Technology – Page 21 – artdiamondblog.com

Shellshock Bug Shows Low Quality of Open Source Software

(p. B1) Long before the commercial success of the Internet, Brian J. Fox invented one of its most widely used tools.
In 1987, Mr. Fox, then a young programmer, wrote Bash, short for Bourne-Again Shell, a free piece of software that is now built into more than 70 percent of the machines that connect to the Internet. That includes servers, computers, routers, some mobile phones and even everyday items like refrigerators and cameras.
On Thursday [Sept. 25, 2014], security experts warned that Bash contained a particularly alarming software bug that could be used to take control of hundreds of millions of machines around the world, potentially including Macintosh computers and smartphones that use the Android operating system.
The bug, named “Shellshock,” drew comparisons to the Heartbleed bug that was discovered in a crucial piece of software last spring.
But Shellshock could be a bigger threat. While Heartbleed could be used to do things like steal passwords from a server, Shellshock can be used to take over the entire machine. And Heartbleed went unnoticed for two years and affected an estimated 500,000 machines, but Shellshock was not discovered for 22 years.
. . .
Mr. Fox maintained Bash — which serves as a sort of software interpreter for different commands from a user — for five years before handing over the reins to Chet Ramey, a 49-year-old programmer who, for the last 22 years, has maintained the software as an unpaid hobby. That is, when he is not working at his day job as a senior technology architect at Case Western Reserve University in Ohio.
. . .
(p. B2) The mantra of open source was perhaps best articulated by Eric S. Raymond, one of the elders of the open-source movement, who wrote in 1997 that “given enough eyeballs, all bugs are shallow.” But, in this case, Steven M. Bellovin, a computer science professor at Columbia University, said, those eyeballs are more consumed with new features than quality. “Quality takes work, design, review and testing and those are not nearly as much fun as coding,” Mr. Bellovin said. “If the open-source community does not develop those skills, it’s going to fall further behind in the quality race.”

For the full story, see:
NICOLE PERLROTH. “Flaw in Code Puts Millions At Big Risk.” The New York Times (Fri., SEPT. 26, 2014): B1-B2.
(Note: ellipses, and bracketed date, added.)
(Note: the online version of the story has the date SEPT. 25, 2014, and has the title “Security Experts Expect ‘Shellshock’ Software Bug in Bash to Be Significant.”)

Did Intel Succeed in Spite of, or Because of, Tension Between Noyce and Grove?

(p. C5) . . . , much more so than in earlier books on Intel and its principals, the embedded thread of “The Intel Trinity” is the dirty little secret few people outside of Intel knew: Andy Grove really didn’t like Bob Noyce.
. . .
(p. C6) . . . there’s the argument that one thing a startup needs is an inspiring, swashbuckling boss who lights up a room when he enters it and has the confidence to make anything he’s selling seem much bigger and more important than it actually is. And Mr. Malone makes a compelling case that Noyce was the right man for the job in this phase of the company. “Bob Noyce’s greatest gift, even more than his talent as a technical visionary,” Mr. Malone writes, “was his ability to inspire people to believe in his dreams, in their own abilities, and to follow him on the greatest adventure of their professional lives.”
. . .
Noyce hid from Mr. Grove, who was in charge of operations, the fact that Intel had a secret skunk works developing a microprocessor, a single general-purpose chip that would perform multiple functions–logic, calculation, memory and power control. Noyce had the man who was running it report directly to him rather than to Mr. Grove, even though Mr. Grove was his boss on the organizational chart. When Mr. Grove learned what was going on, he became furious, but like the good soldier he was, he snapped to attention and helped recruit a young engineer from Fairchild to be in charge of the project, which ultimately redefined the company.
. . .
Remarkably, none of this discord seemed to have much effect on the company’s day-to-day operations. Mr. Malone even suggests that the dysfunction empowered Intel’s take-no-prisoners warrior culture.
. . .
So while the humble, self-effacing Mr. Moore, who had his own time in the CEO’s chair from 1975 to 1987, played out his role as Intel’s big thinker, the brilliant visionary “who could see into the technological future better than anyone alive,” Mr. Grove was the kick-ass enforcer. No excuses. For anything.

