Podcasts about Windows Mobile

In this podcast Todd Ogasawara and Jon Westfall are joined by frequent guest panelist Frank McPherson. They discuss: Todd sorting out his Google AI Mode usage problem Google NotebookLM's new information source discovery feature LegoGPT We can finally buy ebooks in the iOS Audible app Todd's Surface Pro 11 rant Is Microsoft's Windows 11 hardware requirements going to alienate Windows 10 users the way Windows Phone did to Windows Mobile users? Jon's initial impressions of the Plaud NotePin

I'm joined by guest co-host Frank McPherson for this May the 4th Be With You podcast. We discuss: The new Orb continuous Internet measurement sensor created by the founders of Ookla (Speedtest & Downdetector) The Fing networking monitoring solution that Frank has used for years Google's new publicly available AI Mode Search Google Gemini's new image editing feature Reminiscing about Windows Mobile with Frank McPherson  

Jon Westfall and I are joined by Sven Johannsen and Don Sorcinelli for this podcast. We discuss: Anthropic's AI model welfare study? Has an AI already achieved sentience? Microsoft Recall rolling out to Copilot + PCs (not mine though) The LOOI Robot 25 years of WIndows Mobile/29 years of WIndows CE

In this podcast, Jon Westfall and I discuss: Future discussion series: 25 years of Windows Mobile (29 years of Windows CE) Waiting for the more Mac-like iPadOS 19 Earth Month: Preparing ancient Macs (2004 iBook, 2007 iMac, 2010 MacBook Air) for recycyling SSD bit-rot? ChatGPT and other LLMs now know you pretty well with their ability to remember. Is this good? Bad? Preview of a larger discussion of Jon's new Plaud NotePin

คนส่วนใหญ่มักเข้าใจว่าความล้มเหลวที่สุดของ Microsoft ในตลาดมือถือคือการซื้อ Nokia และสร้าง Windows Phone แต่ความจริงแล้วไม่ใช่เลย ความล้มเหลวที่น่าเสียดายอย่างแท้จริงคือเรื่องของ Windows Mobile ที่ในช่วงหนึ่งเกือบจะผูกขาดตลาดสมาร์ทโฟนได้สำเร็จ และเฉียดฉิวที่จะครอบครองโลกดิจิทัลต่อจากยุค PC เรื่องราวนี้ย้อนกลับไปช่วงต้นทศวรรษ 2000 เมื่อโลกเทคโนโลยีกำลังเปลี่ยนผ่านจากคอมพิวเตอร์ส่วนบุคคลไปสู่อุปกรณ์พกพา การต่อสู้เพื่อชิงความเป็นเจ้าตลาดในยุคนั้นเต็มไปด้วยความน่าสนใจและความพลิกผันที่ไม่มีใครคาดคิด เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #MicrosoftMobile #WindowsMobile #ประวัติสมาร์ทโฟน #ความล้มเหลวของMicrosoft #MicrosoftVsApple #SteveJobs #iPhone #Nokia #บทเรียนธุรกิจ #กรณีศึกษาเทคโนโลยี #วงการมือถือ #เทคโนโลยีย้อนยุค #ประวัติวงการไอที #WindowsPhone #PalmPilot #การตลาดสมาร์ทโฟน #ธุรกิจเทคโนโลยี #ประวัติคอมพิวเตอร์ #เทคโนโลยีไทย #ไอทีไทย #geekstory #geekforeverpodcast

ต้องบอกว่าความล้มเหลวที่น่าเสียดายที่สุดของ Microsoft ในตลาดมือถือสมาร์ทโฟน ไม่ใช่การซื้อ Nokia แล้วมาสร้าง Windows Phone แต่อย่างใด แต่ความล้มเหลวที่น่าเสียดายมาก ๆ ของ Microsoft ในธุรกิจนี้นั้นต้องยกให้กับ Windows Mobile ในยุคหนึ่งที่เรียกได้ว่าครองตลาดมือถือสมาร์ทโฟนได้เกือบจะสำเร็จแล้วแท้ๆ แถมยังใกล้เคียงที่จะครอบครองโลกของเราถัดจากยุค PC ไปได้อย่างเฉียดฉิวมาก ๆ ด้วย เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ ========================= ร่วมสนับสนุน ด.ดล Blog และ Geek Forever Podcast เพื่อให้เรามีกำลังใจในการผลิต Content ดี ๆ ให้กับท่าน https://www.tharadhol.com/become-a-supporter/ ——————————————– ติดตาม ด.ดล Blog ผ่าน Line OA เพียงคลิก : https://lin.ee/aMEkyNA ——————————————– ไม่พลาดข่าวสารผ่านทาง Email จาก ด.ดล Blog : https://www.getrevue.co/profile/tharadhol ——————————————– Geek Forever Club พื้นที่ของการแลกเปลี่ยนข้อมูลข่าวสาร ความรู้ ด้านธุรกิจ เทคโนโลยีและวิทยาศาสตร์ ใหม่ ๆ ที่น่าสนใจ https://www.facebook.com/groups/geek.forever.club/ ========================= ช่องทางติดตาม ด.ดล Blog เพิ่มเติมได้ที่ Fanpage : www.facebook.com/tharadhol.blog Blockdit : www.blockdit.com/tharadhol.blog Twitter : www.twitter.com/tharadhol Instragram : instragram.com/tharadhol TikTok : tiktok.com/@geek.forever Youtube : www.youtube.com/c/mrtharadhol Linkedin : www.linkedin.com/in/tharadhol Website : www.tharadhol.com

Albert Shum is a design leader who recently retired from Microsoft as a Corporate Vice President of Design. With over 25 years of global consumer brand and design development expertise, Albert has led strategic initiatives across multidisciplinary teams at Nike and Microsoft, scaling design thinking and launching products that influence millions. He led the recent efforts to reimagine Microsoft's web experiences, including search, browser and services across a suite of products that reached over a billion customers at work, home, and school. He had previously led Windows, Windows Mobile, Xbox, HoloLens and device experiences. He has spoken on the responsibility of design to audiences at different forums like AdobeMAX, Innovation Forum in London, 99U Conference, Fast Company Innovation Festival, MIT IDM Master's program, School of Visual Arts. Currently, he is a Class Advisor at the Institute of Design in Chicago. Albert's work in design leadership has helped shape conversations on diversity and inclusion throughout the industry. Albert has served as a mentor, partner, and leader in programs like the Adobe Design Circle and its Scholarship Fund, the Design for Inclusivity Industry Summit, the LEAP apprenticeship program at Microsoft, and in student design challenges in partnership with IxDA, AIGA, and Emily Carr University of Art & Design. He holds a Master's in Product Design from Stanford and a B.S. in Mechanical Engineering from the University of Waterloo. In this episode, we delve deep into the heart of responsible design by exploring the critical role of ethical design. Join us as we navigate the complex moral landscape of artificial intelligence, unpacking the challenges designers face and the ethical frameworks that can help steer the creation of AI towards positive and equitable outcomes. Discover how ethical considerations are not just an afterthought but a fundamental aspect of responsible design that has the power to shape technology for the greater good. Albert's Newsletter Design Loft on LinkedIn https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7002302185275359233 Thank you for listening to this episode of Nodes of Design. We hope you enjoy the Nodes of Design Podcast on your favourite podcast platforms- Apple Podcast, Spotify, Google Podcasts, Amazon Music, and many more. If this episode helped you understand and learn something new, please share and join the knowledge-sharing community Spreadknowledge. This podcast aims to make design education accessible to all. Nodes of Design is a non-profit and self-sponsored initiative by Tejj.

In 2011, Microsoft acquired Skype for 8.5 billion dollars. What happened next? What did the giant tech company have in mind, and how did things pan out? And why did Zoom become the go-to conferencing solution during the pandemic instead of Skype?See omnystudio.com/listener for privacy information.

If you have a chipped or broken car window in Millis, Warrior Auto Glass (857-500-4422) can come to your home or workplace to repair it, and booking an appointment takes just a few minutes. Go to https://www.warriorag.com for more information. Warrior Auto Glass City: Holliston Address: 229 Lowland St #3 Website https://www.warriorag.com/ Phone +1-857-500-4422 Email jason@warriorag.com

Über Windows CE, Windows Mobile, Windows Phone und Windows 10 Mobile sprechen die Golem.de Redakteure Tobias Költzsch, Ingo Pakalski und Martin Wolf in unserem Podcast.

David BrunFounder Gateway Navigation CCC Ltd. Specialist designing indoor and outdoor audio based navigation networks. Drawing on my past experience as a small business owner, twenty-years with TD Canada Trust in the Branch Network and Pacific Regional Office and my authentic experience as a blind person both as an advocate and not-for-profit board member, provided me with the perspective, passion and resources to work with a dynamic team of like-minded colleagues and partners to enhance mobility, employment and social independence for blind and disabled persons. Join us in creating real change for all Canadians.Jeremy R. Cooperstock is a professor in the department of Electrical and Computer Engineering, a member of the Centre for Intelligent Machines, and a founding member of the Centre for Interdisciplinary Research in Music Media and Technology at McGill University. He directs the Shared Reality Lab, which focuses on computer mediation to facilitate high-fidelity human communication and the synthesis of perceptually engaging, multimodal, immersive environments. He led the development of the Intelligent Classroom, the world's first Internet streaming demonstrations of Dolby Digital 5.1, multiple simultaneous streams of uncompressed high-definition video, a high-fidelity orchestra rehearsal simulator, a simulation environment that renders graphic, audio, and vibrotactile effects in response to footsteps, and a mobile game treatment for amblyopia. Cooperstock's work on the Ultra-Videoconferencing system was recognized by an award for Most Innovative Use of New Technology from ACM/IEEE Supercomputing and a Distinction Award from the Audio Engineering Society. The research he supervised on the Autour project earned the Hochhausen Research Award from the Canadian National Institute for the Blind and an Impact Award from the Canadian Internet Registry Association, and his Real-Time Emergency Response project won the Gold Prize (brainstorm round) of the Mozilla Ignite Challenge.Cyan Kuo is a research professional with an eclectic background in education, information technology, and the arts. In the past, they have worked on projects such as a benchmarking paradigm for walking interfaces in virtual reality and using virtual reality for rehabilitating those with vestibular system sensory disorders. At McGill University's Shared Reality Lab, they manage user testing, participant and community outreach on the IMAGE project, as well as making sure day-to-day lab activities run smoothly. They have an interest in multisensory aspects of video games and interactive media, and are a strong believer in technology for social good and engineering for inclusivity. Cyan has an Honours B.A. in Dramatic Arts and Humanities, an Honours B.Sc in Cognitive Science and Computer Science and an MSc in Computer Engineering.Jeffrey R. Blum has worked in mobile software for over 25 years, starting as a Program Manager on Microsoft's Windows Mobile team, followed by his role as Director of Product Design at Mindsurf Networks, a startup building PDA software for use in schools. After developing several mobile products for professional photographers, Jeff joined McGill University's Shared Reality Lab, where he leads research projects ranging from medical and accessibility tools, to using mobile devices to improve information delivery and connect people through non-visual mechanisms such as haptics. Jeff holds a B.S.E. in Computer Science from Princeton University, and is completing a PhD in McGill University's Electrical and Computer Engineering department.

