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Ticked Off at Tick the Box Mentality 04/02/2008 13:01:15
Does your executive search firm know the difference between an MIS manager and a CIO, and if it does, can it explain that difference to its corporate clients?Does your executive search firm know its MIS managers from its elbow? Does it even know the difference between an MIS manager and a CIO, and if it does, can it explain that difference to its corporate clients? - +
How to Get Real About Strategic Planning 04/02/2008 12:50:59
Everyone agrees that having a strategic plan for IT is a good thing but most CIOs approach the process with fear and loathing. In fact, the majority of CIOs (and the enterprises they work for) are faking it when it comes to strategic planning. Isn't it time we all got real?Oh, it must be nice to be the CIO of a FedEx or a GE or a Credit Suisse. Places where IT and the business are so tightly aligned you can barely tell the two apart. Where corporate leaders understand that IT is a strategic asset and support it as such - +
Toxic Mix or Bit of a Mixed Blessing? 31/12/2007 10:36:30
“Eye of newt, and toe of frog, Wool of bat, and tongue of dog . . . ” The inter-generational office brew of Boomer, Gen X and Gen Y may not be quite as odious as that of the three witches in Shakespeare’s Macbeth, but even so it makes “for a charm of powerful trouble”"Eye of newt, and toe of frog, Wool of bat, and tongue of dog . . . " The inter-generational office brew of Boomer, Gen X and Gen Y may not be quite as odious as that of the three witches in Shakespeare's Macbeth, but even so it makes "for a charm of powerful trouble" - +
Strategies for Dealing With IT Complexity 24/12/2007 10:30:47
Every innovation, every business process improvement, comes with an IT complexity tax that must be paid by CIOs in time, money and sweat. Here are strategies to mitigate the increasing complexity of IT as it enables new business.Every innovation, every business process improvement, comes with an IT complexity tax that must be paid by CIOs in time, money and sweat. Here are strategies to mitigate the increasing complexity of IT as it enables new business. - +
What Price Innovation? 05/11/2007 13:44:31
CIOs say they want more than the traditional “your mess for less” relationship with their outsourcing providers. And the providers want to market themselves as partners in innovation. So why isn’t it happening?CIOs say they want more than the traditional "your mess for less" relationship with their outsourcing providers. And the providers want to market themselves as partners in innovation. So why isn't it happening?
Read up on the latest ideas and technologies from companies that sell hardware, software and services. A Report Card On Ubiquitous Mobility
The value of Project Portfolio Management
Release Management
Agile in the Enterprise
Business Mashups: Build and deploy applications without the need for professional developers
Realizing the Value of Unified Communications
ALM in Geographically Distributed Development Environments
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Linus Torvalds was only 22 when he decided in 1991 to share with friends and colleagues the code of Linux, the new OS he had created. The computer science student at the University of Helsinki could not imagine the revolution his decision would cause through the IT industry in the years to come. In this interview, he talks about why he released the code, offers his views on Microsoft and says the future belongs to open source.
What did you want from the public release of Linux? Was it money?
Torvalds: It certainly wasn't money, since the original copyright was very strict about that. It wasn't the GPLv2, it was my own "no money at all, and you have to give sources back" license.
Was it for fame or for fun? Could you imagine the revolution you were about to start?
No, I didn't think that Linux would become as big and popular as it is now, so it wasn't really fame either. I'd like to say it was for fun, and that probably comes closest, but it might be more accurate to explain why I thought it would be fun. The releasing itself wasn't anything particularly fun, but what I was really looking for was feedback and comments.
When I released Linux in the fall of '91, I'd already been programming for a large chunk of my life, and it was what I did for fun. But I used to have a big problem in programming, namely, to find some issue to get excited about. I had done a few games, but I was never really all that interested in playing the games, so most of the time I was really looking for some interesting and relevant project for myself, so that I could keep programming.
That is where the public release comes in. I was hoping to get people to tell me what they thought needed improvement or what was good, and thus make the project more interesting for me. If I hadn't made it public, I'd probably have continued to use it myself, but it would have been good enough for what I did, and then I'd have to find a new project to work on. But it worked beautifully. I've been doing Linux for 16 years, and it's still interesting, exactly because I made it available publicly and asked for feedback.