For the full review, see:
STEWART PINKERTON. “Made in America; A Born Leader, a Frustrated Martinet Built One of Silicon Valley’s Giants.” The Wall Street Journal (Sat., July 19, 2014): C5-C6.
(Note: ellipses added.)
(Note: the online version of the review has the date July 18, 2014, and has the title “Book Review: ‘The Intel Trinity’ by Michael S. Malone; A born leader, an ethereal genius and a tough taskmaster built the most important company on the planet.”)

The book under review is:
Malone, Michael S. The Intel Trinity: How Robert Noyce, Gordon Moore, and Andy Grove Built the World’s Most Important Company. New York: HarperCollins Publishers, 2014.

Early Cars Were Playthings of the Idle Rich

Source of book image: http://www.2luxury2.com/wp-content/uploads/2014/02/Steven-Parissien-The-Life-of-the-Automobile-678×1024.jpg

(p. C14) Mr. Parissien writes that Frenchman Nicolas Cugnot may well have built the first mechanical vehicle in 1769, a two-ton, steam-driven colossus that reportedly went out of control and crashed into a wall. It wasn’t until 1885 that Karl Benz, the acknowledged father of the automobile, debuted the first gasoline-powered motorcar, in Mannheim, Germany. It carried passengers just slightly quicker than they could walk.

With the arrival of that breakthrough, however, the race was on for who could come up with a sturdier, faster, more reliable motor car. Many of the innovators’ names are still familiar: Renault, Bentley and Daimler among them. Even piano makers Steinway & Sons tried their hand at building cars. Other companies appeared for a time and then vanished–Durant, Lanchester, Panhard and De Dion-Bouton–victims of bad guesses or bad timing. Much of Mr. Parissien’s story is devoted to the personalities, and eccentricities, of the men who created what for many years amounted to a plaything of the idle rich. Italian luxury builder Ettore Bugatti refused to sell one of his cars to King Zog of Albania because “the man’s table manners are beyond belief.”
It is the despotic Henry Ford who looms large in automotive history, not only for the introduction of his Model T but for his revolutionary system of shoveling raw materials in one end of his half-mile long Rouge River, Mich., factory complex and sending “Tin Lizzies” out the other end.

For the full review, see:
Patrick Cooke. “Book Review: ‘The Life of the Automobile’ by Steven Parissien; The history of cars, from playthings of the idle rich to emblems of the working man.” The Wall Street Journal (Sat., May 24, 2014): C14.
(Note: the online version of the review has the date May 23, 2014, an has the title “Book Review: ‘The Life of the Automobile’ by Steven Parissien; The history of cars, from playthings of the idle rich to emblems of the working man.”)

The book under review is:
Parissien, Steven. The Life of the Automobile: The Complete History of the Motor Car. New York: Thomas Dunne Books, 2014.

Entrepreneur Gutenberg’s Press Creatively Destroyed the Jobs of Scribes

(p. 32) Poggio possessed . . . [a] gift that set him apart from virtually all the other book-hunting humanists. He was a superbly well-trained scribe, with exceptionally fine handwriting, great powers of concentration, and a high degree of accuracy. It is difficult for us, at this distance, to take in the significance of such qualities: our technologies for producing transcriptions, facsimiles, and copies have almost entirely erased what was once an important personal achievement. That importance began to decline, though not at all precipitously, even in Poggio’s own lifetime, for by the 1430s a German entrepreneur, Johann Gutenberg, began experimenting with a new invention, movable type, which would revolutionize the reproduction and transmission of texts. By the century’s end printers, especially the great Aldus in Venice, would print Latin texts in a typeface whose clarity and elegance remain unrivalled after five centuries. That typeface was based on the beautiful handwriting of Poggio and his humanist friends. What Poggio did by hand to produce a single copy would soon be done mechanically to produce hundreds.