Sony's 2022 flagship is finally out now and we have thoughts - plus Poco has unveiled two new phones, and Anyron explains why Windows Mobile is due a return. The Xperia 1 IV officially went on sale here in the UK last week, and not one but two of us have gotten samples to test out. Henry and Dom have both been putting Sony's flagship through its paces over the past week, and are ready to decide if Sony has nailed it this year, or produced another flagship that only a fanboy could love. Meanwhile Poco has been busy, unveiling both the F4 and the X4 GT today. These two affordable mid-rangers feature a few similarities but a lot more differences. The F4 is all about its upgraded camera (while it sticks with the same old chip as last year), while the X4 GT prioritises performance with a Dimensity 8100 chipset and 144Hz LCD display. Finally, Anyron has prepared his hottest of takes: Windows Mobile is due a return. He wants to see the next Surface Duo device ditch Android and run Windows 11 instead - has he lost the plot, or is Microsoft ready for mobile? This podcast is produced by Foundry. Watch on YouTube: https://www.youtube.com/playlist?list=PLCrL1ZLeIgENlS1nEZzSiueFAiV1Cujvx Facebook: https://www.facebook.com/techadvisorhq  Twitter: https://twitter.com/TechAdvisorHQ  Instagram: https://www.instagram.com/techadvisorhq  Read more: https://www.techadvisor.com

Hoy vamos con unas cuantas efemérides variadas y creo que bastante interesantes para recordar.

Lars Magnus Ericsson was working for the Swedish government that made telegraph equipment in the 1870s when he started a little telegraph repair shop in 1976. That was the same year the telephone was invented. After fixing other people's telegraphs and then telephones he started a company making his own telephone equipment. He started making his own equipment and by the 1890s was shipping gear to the UK. As the roaring 20s came, they sold stock to buy other companies and expanded quickly. Early mobile devices used radios to connect mobile phones to wired phone networks and following projects like ALOHANET in the 1970s they expanded to digitize communications, allowing for sending early forms of text messages, the way people might have sent those telegraphs when old Lars was still alive and kicking. At the time, the Swedish state-owned Televerket Radio was dabbling in this space and partnered with Ericsson to take first those messages then as email became a thing, email, to people wirelessly using the 400 to 450 MHz range in Europe and 900 MHz in the US. That standard went to the OSI and became a 1G wireless packet switching network we call Mobitex. Mike Lazaridis was born in Istanbul and moved to Canada in 1966 when he was five, attending the University of Waterloo in 1979. He dropped out of school to take a contract with General Motors to build a networked computer display in 1984. He took out a loan from his parents, got a grant from the Canadian government, and recruited another electrical engineering student, Doug Fregin from the University of Windsor, who designed the first circuit boards. to join him starting a company they called Research in Motion. Mike Barnstijn joined them and they were off to do research.  After a few years doing research projects, they managed to build up a dozen employees and a million in revenues. They became the first Mobitex provider in America and by 1991 shipped the first Mobitex device. They brought in James Balsillie as co-CEO, to handle corporate finance and business development in 1992, a partnership between co-CEOs that would prove fruitful for 20 years.  Some of those work-for-hire projects they'd done involved reading bar codes so they started with point-of-sale, enabling mobile payments and by 1993 shipped RIMGate, a gateway for Mobitex. Then a Mobitex point-of-sale terminal and finally with the establishment of the PCMCIA standard, a  PCMCIP Mobitex modem they called Freedom. Two-way paging had already become a thing and they were ready to venture out of PoS systems. So  in 1995, they took a $5 million investment to develop the RIM 900 OEM radio modem. They also developed a pager they called the Inter@ctive Pager 900 that was capable of  two-way messaging the next year. Then they went public on the Toronto Stock Exchange in 1997. The next year, they sold a licensing deal to IBM for the 900 for $10M dollars. That IBM mark of approval is always a sign that a company is ready to play in an enterprise market. And enterprises increasingly wanted to keep executives just a quick two-way page away. But everyone knew there was a technology convergence on the way. They worked with Ericsson to further the technology and over the next few years competed with SkyTel in the interactive pager market. Enter The Blackberry They knew there was something new coming. Just as the founders know something is coming in Quantum Computing and run a fund for that now. They hired a marketing firm called Lexicon Branding to come up with a name and after they saw the keys on the now-iconic keyboard, the marketing firm suggested BlackBerry. They'd done the research and development and they thought they had a product that was special. So they released the first BlackBerry 850 in Munich in 1999. But those were still using radio networks and more specifically the DataTAC network. The age of mobility was imminent, although we didn't call it that yet. Handspring and Palm each went public in 2000.  In 2000, Research In Motion brought its first cellular phone product in the BlackBerry 957, with push email and internet capability. But then came the dot com bubble. Some thought the Internet might have been a fad and in fact might disappear. But instead the world was actually ready for that mobile convergence. Part of that was developing a great operating system for the time when they released the BlackBerry OS the year before. And in 2000 the BlackBerry was named Product of the Year by InfoWorld.  The new devices took the market by storm and shattered the previous personal information manager market, with shares of that Palm company dropping by over 90% and Palm OS being setup as it's own corporation within a couple of years. People were increasingly glued to their email. While the BlackBerry could do web browsing and faxing over the internet, it was really the integrated email access, phone, and text messaging platform that companies like General Magic had been working on as far back as the early 1990s. The Rise of the BlackBerry The BlackBerry was finally the breakthrough mobile product everyone had been expecting and waiting for. Enterprise-level security, integration with business email like Microsoft's Exchange Server, a QWERTY keyboard that most had grown accustomed to, the option to use a stylus, and a simple menu made the product an instant smash success. And by instant we mean after five years of research and development and a massive financial investment. The Palm owned the PDA market. But the VII cost $599 and the BlackBerry cost $399 at the time (which was far less than the $675 Inter@ctive Pager had cost in the 1990s). The Palm also let us know when we had new messages using the emerging concept of push notifications. 2000 had seen the second version of the BlackBerry OS and their AOL Mobile Communicator had helped them spread the message that the wealthy could have access to their data any time. But by 2001 other carriers were signing on to support devices and BlackBerry was selling bigger and bigger contracts. 5,000 devices, 50,000 devices, 100,000 devices. And a company called Kasten Chase stepped in to develop a secure wireless interface to the Defense Messaging System in the US, which opened up another potential two million people in the defense industry They expanded the service to cover more and more geographies in 2001 and revenues doubled, jumping to 164,000 subscribers by the end of the year. That's when they added wireless downloads so could access all those MIME attachments in email and display them. Finally, reading PDFs on a phone with the help of GoAmerica Communications! And somehow they won a patent for the idea that a single email address could be used on both a mobile device and a desktop. I guess the patent office didn't understand why IMAP  was invented by Mark Crispin at Stanford in the 80s, or why Exchange allowed multiple devices access to the same mailbox. They kept inking contracts with other companies. AT&T added the BlackBerry in 2002 in the era of GSM. The 5810 was the first truly convergent BlackBerry that offered email and a phone in one device with seamless SMS communications. It shipped in the US and the 5820 in Europe and Cingular Wireless jumped on board in the US and Deutsche Telekom in Germany, as well as Vivendi in France, Telecom Italia in Italy, etc. The devices had inched back up to around $500 with service fees ranging from $40 to $100 plus pretty limited data plans. The Tree came out that year but while it was cool and provided a familiar interface to the legions of Palm users, it was clunky and had less options for securing communications. The NSA signed on and by the end of the year they were a truly global operation, raking in revenues of nearly $300 million.  The Buying Torndado They added web-based application in 2003, as well as network printing. They moved to a Java-based interface and added the 6500 series, adding a walkie-talkie function. But that 6200 series at around $200 turned out to be huge. This is when they went into that thing a lot of companies do - they started suing companies like Good and Handspring for infringing on patents they probably never should have been awarded. They eventually lost the cases and paid out tens of millions of dollars in damages. More importantly they took their eyes off innovating, a common mistake in the history of computing companies. Yet there were innovations. They released Blackberry Enterprise Server in 2004 then bolted on connectors to Exchange, Lotus Domino, and allowed for interfacing with XML-based APIs in popular enterprise toolchains of the day. They also later added support for GroupWise. That was one of the last solutions that worked with symmetric key cryptography I can remember using and initially required the devices be cradled to get the necessary keys to secure communications, which then worked over Triple-DES, common at the time. One thing we never liked was that messages did end up living at Research in Motion, even if encrypted at the time. This is one aspect that future types of push communications would resolve. And Microsoft Exchange's ActiveSync.  By 2005 there were CVEs filed for BlackBerry Enterprise Server, racking up 17 in the six years that product shipped up to 5.0 in 2010 before becoming BES 10 and much later Blackberry Enterprise Mobility Management, a cross-platform mobile device management solution. Those BES 4 and 5 support contracts, or T-Support, could cost hundreds of dollars per incident. Microsoft had Windows Mobile clients out that integrated pretty seamlessly with Exchange. But people loved their Blackberries. Other device manufacturers experimented with different modes of interactivity. Microsoft made APIs for pens and keyboards that flipped open. BlackBerry added a trackball in 2006, that was always kind of clunky. Nokia, Ericsson, Motorola, and others were experimenting with new ways to navigate devices, but people were used to menus and even styluses. And they seemed to prefer a look and feel that seemed like what they used for the menuing control systems on HVAC controls, video games, and even the iPod.  The Eye Of The Storm A new paradigm was on the way. Apple's iPhone was released in 2007 and Google's Android OS in 2008. By then the BlackBerry Pearl was shipping and it was clear which devices were better. No one saw the two biggest threats coming. Apple was a consumer company. They were slow to add ActiveSync policies, which many thought would be the corporate answer to mobile management as group policies in Active Directory had become for desktops. Apple  and Google were slow to take the market, as BlackBerry continued to dominate the smartphone industry well into 2010, especially once then-president Barack Obama strong-armed the NSA into allowing him to use a special version of the BlackBerry 8830 World Edition for official communiques. Other world leaders followed suit, as did the leaders of global companies that had previously been luddites when it came to constantly being online. Even Eric Schmidt, then chairman of google loved his Crackberry in 2013, 5 years after the arrival of Android. Looking back, we can see a steady rise in iPhone sales up to the iPhone 4, released in 2010. Many still said they loved the keyboard on their BlackBerries. Organizations had built BES into their networks and had policies dating back to NIST STIGs. Research in Motion owned the enterprise and held over half the US market and a fifth of the global market. That peaked in 2011. BlackBerry put mobility on the map. But companies like AirWatch, founded in 2003 and  MobileIron, founded in 2007, had risen to take a cross-platform approach to the device management aspect of mobile devices. We call them Unified Endpoint Protection products today and companies could suddenly support BlackBerry, Windows Mobile, and iPhones from a single console. Over 50 million Blackberries were being sold a year and the stock was soaring at over $230 a share.  Today, they hold no market share and their stock performance shows it. Even though they've pivoted to more of a device management company, given their decades of experience working with some of the biggest and most secure companies and governments in the world. The Fall Of The BlackBerry The iPhone was beautiful. It had amazing graphics and a full touch screen. It was the very symbol of innovation. The rising tide of the App Store also made it a developers playground (no pun intended). It was more expensive than the Blackberry, but while they didn't cater to the enterprise, they wedged their way in there with first executives and then anyone. Initially because of ActiveSync, which had come along in 1996 mostly to support Windows Mobile, but by Exchange Server 2003 SP 2 could do almost anything Outlook could do - provided software developers like Apple could make the clients work. So by 2011, Exchange clients could automatically locate a server based on an email address (or more to the point based on DNS records for the domain) and work just as webmail, which was open in almost every IIS implementation that worked with Exchange. And Office365 was released in 2011, paving the way to move from on-prem Exchange to what we now call “the cloud.” And Google Mail had been around for 7 years by then and people were putting it on the BlackBerry as well, blending home and office accounts on the same devices at times. In fact, Google licensed Exchange ActiveSync, or EAS in 2009 so support for Gmail was showing up on a variety of devices. BlackBerry had everything companies wanted. But people slowly moved to that new iPhone. Or Androids when decent models of phones started shipping with the OS on them. BlackBerry stuck by that keyboard, even though it was clear that people wanted full touchscreens. The BlackBerry Bold came out in 2009. BlackBerry had not just doubled down with the keyboard instead of full touchscreen, but they tripled down on it. They had released the Storm in 2008 and then the Storm in 2009 but they just had a different kind of customer. Albeit one that was slowly starting to retire. This is the hard thing about being in the buying tornado. We're so busy transacting that we can't think ahead to staying in the eye that we don't see how the world is changing outside of it.  As we saw with companies like Amdahl and Control Data, when we only focus on big customers and ignore the mass market we leave room for entrants in our industries who have more mass appeal. Since the rise of the independent software market following the IBM anti-trust cases, app developers have been a bellwether of successful platforms. And the iPhone revenue split was appealing to say the least.  Sales fell off fast. By 2012, the BlackBerry represented less than 6 percent of smartphones sold and by the start of 2013 that number dropped in half, falling to less than 1 percent in 2014. That's when the White House tested replacements for the Blackberry. There was a small bump in sales when they finally released a product that had competitive specs to the iPhone, but it was shortly lived. The Crackberry craze was officially over.  BlackBerry shot into the mainstream and brought the smartphone with them. They made the devices secure and work seamlessly in corporate environments and for those who could pay money to run BES or BIS. They proved the market and then got stuck in the Innovator's Dilemna. They became all about features that big customers wanted and needed. And so they missed the personal part of personal computing. Apple, as they did with the PC and then graphical user interfaces saw a successful technology and made people salivate over it. They saw how Windows had built a better sandbox for developers and built the best app delivery mechanism the world has seen to date. Google followed suit and managed to take a much larger piece of the market with more competitive pricing.  There is so much we didn't discuss, like the short-lived Playbook tablet from BlackBerry. Or the Priv. Because for the most part, they a device management solution today. The founders are long gone, investing in the next wave of technology: Quantum Computing. The new face of BlackBerry is chasing device management, following adjacencies into security and dabbling in IoT for healthcare and finance. Big ticket types of buys that include red teaming to automotive management to XDR. Maybe their future is in the convergence of post-quantum security, or maybe we'll see their $5.5B market cap get tasty enough for one of those billionaires who really, really, really wants their chicklet keyboard back. Who knows but part of the fun of this is it's a living history.    

