegance of its devices, where the software and hardware are integrated in one gorgeous package. Meanwhile, Microsoft continued to force outside manufacturers, whose products simply weren’t as compelling as Apple’s, to pay for a license for Windows. And it didn’t allow Office to be used on non-Windows phones and tablets. “The whole philosophy of the company was Windows first,” says Heather Bellini, an analyst at Goldman Sachs. Of course it was: that’s how Microsoft had always made its money.
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  • Right now, Windows itself is fragmented: applications developed for one Windows device, say a P.C., don’t even necessarily work on another Windows device. And if Microsoft develops a new killer application, it almost has to be released for Android and Apple phones, given their market dominance, thereby strengthening those eco-systems, too.
  • At its core, Azure uses Windows server technology. That helps existing Windows applications run seamlessly on Azure. Technologists sometimes call what Microsoft has done a “hybrid cloud” because companies can use Azure alongside their pre-existing on-site Windows servers. At the same time, Nadella also to some extent has embraced open-source software—free code that doesn’t require a license from Microsoft—so that someone could develop something using non-Microsoft technology, and it would run on Azure. That broadens Azure’s appeal.
  • “In some ways the way people think about Bill and Steve is almost a Rorschach test.” For those who romanticize the Gates era, Microsoft’s current predicament will always be Ballmer’s fault. For others, it’s not so clear. “He left Steve holding a big bag of shit,” the former executive says of Gates. In the year Ballmer officially took over, Microsoft was found to be a predatory monopolist by the U.S. government and was ordered to split into two; the cost of that to Gates and his company can never be calculated. In addition, the dotcom bubble had burst, causing Microsoft stock to collapse, which resulted in a simmering tension between longtime employees, whom the company had made rich, and newer ones, who had missed the gravy train.
  • Nadella lived this dilemma because his job at Microsoft included figuring out the cloud-based future while maintaining the highly profitable Windows server business. And so he did a bunch of things that were totally un-Microsoft-like. He went to talk to start-ups to find out why they weren’t using Microsoft. He put massive research-and-development dollars behind Azure, a cloud-based platform that Microsoft had developed in Skunk Works fashion, which by definition took resources away from the highly profitable existing business.
  • They even have a catchphrase: “Re-inventing productivity.”
  • Microsoft’s historical reluctance to open Windows and Office is why it was such a big deal when in late March, less than two months after becoming C.E.O., Nadella announced that Microsoft would offer Office for Apple’s iPad. A team at the company had been working on it for about a year. Ballmer says he would have released it eventually, but Nadella did it immediately. Nadella also announced that Windows would be free for devices smaller than nine inches, meaning phones and small tablets. “Now that we have 30 million users on the iPad using it, that is 30 million people who never used Office before [on an iPad,]” he says. “And to me that’s what really drives us.” These are small moves in some ways, and yet they are also big. “It’s the first time I have listened to a senior Microsoft executive admit that they are behind,” says one institutional investor. “The fact that they are giving away Windows, their bread and butter for 25 years—it is quite a fundamental change.”
  • And whoever does the best job of building the right software experiences to give both organizations and individuals time back so that they can get more out of their time, that’s the core of this company—that’s the soul. That’s what Bill started this company with. That’s the Office franchise. That’s the Windows franchise. We have to re-invent them. . . . That’s where this notion of re-inventing productivity comes from.”
  • Ballmer might be a complicated character, but he has nothing on Gates, whose contradictions have long fascinated Microsoft-watchers. He is someone who has no problem humiliating individuals—he might not even notice—but who genuinely cares deeply about entire populations and is deeply loyal. He is generous in the biggest ways imaginable, and yet in small things, like picking up a lunch tab, he can be shockingly cheap. He can’t make small talk and can come across as totally lacking in E.Q. “The rules of human life that allow you to get along are not complicated,” says one person who knows Gates. “He could write a book on it, but he can’t do it!”