Source:
Greenblatt, Stephen. The Swerve: How the World Became Modern. New York: W. W. Norton & Company, 2011.
(Note: ellipsis, and bracketed word, added.)

Forecasts of Mass Unemployment from Robots Were Wrong

(p. 215) Frank Levy and Richard J. Murnane consider the interaction between workers and machinery in “Dancing with Robots: Human Skills for Computerized Work.” “On March 22, 1964, President Lyndon Johnson received a short, alarming memorandum from the Ad Hoc Committee on the Triple Revolution. The memo warned the president of threats to the nation beginning with the likelihood that computers would soon create mass unemployment: ‘A new era of production has begun. Its principles of organization are as different from those of the industrial era as those of the industrial era were different from the agricultural. The cybernation revolution has been brought about by the combination of the computer and the automated self-regulating machine. This results in a system of almost unlimited productive capacity which requires progressively less human labor. Cybernation is already reorganizing the economic and social system to meet its own needs.’ The memo was signed by luminaries including Nobel Prize winning chemist Linus Pauling, Scientific American publisher Gerard Piel, and economist Gunnar Myrdal (a future Nobel Prize winner). Nonetheless, its warning was only half right. There was no mass unemployment–since 1964 the economy has added 74 million jobs. But computers have changed the jobs that are available, the skills those jobs require, and the wages the jobs pay. For the foreseeable future, the challenge of “cybernation” is not mass unemployment but the need to educate many more young people for the jobs computers cannot do.” Third Way, 2013, http://content.thirdway.org /publications/714/Dancing-With-Robots.pdf.

Source:
Taylor, Timothy. “Recommendations for Further Reading.” Journal of Economic Perspectives 27, no. 4 (Fall 2013): 211-18.
(Note: italics in original.)

Rickenbacker Wasn’t the Best Pilot or the Best Shot “but He Could Put More Holes in a Target that Was Shooting Back”

Source of book image: http://jacketupload.macmillanusa.com/jackets/high_res/jpgs/9781250033772.jpg

(p. C6) With his unpolished manners, Rickenbacker encountered a good deal of arrogance from the privileged sons of Harvard and Yale, but after he had downed his first five enemies, criticism ceased. About Rickenbacker’s killer instinct his colleague Reed McKinley Chambers had this to say: “Eddie wasn’t the best pilot in the world. He could not put as many holes in a target that was being towed as I could, but he could put more holes in a target that was shooting back at him than I could.”

For the full review, see:
HENRIK BERING. “Daring Done Deliberately.” The Wall Street Journal (Sat., May 31, 2014): C6.
(Note: the online version of the review has the date May 30, 2014, and has the title “Book Review: ‘Enduring Courage’ by John F. Ross.”)

The book under review is:
Ross, John F. Enduring Courage: Ace Pilot Eddie Rickenbacker and the Dawn of the Age of Speed. New York: St Martin’s Press, 2014.

Instead of 50 Silicon Valleys, Andreessen Sees 50 Kinds of Silicon Valley

“Marc Andreessen, co-founder of the first major web browser, Netscape, has a record for knowing what’s coming next with technology.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. B8) Mr. Andreessen said new valleys will eventually emerge. But they won’t be Silicon Valley copycats.

Over the past couple of years, venture firms have invested in start-ups in Los Angeles, New York, Chicago and all over China. Los Angeles, for example, is home to Snapchat, Tinder, Whisper, Oculus VR and Beats, some of the big tech stories of the year. Mr. Andreessen said another hot place is Atlanta, the home of Georgia Tech.
But he offers a caveat.
“My personal view is that Silicon Valley will continue to take a disproportionate share of the No. 1 positions in great new markets, and I think that’s just a reflection that the fact that the valley works as well as it does,” Mr. Andreessen said.
There is a caveat to his caveat.
In Mr. Andreessen’s view, there shouldn’t be 50 Silicon Valleys. Instead, there should be 50 different kinds of Silicon Valley. For example, there could be Biotech Valley, a Stem Cell Valley, a 3-D Printing Valley or a Drone Valley. As he noted, there are huge regulatory hurdles in many of these fields. If a city wanted to spur innovation around drones, for instance, it might have to remove any local legal barriers to flying unmanned aircraft.