I talk about God Eater's Traversing the Past DLC, Windows Mobile doujin games, JackJeanne in English, and the top selling switch games in Japan. One Controller Port covers obscure and underappreciated games. Get bonus content & support me via Patreon Visit OneControllerPort for videos, podcasts, streams, and articles. You can follow me on these platforms: Links: YouTube One Controller Port Twitter Personal Twitter Twitch Podcast Links: Mobile Princess Developer Website Mobile Princess Developer Comiket Booth Pudding Test Images One Controller Port Patreon Knights in Nightmare Coming out in April JackJeanne English Localization Confirmed Top Selling Switch Games in Japan ZFG's Ocarina of Time PC Port Preview Stream One Controller Port YouTube Trailer Opening Music from God Eater 3 Ending Music from Mario Paint

Todd Ogasawara and Jon Westfall are joined by guest Jack Cook who look back on 25 years of Windows CE and their time as Microsoft Windows Mobile MVPs (Most Valuable Professionals).

The Wilkes Insurrection: A Contemporary Thriller by Robbie BachPublished November 2nd 2021 by Greenleaf Book Group PressAn elusive extremist hell-bent on destroying America.​A woman of uncommon valor haunted by her tragic past.A dark web hacker confronting his conscience.A failed intelligence officer in search of redemption.The relative calm at Offutt Air Force Base is shattered when commercial Flight 209 crashes down onto its runway. From the flaming wreckage, Major Tamika Smith must try to rescue survivors and make sense of the tragedy. But this isn't just an isolated incident. In a time of national unrest and division, a cunning shadowy mastermind is tearing down the United States from the inside out, playing law enforcement like puppets. Soon, thousands are dying and there are precious few leads. Can Tamika and an unlikely collection of committed Americans stop the destruction in time to rescue a nation descending into chaos?With heart-pounding action, compelling plot twists, and a rich tapestry of characters, The Wilkes Insurrection is a contemporary thriller of anarchic obsession and heroic ambition. Its perfect blend of callous villains, iconic heroes, and political intrigue will keep readers on the edge of their seats.Robert J. Bach (born December 31, 1961), commonly known as Robbie Bach, was the President of Entertainment & Devices Division at Microsoft. He led the division that is responsible for the Xbox, Xbox 360, Zune, Windows Games, Windows Mobile and the Microsoft TV platform. After 22 years at Microsoft, Robert announced his retirement from Microsoft effective in the fall of 2010. Robert now speaks to corporate, academic and civic groups across the country and in 2015 completed his first book, Xbox Revisited: A Game Plan for Corporate and Civic Renewal.