How did Linux, as a product, benefit by being released as it was?
Well, in a very real sense, if I hadn't released it publicly, it would just have been a random small project of mine, and gotten use on my machines, but eventually it would have just been left behind as a "that was a fun project, let's see what else I can do" kind of thing. So, Linux really wouldn't have gone anywhere interesting at all if it hadn't been released as an open-source product.
I also think that the change to the GPLv2 (from my original "no money" License) was important, because the commercial interests were actually very important from the very beginning, even if they were much smaller initially. Even in early '92, you had small (hobbyist) commercial distributions that were really just cheap floppy-disk copying services, where interested individuals that were involved decided that they might as well try to spread the word and also maybe make a small amount of money on the side. The fact that I personally wasn't interested in that part of the picture was irrelevant.
And the thing is the commercial concerns from the very beginning, even when they were small, were really very important. The commercial distributions were what drove a lot of the nice installers, and pushed people to improve usability etcetera, and I think commercial users of Linux have been very important in actually improving the product. I think all the technical people who have been involved have been hugely important, but I think that the kind of commercial use that you can get with the GPLv2 is also important -- you need a balance between pure technology, and the kinds of pressures you get from users through the market.
So I don't think marketing can drive that particular thing: if you have a purely marketing (or customer) driven approach, you end up with crap technology in the end. But I think that something that is purely driven by technical people will also end up as crap technology in the end, and you really need a balance here. So a lot of the really rabid "Free Software" people seem to often think that it's all about the developers, and that commercial interests are evil. I think that's just stupid. It's not just about the individual developers; it's about all the different kinds of interests all being able to work on things together.
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Beyond Virtualisation - The Roadmap to 2012
CIO Breakfast Briefing
8:30am - 10:30am
Brisbane | 22 July | Sofitel Brisbane
Sydney | 23 July | Four Seasons Hotel
Canberra | 24 July | The Hyatt
Attend and discover:
- What happens after virtualisation
- The benefits automation drives
- When automated infrastructures will emerge
- What the roadmap to 2012 looks like
- How to deliver an automated architecture
- How to maximise your investment in virtualisation
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Computerworld Live Podcast #96: Security at the Edge 11/06/2008 09:22:22
CW Live speaks with Amol Mitra, HP ProCurve Director of Marketing for Asia Pacific and Japan. Today's topic: how enterprises are starting to shift away from simply controlling security via server logins, firewalls and moving to more adaptive security frameworks. - +
Data Management Edition #10: Multi-Petascale Systems 02/05/2008 09:12:33
This week we look at sustainability and the development of multicore technologies to build multi-petascale systems. - +
IT Security Edition #11: How to poison the Storm botnet 01/05/2008 08:51:55
This week CW Live presents a case study on how to poison the notorious Storm botnet . Plus we take a look at Cisco's plans for Ironport. - +
IT Security Edition #10: Cyber-battles fought and won 24/04/2008 11:09:47
Vendors bow to end user pressure to improve product security, and we take a look at the latest concepts shaping the cyber-battlefield of the future. - +
Data Management Edition #9: Data centre makeover 24/04/2008 07:43:06
This week CW Live looks at the death of the old style data centre which is undergoing its first makeover in more than 30 years.
Ballarat Grammar Improves Student Access to Computer Based Learning with HP ProCurve 2008-07-04 16:49:00+10
Media release: 40 Per Cent of Australian Businesses Do Not Validate Their Data 2008-07-04 10:29:00+10
Kaseya helps turbo charge BlueFire’s service delivery model 2008-07-03 17:23:00+10
Computershare Selects Symantec for Data Loss Prevention Globally 2008-07-03 14:52:00+10
DST International moves to new Shanghai office 2008-07-03 13:21:00+10
Using EMC Celerra IP Storage with Vmware Infrastructure 3 over iSCSI and NFS
Learn to tie virtualized computing to virtualized storage, to offer a dynamic set of capabilities within the data centre and create improved performance and system reliability. Discover how best to utilize EMC Celerra in a VMware ESX environment.