For the full interview, see:
NICK BILTON. “DISRUPTIONS; Forecasting the Next Big Moves in Tech.” The New York Times (Mon., MAY 19, 2014): B8.
(Note: the online version of the interview has the date MAY 18, 2014, and has the title “DISRUPTIONS; Marc Andreessen on the Future of Silicon Valley(s), and the Next Big Technology.” )

In Bringing Us Electricity, Westinghouse Rejected the Precautionary Principle

(p. 180) The defensive position that Westinghouse found himself in is illustrated by the way he contradicted himself as he tried to defend overhead wires. The wires that were supposedly safe were also the same wires that he had to admit, yes, posed dangers, yes, but dangers of various kinds had to be accepted throughout the modern city. Westinghouse said, “If all things involving the use of power were to be prohibited because of the danger to life, then the cable cars, which have already killed and maimed a number of people, would have to be abolished.” Say good-bye to trains, too, he added, because of accidents at road crossings.

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.

Entrepreneurial Consumer J.P. Morgan “Handled Setbacks with Equanimity”

Schumpeter wrote that the entrepreneur is the one who overcomes obstacles to get the job done (1950, p. 132). Obstacles come in many forms. One of them is consumer resistance to change. So one key contributor to the technological progress is the “entrepreneurial consumer” who is willing to invest in new, buggy, possibly dangerous technologies at an early stage. (Paul Nodskov, a student in my spring 2014 Economics of Technology seminar suggested using the phrase “entrepreneurial consumer.”)
Alexis de Tocqueville observed that in contrast to Europeans, Americans were “restless in the midst of their prosperity” (2000 [first published 1835], Ch. 13). Perhaps even that early, America had more entrepreneurial consumers?

(p. 131) Morgan prized being ahead of everyone else, and the next year was concerned that his plant was already less than state of the art, a suspicion that was confirmed when he persuaded Edison to send Edward Johnson to the house for an evaluation. Johnson was instructed to upgrade the equipment and also to devise a way to provide an electric light that would sit on Morgan’s desk in his library. At a time when the very concept of an electrical outlet and detachable electrical appliances had yet to appear, this posed a significant challenge. Johnson’s solution was to run wires beneath the floor to metal plates that were installed in different places beneath the rugs. One of the legs of the desk was equipped with sharp metal prongs, designed to make contact with one of the plates when moved about the room.

In conception, it was clever; in implementation, it fell short of ideal. On the first evening when the light was turned on, there was a flash, followed by a fire that quickly engulfed the desk and spread across the rug before being put out. When Johnson was summoned to the house the next morning, he was shown into the library, where charred debris was piled in a heap. He expected that when Morgan appeared, he would angrily announce that the services of Edison Electric were no longer needed.
(p. 132) “Well?” Morgan stood in the doorway, with Mrs. Morgan standing behind him, signaling Johnson with a finger across her lips not to launch into elaborate explanations. Johnson cast a doleful eye at the disaster in the room and remained silent.
“Well, what are you going to do about it?” Morgan asked. Johnson said the fault was his own and that he would personally reinstall everything, ensuring that it would be done properly.
“All right. See that you do.” Morgan turned and left. The eager purchaser of first-generation technology handled setbacks with equanimity. “I hope that the Edison Company appreciates the value of my house as an experimental station,” he would later say. A new installation with second-generation equipment worked well, and Morgan held a reception for four hundred guests to show off his electric lights. The event led some guests to place their own orders for similar installations. Morgan also donated entire systems to St. George’s Church and to a private school, dispatching Johnson to oversee the installation as a surprise to the headmistress. The family biographer compared Morgan’s gifts of electrical power plants to his sending friends baskets of choice fruit.

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.

Schumpeter’s book is:
Schumpeter, Joseph A. Capitalism, Socialism and Democracy. 3rd ed. New York: Harper and Row, 1950.