Microsoft went from a fledgeling purveyor of a BASIC for the Altair to a force to be reckoned with. The biggest growth hack was when they teamed up with IBM to usher in the rise of the personal computer. They released apps and an operating system and by licensing DOS to anyone (not just IBM) and then becoming the dominant OS they allowed clone makers to rise and thus broke the hold IBM had on the computing industry since the days the big 8 mainframe companies were referred to as “Snow White and the Seven Dwarfs.” They were young and bold and grew fast. They were aggressive, taking on industry leaders in different segments, effectively putting CP/M out of business, taking out Lotus, VisiCalc, Novell, Netscape, `and many, many other companies.   Windows 95 and Microsoft Office helped the personal computer become ubiquitous in homes and offices. The team knew about the technical debt they were accruing in order to grow fast. So they began work on projects that would become Windows NT and that kernel would evolve into Windows 2000, phasing out the legacy operating systems. They released Windows Server, Microsoft Exchange, Flight Simulators, maps, and seemed for a time to be poised to take over the world. They even seemed to be about to conquer the weird new smart phone world. And then something strange happened. They entered into what we can now call a lost decade. Actually there's nothing strange about it. This happens to nearly every company. Innovation dropped off. Releases of Windows got buggy. The market share of their mobile operating system fell away. Apple and Android basically took the market away entirely. They let Google take the search market and after they failed to buy Yahoo! they released an uninspired Bing. The MSN subscriptions that once competed with AOL fell away. Google Docs came and was a breath of fresh air. Windows Servers started moving into cloud solutions where Box or Dropbox were replacing filers and Sharepoint became a difficult story to tell.  They copied features from other companies. But were followers - not leaders. And the stock barely moved for a decade, while Apple more than doubled the market cap of Microsoft for a time. What exactly happened here? Some have blamed Steve Ballmer, who replaced Bill Gates who had led the company since 1975 and if we want to include Traf-O-Data - since 1972. They grew fast and by Y2K there were memes about how rich Bill Gates was. Then a lot changed over the next decade. Windows XP was released in 2001, the same year the first Xbox was released. They launched the Windows Mobile operating system in 2003, planning to continue the whole “rule the operating system” approach. Vista comes along in 2007. Bill Gates retires in 2008. Later that year, Google launches Chrome - which would eat market share away from Microsoft over time. Windows 7 launches in 2009. Microsoft releases Bing in 2009 and Azure in 2010. The Windows phone comes in 2010 as well, and they would buy Skype for $8.5 billion dollars the next year. The tablet Microsoft Surface coming in 2012, the same year the iPad was released. And yet, there were market forces operating to work against what Microsoft was doing. Google had come roaring out of the dot com bubble bursting and proved how money could be made with search. Yahoo! was slow to respond. As Google's aspirations became clear by 2008, Ballmer moved to buy them for $20 billion eventually growing the bid to nearly $45 billion - a move that was thwarted but helped to take the attention of the Yahoo! team away from the idea of making money.  That was the same year Android and Chrome was released. Meanwhile, Apple released the iPhone in 2007 and were shipping the 3G in 2008, taking the mobile market by storm. By 2010, slow sales of the Windows phone were already spelling the end for Ballmer.  Microsoft had launched Windows CE in 1996, held the smaller Handheld PC market for a time. They took over and owned the operating system market for personal computers and productivity software. They were able to seize a weakened and lumbering IBM to do so.  And yet they turned into that lumbering juggernaut of a company. All those products and all the revenues being generated, Microsoft looked unstoppable by the end of the millennium. Then they got big. Like really big. And organizations can be big and stay lean - but they weren't.  Leaders fought leaders, programmers fled, and the fiefdoms caused them to be slow to jump into new opportunities. Bill Gates had been an intense leader - but the Department of Justice filed an anti-trust case against Microsoft and between that and just managing hyper-growth along the way they lost a focus on customers and instead focused inward. And so by all accounts, the lost decade began in 2001. Vista was supposed to ship in 2003 but pushed all the way back to 2007. Bing was a dud, losing billions out of the gate. By 2011 Google released Chrome OS - an operating system that was basically a web browser bootstrapped on Linux and effectively what Netscape founder Marc Andreesen foreshadowed in a Time piece in the early days of the browser wars. Kurt Eichenwald of Vanity Fair wrote an article called MICROSOFT'S LOST DECADE in 2012, looking at what led to the lost decade. He pointed out the arrogance and the products that, even though they were initially developed at Microsoft, would be launched by others first. It was Bill Gates who turned down releasing the ebook, which would evolve into the tablet. The article explained that moving timelines around pushed developing new products back in the list of priorities. The Windows and Office divisions were making so much money for the company that they had all the power to make the decisions - even when the industry was moving in another direction.  The original employees got rich when the company went public and much of the spunk left with them. The focus shifted to pushing up the stock price. Ballmer is infamously not a product guy and he became the president of the company in 1998 and moved to CEO in 2000. But Gates stayed on in product. As we see with companies when their stock price starts to fall, the finger pointing begins. Cost cutting begins. The more talented developers can work anywhere - and so companies like Amazon, Google, and Apple were able to fill their ranks with great developers.  When organizations in a larger organization argue, new bureaucracies get formed. Those slow things down by replacing common sense with process. That is good to a point. Like really good to a point. Measure twice, cut once. Maybe even measure three times and cut once. But software doesn't get built by committees, it gets built by humans. The closer engineers are to humans the more empathy will go into the code. We can almost feel it when we use tools that developers don't fully understand. And further, developers write less code when they're in more meetings. Some are good but when there are tiers of supervisors and managers and directors and VPs and Jr and Sr of each, their need to justify their existence leads to more meetings. The Vanity Fair piece also points out that times changed. He called the earlier employees “young hotshots from the 1980s” who by then were later career professionals and as personal computers became pervasive the way people use them changed. And a generation of people who grew up with computers now interacted with them differently. People were increasingly always online. Managers who don't understand their users need to release control of products to those who do.  They made the Zune 5 years after the iPod was released and had lit a fire at Apple. Less than two months later, Apple released the iPhone and the Zune was dead in the water, never eclipsing over 5 percent of the market and finally being discontinued in 2012. Ballmer had predicted that all of these Apple products would fail and in a quote from a source in the Vanity Fair article, a former manager at Microsoft said “he is hopelessly out of touch with reality or not listening to the tech staff around him”. One aspect the article doesn't go into is the sheer number of products Microsoft was producing. They were competing with practically every big name in technology, from Apple to Oracle to Google to Facebook to Amazon to Salesforce. They'd gobbled up so many companies to compete in so many spaces that it was hard to say what Microsoft really was - and yet the Windows and Office divisions made the lions' share of the money. They thought they needed to own every part of the ecosystem when Apple went a different route and opened a store to entice developers to go direct to market, making more margin with no acquisition cost to build a great ecosystem.  The Vanity Fair piece ends with a cue from the Steve Jobs biography and to sum it up, Jobs said that Microsoft ended up being run by sales people because they moved the revenue needle - just as he watched it happen with Sculley at Apple. Jobs went on to say Microsoft would continue the course as long as Ballmer was at the helm. Back when they couldn't ship Vista they were a 60,000 person company. By 2011 when the Steve Jobs biography was published, they were at 90,000 and had just rebounded from layoffs. By the end of 2012, the iPhone had overtaken Microsoft in sales. Steve Ballmer left as the CEO of Microsoft in 2014 and Satya Nadella replaces him. Under his leadership, half the company would be moved into research later that year. Nadella wrote a book about his experience turning things around called Hit Refresh. Just as the book Microsoft Rebooted told the story of how Ballmer was going to turn things around in 2004 - except Hit Refresh was actually a pretty good book. And the things seemed to work. The stock price had risen a little in 2014 but since then it's shot up six times what it was. And all of the pivots to a more cloud-oriented company and many other moves seem to have been started under Ballmer's regime, just as the bloated company they became started under the Gates regime. Each arguably did what was needed at the time. Let's not forget the dot com bubble burst at the beginning of the Ballmer era and he had the 2008 financial crises. There be dragons that are micro-economic forces outside anyones control.  But Nadella ran R&D and cloud offerings. He emphasized research - which means innovation. He changed the mission statement to “empower every person and every organization on the planet to achieve more.” He laid out a few strategies, to reinvent productivity and collaboration, power those with Microsoft's cloud platform, and expand on Windows and gaming. And all of those things have been gangbusters ever since. They bought Mojang in 2014 and so are now the makers of Minecraft. They bought LinkedIn. They finally got Skype better integrated with the company so Teams could compete more effectively with Slack. Here's the thing. I knew a lot of people who worked, and many who still work at Microsoft during that Lost Decade. And I think every one of them is really just top-notch. Looking at things as they're unfolding you just see a weekly “patch Tuesday” increment. Everyone wanted to innovate - wanted to be their best self. And across every company we look at in this podcast, nearly every one has had to go through a phase of a lost few years or lost decade. The ones who don't pull through can never turn the tide on culture and innovation. The two are linked. A bloated company with more layers of management inspires a sense of controlling managers who stifle innovation. At face value, the micro-aggressions seem plausible, especially to those younger in their career. We hear phrases like “we need to justify or analyze the market for each expense/initiative” and that's true or you become a Xerox PARC or Digital Research where so many innovations never get to market effectively. We hear phrases like “we're too big to do things like that any more” and yup, people running amuck can be dangerous - turns out move fast and break things doesn't always work out.  We hear “that requires approval” or “I'm their bosses bosses boss” or “you need to be a team player and run this by other leaders” or “we need more process” or “we need a center of excellence for that because too many teams are doing their own thing” or “we need to have routine meetings about this” or “how does that connect to the corporate strategy” or “we're a public company now so no” or “we don't have the resources to think about moon shots” or “we need a new committee for that” or “who said you could do that” and all of these taken as isolated comments would be fine here or there. But the aggregate of so many micro-aggressions comes from a place of control, often stemming from fear of change or being left behind and they come at the cost of innovation.  Charles Simonyi didn't leave Xerox PARC and go to Microsoft to write Microsoft Word to become a cog in a wheel that's focused on revenue and not changing the world. Microsoft simply got out-innovated due to being crushed under the weight of too many layers of management and so overly exerting control over those capable of building cool stuff. I've watched those who stayed be allowed speak publicly again, engage with communities, take feedback, be humble, admit mistakes, and humanize the company. It's a privilege to get to work with them and I've seen results like a change to a graphAPI endpoint one night when I needed a new piece of data.  They aren't running amuck. They are precise, targeted, and allowed to do what needs to be done. And it's amazing how a chief molds the way a senior leadership team acts and they mold the way directors direct and they mold the way managers manage and down the line. An aspect of culture is a mission - another is values - and another is behaviors, which make up the culture. And these days I gotta' say I'm glad to have witnessed a turnaround like they've had and every time I talk to a leader or an individual contributor at Microsoft I'm glad to feel their culture coming through. So here's where I'd like to leave this. We can all help shape a great culture. Leaders aren't the only ones who have an impact. We can all innovate. An innovative company isn't one that builds a great innovative product (although that helps) but instead one who becomes an unstoppable force due to lots of small innovations at every level of the organization. Where are we allowing politics or a need for control and over-centralization stifle others? Let's change that.

จากตอนที่แล้ว เหล่าผู้ผลิตโทรศัพท์มือถือที่มีชื่อเสียง เช่น HTC , Asus , LG ,Samsung ต่างตัดสินใจที่จะมาลุยในตลาด Android เพราะเริ่มหงุดหงิดกับความล่าช้าของ Microsoft และยังขาดความใส่ใจต่อ Windows Mobile ซึ่งกำลังจะถูก Microsoft ลอยแพ เพราะ ยอดขายเริ่มลดลงเรื่อย ๆ และที่สำคัญมันไม่สามารถที่จะมาสู้กับระบบปฏิบัติการใหม่ๆ  อย่าง iOS หรือ Android ได้เลย ซึ่งนั่นได้กลายเป็นจุดจบของ Windows Mobile ไปในที่สุดนั่นเอง และ Elop นี่เอง ได้เป็นจุดเปลี่ยนครั้งสำคัญของ Nokia และ Microsoft กับ Windows Phone อีกครั้ง เพราะทางเลือกตอนนั้นมีไม่มาก Symbian ก็ดูจะไม่รุ่งดูโบราณ เมื่อเทียบกับระบบปฏิบัติการอื่น ส่วนอีกระบบปฏิบัติการที่ Nokia แอบซุ่มพัฒนาอย่าง Meego แต่ก็ดูเหมือนว่า Meego ก็ยังไม่พร้อมจะสู้ศึก จึงยังไม่สามารถเป็นอนาคตของ Nokia ได้ แล้ว จะเกิดอะไรขึ้นต่อกับศึก smartphone ครั้งนี้ ไปรับฟังกันต่อได้เลยครับผม เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ ========================= ร่วมสนับสนุน ด.ดล Blog และ Geek Forever Podcast เพื่อให้เรามีกำลังในการผลิต Content ดี ๆ ให้กับท่าน https://www.tharadhol.com/become-a-supporter/ ——————————————– ติดตาม ด.ดล Blog ผ่าน Line OA เพียงคลิก : http://line.me/ti/p/~@tharadhol ========================= ช่องทางติดตาม ด.ดล Blog เพิ่มเติมได้ที่ Fanpage : www.facebook.com/tharadhol.blog Blockdit : www.blockdit.com/tharadhol.blog Twitter : www.twitter.com/tharadhol Instragram : instragram.com/tharadhol TikTok : tiktok.com/@geek.forever Youtube : www.youtube.com/c/mrtharadhol Linkedin : www.linkedin.com/in/tharadhol Website : www.tharadhol.com

สงคราม Smartphone ถือได้ว่าเป็นสงครามธุรกิจ Case ที่ Classic Case นึงทีเดียวในวงการธุรกิจโลก การล่มสลายของ Nokia ผู้ครองตลาดมาอย่างยาวนาน รวมถึง Microsoft ที่มีที่ยืนอยู่ใน Windows Mobile ในช่วงเริ่มต้นของ Smartphone นั้น ถือว่าเป็นกรณีศึกษาที่น่าสนใจเป็นอย่างยิ่ง การเกิดขึ้นของ iPhone จาก Apple ในปี 2007 ได้เปลี่ยนแปลง รูปแบบธุรกิจมือถือ ที่มีเจ้าตลาดอย่าง Nokia เคยครองมาก่อนอย่างสิ้นเชิง ซึ่ง เหล่ายักษ์ใหญ่ที่เป็นอดีตเหล่านี้ ล้วนแล้วแต่ประมาท การแจ้งเกิดของ iPhone เป็นอย่างมาก ไม่คิดว่า Apple จะสามารถมาล้มล้าง การครองตลาดแบบเบ็ดเสร็จของ Nokia ลงได้ภายในระยะเวลาเพียงไม่กี่ปีเท่านั้น รวมถึง Android ระบบปฏิบัติการของ Google ที่ถือว่าสามารถแจ้งเกิดได้อย่างทันท่วงที ซึ่งคงกล่าวไม่เกิดเลยว่า พวกเขานั้นได้รับแรงบันดาลใจที่สำคัญจากระบบปฏิบัติการ iOS ของ Apple นั่นเอง แล้วมันเกิดอะไรขึ้นระหว่างศึกครั้งนี้ ที่ใช้เวลาเพียงไม่กี่ปี แต่ได้ปฏิวัติวงการมือถือ รวมถึงได้เปลี่ยนแปลงวิถีชีวิตของผู้คนทั่วโลกไปตลอดกาลผ่านระบบ SmartPhone ที่ได้แจ้งเกิดขึ้นใหม่นี้ อย่าพลาดติดตามได้จาก Podcast Series ชุดนี้ครับผม เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ ========================= ร่วมสนับสนุน ด.ดล Blog และ Geek Forever Podcast เพื่อให้เรามีกำลังในการผลิต Content ดี ๆ ให้กับท่าน https://www.tharadhol.com/become-a-supporter/ ——————————————– ติดตาม ด.ดล Blog ผ่าน Line OA เพียงคลิก : http://line.me/ti/p/~@tharadhol ========================= ช่องทางติดตาม ด.ดล Blog เพิ่มเติมได้ที่ Fanpage : www.facebook.com/tharadhol.blog Blockdit : www.blockdit.com/tharadhol.blog Twitter : www.twitter.com/tharadhol Instragram : instragram.com/tharadhol TikTok : tiktok.com/@geek.forever Youtube : www.youtube.com/c/mrtharadhol Linkedin : www.linkedin.com/in/tharadhol Website : www.tharadhol.com