  • At the Microsoft board meeting in late June 2013, Ballmer announced he had a handshake deal with Nokia’s management to buy the company, pending the Microsoft board’s approval, according to a source close to the events. Ballmer thought he had it and left before the post-board-meeting dinner to attend his son’s middle-school graduation. When he came back the next day, he found that the board had pulled a coup: they informed him they weren’t doing the deal, and it wasn’t up for discussion. For Ballmer, it seems, the unforgivable thing was that Gates had been part of the coup, which Ballmer saw as the ultimate betrayal.
  • what is scarce in all of this abundance is human attention
  • And the original idea of having great software people and broad software products and Office being the primary tool that people look to across all these devices, that’ s as true today and as strong as ever.”
  • Meeting Room Plus
  • But he combines that with flashes of insight and humor that leave some wondering whether he can’t do it or simply chooses not to, or both. His most pronounced characteristic shouldn’t be simply labeled a competitive streak, because it is really a fierce, deep need to win. The dislike it bred among his peers in the industry is well known—“Silicon Bully” was the title of an infamous magazine story about him. And yet he left Microsoft for the philanthropic world, where there was no one to bully, only intractable problems to solve.
  • “The Irrelevance of Microsoft” is actually the title of a blog post by an analyst named Benedict Evans, who works at the Silicon Valley venture-capital firm Andreessen Horowitz. On his blog, Evans pointed out that Microsoft’s share of all computing devices that we use to connect to the Internet, including P.C.’s, phones, and tablets, has plunged from 90 percent in 2009 to just around 20 percent today. This staggering drop occurred not because Microsoft lost ground in personal computers, on which its software still dominates, but rather because it has failed to adapt its products to smartphones, where all the growth is, and tablets.
  • The board told Ballmer they wanted him to stay, he says, and they did eventually agree to a slightly different version of the deal. In September, Microsoft announced it was buying Nokia’s devices-and-services business for $7.2 billion. Why? The board finally realized the downside: without Nokia, Microsoft was effectively done in the smartphone business. But, for Ballmer, the damage was done, in more ways than one. He now says it became clear to him that despite the lack of a new C.E.O. he couldn’t stay. Cultural change, he decided, required a change at the top, and, he says,“there was too much water under the bridge with this board.” The feeling was mutual. As a source close to Microsoft says, no one, including Gates, tried to stop him from quitting.
  • in Wall Street’s eyes, Nadella can do no wrong. Microsoft’s stock has risen 30 percent since he became C.E.O., increasing its market value by $87 billion. “It’s interesting with Satya,” says one person who observes him with investors. “He is not a business guy or a financial analyst, but he finds a common language with investors, and in his short tenure, they leave going, Wow.” But the honeymoon is the easy part.
  • “He was so publicly and so early in life defined as the brilliant guy,” says a person who has observed him. “Anything that threatens that, he becomes narcissistic and defensive.” Or as another person puts it, “He throws hissy fits when he doesn’t get his way.”
  • round three-quarters of Microsoft’s profits come from the two fabulously successful products on which the company was built: the Windows operating system, which essentially makes personal computers run, and Office, the suite of applications that includes Word, Excel, and PowerPoint. Financially speaking, Microsoft is still extraordinarily powerful. In the last 12 months the company reported sales of $86.83 billion and earnings of $22.07 billion; it has $85.7 billion of cash on its balance sheet. But the company is facing a confluence of threats that is all the more staggering given Microsoft’s sheer size. Competitors such as Google and Apple have upended Microsoft’s business model, making it unclear where Windows will fit in the world, and even challenging Office. In the Valley, there are two sayings that everyone regards as truth. One is that profits follow relevance. The other is that there’s a difference between strategic position and financial position. “It’s easy to be in denial and think the financials reflect the current reality,” says a close observer of technology firms. “They do not.”
  • Gary Edwards on 09 Oct 14
     
    Awesome article describing the history of Microsoft as seen through the lives of it's three CEO's: Bill Gates, Steve Ballmer and Satya Nadella
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