The other book I mention, is:
de Tocqueville, Alexis. Democracy in America. Chicago: University of Chicago Press, 2000 [first published in two volumes in 1835 and 1840].

Edison Genuinely Believed that AC Was More Dangerous than DC

(p. 174) In Edison’s view, . . . , Westinghouse did not pose a serious threat in the power-and-light business because he used the relatively more dangerous alternating current, certain to kill one of his own customers within six months.
Edison’s conviction that direct current was less dangerous than alternating current was based on hunch, however, not empirical scientific research. He, like others at the time, focused solely on voltage (the force that pushes electricity through a wire) without paying attention to amperage (the rate of flow of electricity), and thought it would be best to stay at 1,200 volts or less. Even he was not certain that his own system was completely safe–after all, he had elected to place wires in underground conduits, which was more expensive than stringing wires overhead but reduced the likelihood of electrical current touching a passerby. Burying the wires could not give him complete peace of mind, however. Privately, he told Edward Johnson that “we must look out for crosses [i.e., short-circuited wires] for if we ever kill a customer it would be a bad blow to the business.”

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.
(Note: ellipsis added, bracketed words in original.)

Delta Overcomes Obstacles that Ground Other Airlines

Source of graphic: online version of the WSJ article quoted and cited below.

Cancellations due to mechanical failures, piliot illness and government regulations are often announced as though they were acts of God, outside the possible control of airlines, for which the airline is blameless. But airlines can take actions, and improve processes, to reduce the frequency and consequences of such cancellations. In airlines, and in other firms, there is not a sharp line between what can and what cannot be under the firm’s control.

(p. D3) Atlanta

The crew of Delta Air Lines Flight 55 last Thursday couldn’t legally fly from Lagos, Nigeria, to Atlanta unless they waited a day due to new limits on how much pilots can fly in a rolling 28-day period. The trip would have to be canceled.
Instead, Delta headquarters told the captain to fly to San Juan, Puerto Rico, which they could reach within their duty limits. There, two new pilots would be waiting to take the Boeing 767 on to Atlanta. The plane arrived in San Juan at 2:44 a.m., quickly took on fuel and pilots, and landed in Atlanta only 40 minutes late.
The episode, unorthodox in the airline industry, illustrates the fanaticism Delta now has for avoiding cancellations. Last year, Delta canceled just 0.3% of its flights, according to flight-tracking service FlightStats.com. That was twice as good as the next-best airlines, Southwest and Alaska, and five times better than the industry average of 1.7%.
. . .
Managers in Delta operations centers move planes, crews and parts around hourly trying to avoid canceling flights. How well an airline maintains its fleet and how smartly it stashes spare parts and planes at airports affect whether your flight goes or not.
Delta thinks it has come up with new analytical software and instruments that can help monitor the health of airplanes and predict which parts will soon fail. Empty planes are ferried to replace crippled jets rather than waiting for overnight repairs.
Mechanics developed a vibration monitor to install on cooling fans for cockpit instruments. A plane can’t be sent out on a new trip with a broken fan.
Now when vibration starts to increase, indicating that a bearing may be wearing down and getting close to failing, a new fan is swapped in. The wobbly fan goes to the shop for new bearings. That has reduced canceled flights.
So has spending $2 million to have spare starters for Boeing 767 engines at all 767 stations abroad. Starters last about five years. While each plane has two and both engines can be started with one, you can’t send a plane out on a long trip over oceans with only one working.

For the full story, see:
SCOTT MCCARTNEY. “THE MIDDLE SEAT; A World Where Flights Aren’t Canceled; How Smartly an Airline Stashes Spare Parts and Planes at Airports Affects Whether or Not Your Flight Takes Off.” The Wall Street Journal (Thurs., April 3, 2014): D3.
(Note: ellipsis added.)
(Note: the online version of the story was updated April 2, 2014, and has the title “THE MIDDLE SEAT; A World Where Flights Aren’t Canceled; Inside Delta’s new strategies to avoid stranding fliers.”)