About Us / Про нас FREAQ R@DIO - ЭТО АВТОРСКИЙ БЛОГ НА КОТОРОМ МОЖНО НАЙТИ: ПОДКАСТЫ, БРОДКАСТ, НЕТВОРКИНГ, ОБУЧАЮЩИЕ ВИДЕО, ДОКУМЕНТАЛЬНОЕ КИНО, МУЗЫКА, КУЛЬТУРА, ИСТОРИЯ, ОБМЕН ОПЫТОМ, ТВОРЧЕСТВО, КНИГИ, МОТИВАЦИЯ, САМОРАЗВИТИЕ, НОВОСТИ И МНОГОЕ ДРУГОЕ. ВСЁ ЭТО МЕТАФИЗИКА ХИП-ХОПА: ХИП-ХОП МУЗЫКА, ХИП-ХОП КУЛЬТУРА, ХИП-ХОП СОЗНАНИЕ FREAQ R@DIO - это хорошая музыка, хорошие вибрации. Если вы устали слушать 10-15 одинаковых песен в день, особенно если музыка не приносит вам радости, то время переключиться на эту радиостанцию. Для всех тех, кто ценит все типы музыки и сознания с веселыми, здоровыми вибрациями. Пришло время переключиться на FREAQ R@DIO и распространить наше слово. Прослушать FRE@K R@DIO можно в интернете по адресу https://freakradio.blogspot.com или скачав интернет поток FRE@K R@DIO m3u FREAQ R@DIO - its da good music from da hood, positive vibrations for all nations. If you are tied from mainstream and same songs on a radio stations you need join us. 4 all who love all types of music and consciousness with positive and healthy vibes lets get it on FREAQ R@DIO and spread our WORD. Listen us on https://freakradio.blogspot.com or download FRE@K R@DIO m3u 24/7 you can listen FREAQ R@DIO in web on main page https://freakradio.blogspot.com or use desktop player FRE@K R@DIO m3u Also you can listen us on Twitch stream live and watch on YouTube Channel For listen radio on gadget phone or other device you need download aimp плеер for Android or Windows Mobile. Records of all live airs or podcasts we are keep on Mixcloud , Audiomack , BREAKER, RADIOPUBLIC , SPOTIFY , POCKETCASTS , GOOGLE PODCASTS YANDEX MUSIC . About errors or not quality work of stream or bad online air please let us know on frixandini@gmail.com. Круглосуточный эфир «фрик@радиво» можно слушать через веб-плеер на главной странице сайта https://freakradio.blogspot.com или десктопный плеер, скачав файл для прослушивания станции к себе на компьютер. Также в онлайн-режиме радиостанция доступна на Twitch и смотрите нас на ютуб канале Для прослушивания радио с гаджета рекомендуем установить aimp плеер для Android или Windows Mobile. Записи всех эфиров и подкасты хранятся на: Mixcloud , Audiomack , BREAKER, RADIOPUBLIC , SPOTIFY , POCKETCASTS , GOOGLE PODCASTS YANDEX MUSIC. Об ошибках и некорректной работе трансляции просим сообщать на электронную почту frixandini@gmail.com.

Huawei officially launched HarmonyOS this week, its new mobile operating system. The company was forced to build its own in-house OS after the Trump administration banned it from accessing key U.S. technologies including Alphabet's Android. While Harmony is widely derided, even ridiculed among the U.S. and European tech press (described as the "fake it till you make it" OS), there may be a market for it in Global South countries. First, it'll allow Huawei to get back in the mobile phone market in developing countries where it's lost a lot of ground. This means Huawei's going to sell phones for cheap. Very cheap. Secondly, Huawei is promoting HarmonyOS less as an Android replacement and more as a platform for the Internet of Things (IoT) which could allow the Chinese tech giant to leverage its already sizable network infrastructure presence in Africa to develop new connectivity initiatives.Henry Tugendhat, a senior China policy analyst at the United States Institute of Peace in Washington, D.C., acknowledges that it's going to be tough going for HarmonyOS to gain traction in the market (remember PalmOS, Symbian, and Windows Mobile?) but he also thinks it would be unwise to write it off entirely. Henry joins Eric & Cobus to discuss the geopolitical dimensions of Huawei's new operating system and why he thinks it's important.JOIN THE DISCUSSION:CAP on Facebook: www.facebook.com/ChinaAfricaProjectTwitter: @eolander | @stadenesque | @hentugSUBSCRIBE TO THE CHINA AFRICA PROJECTYour subscription supports independent journalism. Subscribers get the following:1. The world's only curated China-Africa News Feed with thousands of articles archive2. Exclusive analysis of the day's top stories about China in Africa and the Global South3. A copy of the popular China-Africa Daily Brief newsletter delivered to your inbox by 6am Washington time M-FTry it free for 30-days and see if you like it. Subscriptions start at just $7 a month for students and teachers and $15 a month for everyone else. Subscribe here: www.chinaafricaproject.com/subscribe

  In this video, I would like to talk about one of the questions that I get from time to time. Actually, I am dealing with the whole topic right now, because I’m going to do another experiment in February and therefore I needed to buy a new device. This is the crowd algo trading system. I did a daily video about this new system each day in January. And in February I’m going to do the same live experiment for MQL5. Therefore, I needed to have new hardware.   So let’s go through all the options that I’m using right now. This Metatrader installation is running on a so-called virtual machine. I’m using a software that is called Virtual Box. You can download it from the Internet for free. And basically, it will help you to run one operating system in a window inside of a host operating system. You now should see the Windows operating system. This is the virtual device, Windows 10. You can use virtual machines for a lot of things.   In my case, I have been coding on the Windows machine and I’m using this virtual machine right now to record this video. But my daily work is done on a Linux machine. I’m using MX Linux, and I think that virtual machines are a very good solution. But if you don’t want to use virtual machines, you can use a software like this, VNC viewer to connect to real machines. I have a lot of them. So let’s connect to this one.   And you will see this is running the Metatrader. I can move the whole application around. And this is a Windows eight machine with two gigabytes of RAM. This is enough to run Metatrader. Now let’s disconnect and open another one. This one is a Windows 10 machine and it’s also running with two gigabytes of RAM on a 32 bit system. By the way, these are both so called compute stick’s. A compute stick is a little device that is a little bit bigger than a usual USB stick might be. It comes with an HDMI output so you can use it on any screen or any TV. And it doesn’t need much space.   I have several of those. They all have two gigabytes of RAM. But for the new system, I decided to use a different solution. This is also a very small PC. It’s a little bit bigger than a cigarette box. You see the pen here. This is also a micro keyboard. So the whole thing would fit in your pocket. And this little device comes with four gigabytes of RAM and windows 10 is already preinstalled. You can get this device for a little over 100 dollars online.   It has several USB ports and an HDMI output. So this is very affordable and this is what I consider to be the coolest version. These are two super small notebooks. You might know that we had this kind of hardware about 20 years ago, but at this time, those little devices came with Windows Mobile or Symbian OS, and you couldn’t do very much because the performance was really bad.   But these two little things here come with a full blown Windows 10 system and eight gigabytes of RAM. That is more than enough to use it for Metatrader. And you also can use them for other cool things, for example, for mobile programming. But they are costly. If you don’t want to spend that kind of money, you could go and buy a used netbook. This device is about 10 years old. It has two gigabytes of RAM. It’s running MX Linux right now.   And with play on Linux and wine, you can emulate Windows programs. So it is possible to run Metatrader on this device. It’s not the fastest solution, but it doesn’t cost very much. You can get devices like this one for 50 to 100 dollars and the keyboard is very usable, but they are a little bit bigger than the last one. When I started out, I had about six of those netbooks on my desk and they did the job very well.   So this is my setup that I prefer. Today I’m running Linux on my desktop PC and this is Windows 10 in the background, running on a virtual machine.   You could run this configuration on your desktop PC or of course, on a notebook.   And when I’m not at home, I also can watch my accounts on this mobile device here.

  In this video, I would like to talk about a question that I get from time to time, and that is the question what kind of hardware can I use to work with Metatrader4 or Metatrader5? So let’s go through all the different solutions that I use. This system here currently is running on a so-called virtual machine, I’m actually using the same virtual machine right now to record this video. This is the new version for the crowd algo trading system that I’ve created on January the 27th.   And I would like to do a live trading experiment in February.   So I have coded this system on this virtual device. The virtual machine is running on a software that is called Virtualbox. This kind of software can be downloaded from the Internet and it will actually help you to run one operating system as a window inside of a host operating system. In my case, I’m using Linux as my main operating system and Windows is running in a virtual device. If you prefer to not use virtual devices, but real ones, you can use a software like this one.   This is VNC Connection Viewer. I can use it to connect to different PCs. I have a lot of those devices. This one is a Windows eight device. It’s running with two gigabytes of Ram. The Metatrader is running smoothly. I can move the machine around and it’s also possible to remote control everything. This, by the way, is the MQL4 version of the crowd algo trading system, and today we have two thousand two hundred seventy three dollars of gross profit.   If you are interested, you can watch the videos that I have made for this MQL4 version. By the way, the Windows four version is running on such a stick device. They call it computer sticks. Those sticks are a little bit bigger than an average USB stick. They don’t need much room and you can use them on screens or TVs because they come with an HDMI port. A device like this one is around 100 dollars. But for the new system, I decided to buy one of these mini pcs here.   This is a little bit bigger than cigarette box. You see the pen here, the whole thing, including the keyboard would fit into a pocket. And this hardware is a little bit better and it’s newer. We have, I think, four gigabyte of RAM and it’s very affordable. You might be able to find it for around 100 dollars online. The really cool version would be to use devices like these mini notebooks. Maybe you remember that kind of device from about 20 years ago when we all used pocket PCs.   These pocket notebooks have been very popular. But back then they only had Windows Mobile or the Symbian operating system. But these two machines here run with Windows 10 and eight gigabyte of RAM. That is more than enough to run Metatrader. And you can do a lot of other cool stuff. For example, mobile programming. If you don’t want to spend that kind of money, you could run Metatrader on an old netbook. This device is about 10 years old.   It’s running with MX Linux. And when you use software like play on Linux and wine, it’s also able to run Metatrader. Used devices like this one would maybe cost between 50 and 100 dollars. And when I started out to use automated systems, I had over half a dozen of these devices on my desk. But today I really prefer to run Linux on a desktop PC, Virtualbox in the background running Microsoft Windows. And when you are not at home, you could use this mobile version of Metatrader to at least see what’s going on with your account.   I think it’s available for Apple devices, too. This one is from the Android store. You can see all the numbers, but it’s not possible to do automated trading on mobile devices right now. And basically, that’s it. So now you know what kind of hardware you need to run Metatrader. That’s all for today. And thank you for listening.   Not sure what to do? Click on the automated trading assistant below MQL5 TUTORIAL BASICS 31-40 MQL5 TUTORIAL - SIMPLE WHILE LOOP MQL5 TUTORIAL BASICS - 2 WHAT ARE FUNCTIONS MQL5 TUTORIAL - 99 NEW LIVE CROWD ALGO TRADING SYSTEM MQL5 TUTORIAL - THE SECRETS OF SUCCESSFUL TRADING The post MQL5 TUTORIAL – 101 WHAT HARDWARE FOR ALGORITHMIC TRADING appeared first on MQL5 Tutorial.

Phones Show Chat is helped out by Noreve - luxury leather tough cases for your smartphone - look out for promos and codes on their front page! Phones Show Chat 626 - Show Notes Steve Litchfield and Ted Salmon with Ian Furlong MeWe Groups Join Links PSC - PSC Photos - PSC Classifieds - Steve - Ted Feedback Richard Yates on f(x)tec Pro1-X Changes Microsoft Surface Duo has arrived in the UK AoD for iPhone 13 More on Android 12 - More Screenshots Sethu Pillai on the Charms of Sony Xperia Give us a Doze Switch, Google! Device Week Pixel 5 - Pixel 3 - Pixel 4a 5G Samsung Galaxy S21 Ultra Samsung Galaxy Buds Live Samsung Galaxy Note 10 Plus Realme X50 G vs Realme X50 Pro 5G Sony Xperia 5 II - Sony Xperia 5 v 5 II Specs f(x)tec Pro1 - Lineage 17.1 iPhone 12 Pro Max vs Samsung Galaxy S21 Ultra Camera Comparison Live Draw We make a draw for smartphone accessories each weekend. Do get involved before the next draw by joining the Virtual Pint of Beer a Month Club - It could be you! This week’s winner is Tony Butler! stevelitchfield.com/paypal.htm & tinyurl.com/pspromo The Phones Show Tune into Steve’s YouTube Channel to watch Phones Show 414 (iPhone 12 Pro ‘ProRAW’ and Recalling the Lumia 1020) and 415 (Samsung Galaxy S21 Ultra vs Redmi Note 9T) Photo of the Week Billingham by John Husband using a Samsung Galaxy Note9 Thanks Links Amazon Steve - Amazon Ted - PayPal Me Ted Links of Interest PodHubUK - Twitter - MeWe PSC Group - PSC Photos - FlickR - PSC Classifieds - WhateverWorks - Better Before - Camera Creations - TechAddictsUK - The TechBox - Chewing Gum for the Ears - Projector Room - PixelSwim - Gavin's Gadgets - Ted's Salmagundi - Steve's Rants'n'Raves

Steve Jobs left Apple in 1985. He co-founded NeXT Computers and took Pixar public. He then returned to Apple as the interim CEO in 1997 at a salary of $1 per year. Some of the early accomplishments on his watch were started before he got there. But turning the company back around was squarely on him and his team.  By the end of 1997, Apple moved to a build-to-order manufacturing powered by an online store built on WebObjects, the NeXT application server. They killed off a number of models, simplifying the lineup of products and also killed the clone deals, ending licensing of the operating system to other vendors who were at times building sub-par products. And they were busy. You could feel the frenetic pace.  They were busy at work weaving the raw components from NeXT into an operating system that would be called Mac OS X. They announced a partnership that would see Microsoft invest $150 million into Apple to settle patent disputes but that Microsoft would get Internet Explorer bundled on the Mac and give a commitment to release Office for the Mac again. By then, Apple had $1.2 billion in cash reserves again, but armed with a streamlined company that was ready to move forward - but 1998 was a bottoming out of sorts, with Apple only doing just shy of $6 billion in revenue. To move forward, they took a little lesson from the past and released a new all-in-one computer. One that put the color back into that Apple logo. Or rather removed all the colors but Aqua blue from it.  The return of Steve Jobs invigorated many, such as Johnny Ive who is reported to have had a resignation in his back pocket when he met Jobs. Their collaboration led to a number of innovations, with a furious pace starting with the iMac. The first iMacs were shaped like gumdrops and the color of candy as well. The original Bondi blue had commercials showing all the cords in a typical PC setup and then the new iMac, “as unPC as you can get.” The iMac was supposed to be to get on the Internet. But the ensuing upgrades allowed for far more than that.  The iMac put style back into Apple and even computers. Subsequent releases came in candy colors like Lime, Strawberry, Blueberry, Grape, Tangerine, and later on Blue Dalmatian and Flower Power. The G3 chipset bled out into other more professional products like a blue and white G3 tower, which featured a slightly faster processor than the beige tower G3, but a much cooler look - and very easy to get into compared to any other machine on the market at the time. And the Clamshell laptops used the same design language. Playful, colorful, but mostly as fast as their traditional PowerBook counterparts.  But the team had their eye on a new strategy entirely. Yes, people wanted to get online - but these computers could do so much more. Apple wanted to make the Mac the Digital Hub for content. This centered around a technology that had been codeveloped from Apple, Sony, Panasonic, and others called IEEE 1394. But that was kinda' boring so we just called it Firewire. Begun in 1986 and originally started by Apple, Firewire had become a port that was on most digital cameras at the time. USB wasn't fast enough to load and unload a lot of newer content like audio and video from cameras to computers. But I can clearly remember that by the year 1999 we were all living as Jobs put it in a “new emerging digital lifestyle.”  This led to a number of releases from Apple. One was iMovie. Apple included it with the new iMac DV model for free. That model dumped the fan (which Jobs never liked even going back to the early days of Apple) as well as FireWire and the ability to add an AirPort card. Oh, and they released an AirPort base station in 1999 to help people get online easily. It is still one of the simplest router and wi-fi devices I've ever used. And was sleek with the new Graphite design language that would take Apple through for years on their professional devices. iMovie was a single place to load all those digital videos and turn them into something else. And there was another format on the rise, MP3. Most everyone I've ever known at Apple love music. It's in the DNA of the company, going back to Wozniak and Jobs and their love of musicians like Bob Dylan in the 1970s. The rise of the transistor radio and then the cassette and Walkman had opened our eyes to the democratization of what we could listen to as humans. But the MP3 format, which had been around since 1993, was on the rise. People were ripping and trading songs and Apple looked at a tool called Audion and another called SoundJam and decided that rather than Sherlock (or build that into the OS) that they would buy SoundJam in 2000. The new software, which they called iTunes, allowed users to rip and burn CDs easily. Apple then added iPhoto, iWeb, and iDVD. For photos, creating web sites, and making DVDs respectively. The digital hub was coming together. But there was another very important part of that whole digital hub strategy. Now that we had music on our computers we needed something more portable to listen to that music on. There were MP3 players like the Diamond Rio out there, and there had been going back to the waning days of the Digital Equipment Research Lab - but they were either clunky or had poor design or just crappy and cheap. And mostly only held an album or two. I remember walking down that isle at Fry's about once every other month waiting and hoping. But nothing good ever came.  That is, until Jobs and the Apple hardware engineering lead Job Rubinstein found Tony Fadell. He had been at General Magic, you know, the company that ushered in mobility as an industry. And he'd built Windows CE mobile devices for Philips in the Velo and Nino. But when we got him working with Jobs, Rubinstein, and Johnny Ive on the industrial design front, we got one of the most iconic devices ever made: the iPod.  And the iPod wasn't all that different on the inside from a Newton. Blasphemy I know. It sported a pair of ARM chips and Ive harkened back to simpler times when he based the design on a transistor radio. Attention to detail and the lack thereof in the Sony Diskman propelled Apple to sell more than 400 million  iPods to this day. By the time the iPod was released in 2001, Apple revenues had jumped to just shy of $8 billion but dropped back down to $5.3. But everything was about to change. And part of that was that the iPod design language was about to leak out to the rest of the products with white iBooks, white Mac Minis, and other white devices as a design language of sorts.  To sell all those iDevices, Apple embarked on a strategy that seemed crazy at the time. They opened retail stores. They hired Ron Johnson and opened two stores in 2001. They would grow to over 500 stores, and hit a billion in sales within three years. Johnson had been the VP of merchandising at Target and with the teams at Apple came up with the idea of taking payment without cash registers (after all you have an internet connected device you want to sell people) and the Genius Bar.  And generations of devices came that led people back into the stores. The G4 came along - as did faster RAM. And while Apple was updating the classic Mac operating system, they were also hard at work preparing NeXT to go across the full line of computers. They had been working the bugs out in Rhapsody and then Mac OS X Server, but the client OS, Codenamed Kodiak, went into beta in 2000 and then was released as a dual-boot option in Cheetah, in 2001. And thus began a long line of big cats, going to Puma then Jaguar in 2002, Panther in 2003, Tiger in 2005, Leopard in 2007, Snow Leopard in 2009, Lion in 2011, Mountain Lion in 2012 before moving to the new naming scheme that uses famous places in California.  Mac OS X finally provided a ground-up, modern, object-oriented operating system. They built the Aqua interface on top of it. Beautiful, modern, sleek. Even the backgrounds! The iMac would go from a gumdrop to a sleek flat panel on a metal stand, like a sunflower. Jobs and Ive are both named on the patents for this as well as many of the other inventions that came along in support of the rapid device rollouts of the day.  Jaguar, or 10.2, would turn out to be a big update. They added Address Book, iChat - now called Messages, and after nearly two decades replaced the 8-bit Happy Mac with a grey Apple logo in 2002. Yet another sign they were no longer just a computer company. Some of these needed a server and storage so Apple released the Xserve in 2002 and the Xserve RAID in 2003. The pro devices also started to transition from the grey graphite look to brushed metal, which we still use today.  Many wanted to step beyond just listening to music. There were expensive tools for creating music, like ProTools. And don't get me wrong, you get what you pay for. It's awesome. But democratizing the creation of media meant Apple wanted a piece of software to create digital audio - and released Garage Band in 2004. For this they again turned to an acquisition, EMagic, which had a tool called Logic Audio. I still use Logic to cut my podcasts. But with Garage Band they stripped it down to the essentials and released a tool that proved wildly popular, providing an on-ramp for many into the audio engineering space.  Not every project worked out. Apple had ups and downs in revenue and sales in the early part of the millennium. The G4 Cube was released in 2000 and while it is hailed as one of the greatest designs by industrial designers it was discontinued in 2001 due to low sales. But Steve Jobs had been hard at work on something new. Those iPods that were becoming the cash cow at Apple and changing the world, turning people into white earbud-clad zombies spinning those click wheels were about to get an easier way to put media into iTunes and so on the device.  The iTunes Store was released in 2003. Here, Jobs parlayed the success at Apple along with his own brand to twist the arms of executives from the big 5 record labels to finally allow digital music to be sold online. Each song was a dollar. Suddenly it was cheap enough that the music trading apps just couldn't keep up. Today it seems like everyone just pays a streaming subscription but for a time, it gave a shot in the arm to music companies and gave us all this new-found expectation that we would always be able to have music that we wanted to hear on-demand.  Apple revenue was back up to $8.25 billion in 2004. But Apple was just getting started. The next seven years would see that revenue climb from to $13.9 billion in 2005, $19.3 in 2006, $24 billion in 2007, $32.4 in 2008, $42.9 in 2009, $65.2 in 2010, and a staggering $108.2 in 2011. After working with the PowerPC chipset, Apple transitioned new computers to Intel chips in 2005 and 2006. Keep in mind that most people used desktops at the time and just wanted fast. And it was the era where the Mac was really open source friendly so having the ability to load in the best the Linux and Unix worlds had to offer for software inside projects or on servers was made all the easier. But Intel could produce chips faster and were moving faster. That Intel transition also helped with what we call the “App Gap” where applications written for Windows could be virtualized for the Mac. This helped the Mac get much more adoption in businesses. Again, the pace was frenetic. People had been almost begging Apple to release a phone for years. The Windows Mobile devices, the Blackberry, the flip phones, even the Palm Treo. They were all crap in Jobs' mind. Even the Rockr that had iTunes in it was crap. So Apple released the iPhone in 2007 in a now-iconic  Jobs presentation. The early version didn't have apps, but it was instantly one of the more saught-after gadgets. And in an era where people paid $100 to $200 for phones it changed the way we thought of the devices. In fact, the push notifications and app culture and always on fulfilled the General Magic dream that the Newton never could and truly moved us all into an always-on i (or Internet) culture. The Apple TV was also released in 2007. I can still remember people talking about Apple releasing a television at the time. The same way they talk about Apple releasing a car. It wasn't a television though, it was a small whitish box that resembled a Mac Mini - just with a different media-browsing type of Finder. Now it's effectively an app to bootstrap the media apps on a Mac.  It had been a blistering 10 years. We didn't even get into Pages, FaceTime, They weren't done just yet. The iPad was released in 2010. By then, Apple revenues exceeded those of Microsoft. The return and the comeback was truly complete.  Similar technology used to build the Apple online store was also used to develop the iTunes Store and then the App Store in 2008. Here, rather than go to a site you might not trust and download an installer file with crazy levels of permissions. One place where it's still a work in progress to this day was iTools, released in 2000 and rebranded to .Mac or dot Mac in 2008, and now called MobileMe. Apple's vision to sync all of our data between our myriad of devices wirelessly was a work in progress and never met the lofty goals set out. Some services, like Find My iPhone, work great. Others notsomuch. Jobs famously fired the team lead at one point. And while it's better than it was it's still not where it needs to be.  Steve Jobs passed away in 2011 at 56 years old. His first act at Apple changed the world, ushering in first the personal computing revolution and then the graphical interface revolution. He left an Apple that meant something. He returned to a demoralized Apple and brought digital media, portable music players, the iPhone, the iPad, the Apple TV, the iMac, the online music store, the online App Store, and so much more. The world had changed in that time, so he left, well, one more thing. You see, when they started, privacy and security wasn't much of a thing. Keep in mind, computers didn't have hard drives. The early days of the Internet after his return was a fairly save I or Internet world. But by the time he passed away there there were some troubling trends. The data on our phones and computers could weave together nearly every bit of our life to an outsider. Not only could this lead to identity theft but with the growing advertising networks and machine learning capabilities, the consequences of privacy breaches on Apple products could be profound as a society. He left an ethos behind to build great products but not at the expense of those who buy them. One his successor Tim Cook has maintained.  On the outside it may seem like the daunting 10 plus years of product releases has slowed. We still have the Macbook, the iMac, a tower, a mini, an iPhone, an iPad, an Apple TV. We now have HomeKit, a HomePod, new models of all those devices, Apple silicon, and some new headphones - but more importantly we've had to retreat a bit internally and direct some of those product development cycles to privacy, protecting users, shoring up the security model. Managing a vast portfolio of products in the largest company in the world means doing those things isn't always altruistic. Big companies can mean big law suits when things go wrong. These will come up as we cover the history of the individual devices in greater detail. The history of computing is full of stories of great innovators. Very few took a second act. Few, if any, had as impactful a first act as either that Steve Jobs had. It wasn't just him in any of these. There are countless people from software developers to support representatives to product marketing gurus to the people that write the documentation. It was all of them, working with inspiring leadership and world class products that helped as much as any other organization in the history of computing, to shape the digital world we live in today. 

O que tem atrás da Porta 101? O estúdio do Canaltech! É onde gravamos este Podcast com nossa equipe, onde vale TUDO sobre ciência e tecnologia... menos mau-humor digital. Relaxe ouvindo nossos episódios para se informar e dar boas risadas com nossa turma (ligeiramente) normal! Adriano Ponte e Pedro Cipoli relembram a triste história do Windows RT, um projeto que tinha tudo para dar certo... até dar completamente errado. Agora, anos depois, a Apple inicia o ciclo novamente ao equipar seus computadores com o processador M1, criando uma nova era MacOS ou ressuscitando os problemas da era "Windows Mobile" (atualmente "Windows on Snapdragon), deixando todo mundo doido no processo?

หลังการเปิดตัว iPhone ซึ่ง สตีฟ บอลเมอร์ นั้นมองว่า iPhone จะไม่สามารถดึงดูดลูกค้าธุรกิจได้ เพราะมันไม่มีแป้นพิมพ์ และ Microsoft นั้นก็มีกลยุทธ์ของตัวเองสำหรับ Windows Mobile แล้วและกำลังไปได้สวยอยู่ในตลาดเสียด้วย แล้วสถานการณ์จะเกิดอะไรขึ้นอีกครั้งกับ Microsoft ที่ดูเหมือนจะไปได้ดีกับตลาดมือถือโลกด้วย Windows Mobile แต่การเกิดขึ้นของ iPhone รวมถึง Google ศัตรูตัวฉกาจคนเดิมที่แอบไปซุ่มทำระบบปฏิบัติการมือถือบางอย่างอยู่นั้น จะเกิดอะไรขึ้นต่อกับ Microsoft รับฟังกันต่อใน EP สุดท้ายพร้อมบทสรุปของเรื่องราวทั้งหมดกันได้เลยครับผม เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever’s Podcast ของผมกันด้วยนะครับ References : https://www.tharadhol.com/blog-series-bill-gates-the-man-behind-microsoft-empire/ =========================ติดตาม ด.ดล Blog ผ่าน Line OA เพียงคลิก :http://line.me/ti/p/~@tharadhol =========================ช่องทางติดตาม ด.ดล Blog เพิ่มเติมได้ที่Fanpage : www.facebook.com/tharadhol.blogBlockdit : www.blockdit.com/tharadhol.blogTwitter : www.twitter.com/tharadholInstragram : instragram.com/tharadholTikTok : tiktok.com/@tharadhol.blogLinkedin : www.linkedin.com/in/tharadholWebsite : www.tharadhol.com

Patrocinador: La Roomba i7+ de iRobot es la aspiradora inteligente más recomendable. Además de su estación de vaciado, y su sistema Dirt Detect, tiene rutas específicas para el cuidado diario de la casa que cambian por día, hora y mes del año. El universo es menos negro de lo esperado / Arecibo será demolido / GeForce Now y Stadia en iOS / El Vaticano investigará ese Me Gusta / Primer Intel NUC portátil / YouTube pondrá más anuncios  El espacio profundo no es negro puro, y los científicos no saben por qué. Un análisis continuado de fotografías capuradas por la New Horizons tras dejar atrás Plutón ha encontrado que, incluso eliminando la luz de estrellas o galaxias lejanísimas conocidas, sigue detectando luz.  ¿De dónde viene? ¿Galaxias no detectadas, otros fenómenos espaciales que emitan luz?  Arecibo será demolido definitivamente por el riesgo de colapso. Los encargados de su gestión y funcionamiento han decidido que la única opción viable es demoler de forma controlada el plato de 300 metros para salvaguardar las otras instalaciones aledañas.  El radiotelescopio desaparecerá pero mantendrán otros estudios científicos en la base.  Siempre nos quedará el FAST chino inaugurado en 2017, y los grandes parques de observatorios que pueden alcanzar mayores resoluciones.  GeForce Now entrará por la puerta lateral al iPhone y iPad. Toma la ruta de Amazon Luna y creará una experiencia que funcione desde Safari donde Apple no puede bloquear o pedir comisión de ventas.  Stadia ha anunciado lo mismo unas horas después, tras el éxito demostrado del cliente alternativo Stadium.  El Vaticano e Instagram investigarán ese “Me gusta” del Papa. No se sabe cuándo ni quién usó la cuenta @franciscus para darle “like” a una foto reveladora de una modelo brasileña, pero el Vaticano quiere saber quién fue.  Intel presenta el primer portátil NUC. Los Next Unit of Computing son ordenadores donde Intel ofrece un paquete electrónico preconstruido y los ensambladores o clientes solo añaden memoria y almacenamiento. Tiene buena pinta.  Archive.org guardará una copia de vídeos y juegos Flash. Con la inminente desaparición del soporte de Flash, crearán una colección donde estos archivos podrán ser vistos y jugados a través de un emulador que los convierte a WebAssembly.  Una biografía de Barack Obama escrita por una IA muestra los límites de Amazon. Tiene 60 páginas, cuesta tres dólares, está vendiendo suficientemente bien, y pagando por anuncios de Amazon para aparecer en los primeros resultados.  Amazon necesita un aviso de “libro escrito por no-humanos” o similar, o este tipo de casos ya comunes harán de su catálogo una basura donde los clientes no puedan confiar.  Consiguen ejecutar Photoshop en un viejo teléfono Lumia. Un hacker con mucho ingenio y tiempo libre modificó su Lumia 950 para instalar Windows on Arm en vez de Windows Mobile, y ahora ha conseguido instalar Photoshop.  Hacía tanto tiempo que no leía “Lumia” que me ha caído una lágrima.  YouTube mostrará anuncios en todos sus vídeos. Para grandes canales que eligen no tener publicidad, o para aquellos pequeños autores que no estaban en el programa de “creadores”. En ningún caso recibirán dinero, y YouTube se lo quedará todo. ¿Quieres colaborar con el programa? Colabora en Patreon Colabora en Ko-Fi (PayPal) ---- Ahora también tenemos un grupo de Telegram para oyentes: https://t.me/joinchat/AF0lVBd8RkeEM4DL-8qYfw ---- Sigue la publicación en: Newsletter diaria: http://newsletter.mixx.io Twitter: http://twitter.com/mixx_io o sigue a Álex directamente en: http://twitter.com/somospostpc Envíame un email: alex@barredo.es Telegram: https://t.me/mixx_io Web: https://mixx.io

In this episode of The IoT Unicorn Podcast, independent civic engineer and former Chief Xbox Officer at Microsoft, Robbie Bach, discusses teamwork and leadership in the tech space. Download Transcript Here 00:00 Pete Bernard: Welcome to the IoT unicorn podcast. This is Pete Bernard from Microsoft. And this podcast is for anyone interested in the long-term technology trends in the IoT space and the journey from here to there. So let's get started.   [music]   00:23 PB: On this episode of the IoT unicorn, I chat with Robbie Bach, former Microsoft executive. He was there for about 22 years, he was the chief Xbox officer and drove that program for a long, long time. We talk about Xbox, Xbox Revisited the new book he wrote, we also talk about some other projects like Zoom and Microsoft Kin or what we call Project Pink, and just in general leadership principles and techniques for leading through ambiguity with a ton of technology, especially in the IoT space. So great Robbie, thanks a lot for taking the time to join us here on the IoT unicorn. First off, kind of disclaimer, the topics typically are IoT-oriented, [chuckle] but we're gonna take a little diversion today, but I think it's still gonna be germane and... So anyway, I just wanted to thank you for taking the time to join us.   01:20 Robbie Bach: Happy to do it.   01:22 PB: Good, good. I don't know if there's a phone ringing there or something...   01:24 RB: Yeah, that's mine. [chuckle] We can start over if you like, that's a phone that I have no control over, it's actually the house phone ringing in my office.   01:34 PB: Oh, okay. That's alright. Don't worry about it we'll... It's part of a sincere authentic nature of the conversation, [chuckle] but I think one of the things... And I read your book, Xbox Revisited, which is cool, and I thought for today, one of the things that I thought was really germane was just talking about technology and leadership, or just leadership in general, and it was really fascinating to kinda read through your journey with leadership and the pluses and minuses and what you've learned about it. And I think in the IoT space, we're sort of like awash in technology. Before we started recording, I was explaining how I was futzing with my system and just too many pieces of tech, and a lot of companies, they have a tons of technology, there's no shortage, now we got 5G and LPWA and all these AI. But how do you take that ambiguous technologies swamp and actually provide some kind of leadership and guidance and structure or framework around thinking about things, so you can get things done and you can get organizations, especially big organizations, you can imagine, moving in the right direction. And I thought there was a lot in your book around Xbox Revisited that resonated with probably what a lot of companies are thinking about today, is like how do we navigate through some of the tech?   03:01 RB: The thing I always respond... I talk a lot about innovation, and I talk somewhat about that in Xbox Revisited, but I do a lot of it in the public speaking I do. And I talk about creativity and how do you come up with new ideas, and technology ends up being third on my list of things not first. And the things that come first are ironically, business model, because it turns out a huge portion of innovation actually happens in business models, and the second thing is experience and sort of how people interact with the technology, and then comes technology. And when something is technically lead, maybe it has a good sustainable business model and maybe it has a good experience, but maybe it doesn't, and that's why the first person to market with the technology doesn't always win. And my experience has been that a sustainable business with a great customer experience will beat somebody who has a great technology without a good experience, and so we tend to focus on those first two, first.   04:14 PB: Yeah, so when you... Probably you were going through this with the Xbox, was like, talking about the purpose, principles and priorities. I think I got that right?   04:27 RB: Yeah.   04:28 PB: So you manifested that with Xbox, are there other example you've seen where companies have been able to snap to a framework like that and get them moving in the right direction?   04:37 RB: Well, think about... One of the other companies I work with, is a company called Sonos, and they're really a great company, and they have amazing technology, they've got one of the best IP portfolios in the industry, they've done some very cool tech things, but they do not lead with technology, they absolutely don't. They lead with the experience, if you have somebody who has a Sonos system, they don't talk about the cool networking architecture that it has or how it makes sure to sync audio on a big TV screen and do surround sound easily. They talk about, "Oh God, it was so easy to set up and the music played and it sounded great." That's all experience-focused work. And it's super powerful, and they have their own business model which is fairly traditional, but when you think about somebody like Spotify and the access you get to the world's music and the experience you have in accessing that music, and they have a business model, which I think is challenging, but it's subscription-based, so that's been an innovation over the last 10 years or so, and those are the types of things people end up migrating to. And there are people in the world who have, there's higher-end sound systems than Sonos for sure, they love their sound quality, but if you wanna spend money, you can get higher-end sound systems, but they're hard to use, difficult to set up, and Sonos has this incredibly simple model and it just works.   06:13 PB: Yeah, one of the frameworks we've been using is the Jobs-To-Be-Done framework, I think you're familiar with that, but that's another way of really titrating down to what are the outcomes you want to accomplish, and then how do you get those jobs done?   06:26 RB: Well, in particular, if the jobs done reflect back on customer issues, to me, so much of what happens in the IoT space has to be, "Okay, what problem are we trying to solve? And if we're trying to solve a customer problem, okay, I get that." And so let's focus on solving the customer problem. Well, like turning on lights, not actually a customer problem, right?   06:54 PB: Right. [chuckle]   06:54 RB: Unless you wanna turn on the light. Now, if you say, "Oh, customers want controlled settings and they wanna make... " There's other issues with lighting that customers can relate to and wanna fix. Okay. Great, let's get after those. Customers knew how to set their heat, it turns out, but now solve some other issues around heating that were actually real customer problem. And so if the jobs done relate to customers, I'm all in.   07:22 PB: Right, right. Yeah, no it's true. At the end of the day, if you cannot solve a customer problem. I thought what actually was interesting in your book, they had a couple of things that caught my eye. First of all, I didn't realize you were a tennis player.   07:33 RB: Right.   07:34 PB: So, I'm a tennis player.   07:35 RB: Oh, cool.   07:36 PB: But you were in the top 50 in the US, so you'd probably kick my butt, but I thought that was cool. Are you still playing tennis by the way?   07:45 RB: I play a little bit of tennis, I don't play as much. I have a shoulder that has hit about 300 and too many serves.   07:53 PB: Okay. Yeah. That's a tough one.   07:54 RB: So I'm trying to avoid shoulder surgery. If I really wanted to keep playing competitively, I would have to have some work done.   08:00 PB: Yeah. Okay. Yeah, no, I was good. Actually, I got back into it, kind of a funny anecdote. I'd played for a long time back in the... When I was a kid, back in the '80s, and took a long time off and got back into it a few years ago and actually stepped on to the court at the pro club here. And I had my Donnay racket with me and the pro is like, "They went out of business like 10 years ago." So the first thing was, "You need to get your gear in shape." And so I learned a lot. But yeah, I play a few times a week, that was fun. That's good.   08:35 RB: I had the same experience I went to... I had some mid-size rackets, which were old and I went to upgrade them, which was fine, and then I went to go get them strung, and the guy asked me what tension I wanted them strung at and I was, "Oh, I don't know, 58 pounds." He said, "Well, is that for the horizontal strings or the vertical strings?" I was like, "Oh, well, that's a new idea." And, "Dude, what kind of strings do you want?" Oh, different for horizontal and vertical strings, I mean, these are all new ideas when you had a small face Donnay, none of that mattered. Now with these big surfaces. Again, the thing we're talking about, the technology, the solution you're solving is tennis players can keep the ball on the strings for a long time. And that would be a lot of control.   09:18 PB: I know. It's amazing I mean, how the sport's evolved, but like many things. The other thing that kinda popped out, I love this phrase, seagull management. Maybe you can talk a little bit about seagull management, that is something I will use over and over again, but can you give me like a...   09:35 RB: Yeah, look, I think there's lots of people who as leaders think their job is to dive in, evaluate something, poop on it and then leave, and so those are the seagulls. And in fact, as a manager, your job is actually quite different than that. Your job is to put a framework in place, to work with your employees to establish the set of priorities and things that they're gonna focus on, and they'll come back to you and say, "Hey, here's how it's going." And you'll give them ideas and thoughts on how to improve or make progress and answer questions, and, oh by the way, facilitate solutions where you can actually help. But the idea in your job is to sort of occasionally fly in and spot check their work, and then tell them they're doing the wrong thing. It's just not super helpful, and by the way, you have no context, you don't know what's going on, and it's the way a lot of... There's a lot of seagulls in the tech space. It's a problem.   10:46 PB: Yeah, definitely resonated for me. I think another thing that toward later in the book, is you take some of the lessons around Xbox and leadership into more of the civic area, which I guess is a super trimming it today, since it's the day before Election Day.   11:04 RB: That's right.   11:04 PB: But that's a whole other podcast, we won't get into it. About leadership, and I totally subscribe to this too, I think at Microsoft, just like other companies, leadership is not for just for people in power. Leadership is for everybody to sort of be a leader in their own space and about what they're passionate about.   11:23 RB: Well, look, I think whenever I address a room of people, let's say there's 50 people in the room, it's easy for me to say to everybody, "Look, there's 50 leaders in this room. Now, you each have a different leadership superpower, you each have a different leadership skill, and the question for you is, are you self-aware enough to understand what that leadership skill is? And are you capable then of figuring out how to apply it in the environment?" And you can be a leader by being part of the team, you think about a prototypical football team or a soccer team, and you'd say, "Okay, well, who's the leader?" Well, in particular, in football you'd say, "Well, maybe the quarterback." Maybe, but there's leaders who, amongst the wide receivers, there's leaders... The center is the leader of the offense of line, I think that's the middle line backer, sort of the quarterback and the defense, but the safety actually has to manage the secondary. Everybody has to play their role in those things. And so you're challenged regardless of what your role is on a team, is to find how your leadership superpower applies to what the people you're working with need to get done. And I think sometimes people think of themselves as being sort of, "Okay, I'm tagging along, I have a manager, he or she's gonna tell me what to do, and I just do it and keep going." And I don't subscribe to that at all.   12:48 PB: Right. Yeah. Yeah, I know. I've encountered folks like that and I've inherited diverse teams at Microsoft, and inevitably there's somebody that's been there and they've been turning the crank for 20 years on this thing, and I'm always... I remember talking to one person at Microsoft, he'd been there a long time, and I said, "So what level are you? And they were like, "I'm not quite sure." and I'm like, "Are you not even aware of where you're at here?" I mean, so disconnected. Now, interestingly, I worked with this person and within a couple of years, a couple of years of work, they got into a different role, they actually did get promoted, they started to sort of... But I think sometimes we get into this mode where we're just turning the crank. We kinda just lost touch with the fact that we have the ability to be leaders, even if you're an IC and you're doing this thing that seems like a small part of a bigger thing, but you can still be a leader.   13:44 RB: I get asked a lot of times from people, "So when should I do something new? When should I take a new job or leave a company or change organizations?" Or whatever it is. And two of the things that are key on my list of that are: A, are you learning? And B, you really enjoy working with the people around you? Both require real engagement, real awareness, you can't come in and mail it in if you're doing both of those things. And so to me... And then the third thing, which is maybe even more important than the first two in someways is, are you passionate about what you're doing? A combination of being passionate, learning, and enjoying the people you're working with, that defines a great job. And if you can't say yes to all three of those, or you can't say yes to at least two of them, you gotta be thinking, "Hmm, why am I here?"   14:37 PB: Yeah. I think most people that ask like, "Well, should I be doing something different?" They've probably already made up their mind that they should be doing something different, they're looking for some maybe external validation to make that leap.   14:48 RB: Yeah, maybe. Although, I will tell you there's a lot of people early in career, and I think this is a generational thing, I don't like to categorize people in certain generations, but younger workers today think about mobility and changing jobs more frequently than my generation did for sure. And they're trying to find this balance between recognizing that they need to learn and grow, and have some track record with, "Oh my gosh, there's an opportunity in some place else." And in the tech space right now, there's opportunities everywhere. And even in the midst of a recession and a pandemic, there's opportunities everywhere, and some people are constantly looking around, "Oh, am I missing something?" And then giving people the confidence to say, "Hey, if you're passionate, you like the people you work with, and your learning, switching job is not gonna be a big thing for you." If you're missing some of those things, well then, yeah, you should be looking at some of those other things. And so your job doesn't have like an expiration date. Your job should have a natural point in which it becomes time for you to do something.   16:00 PB: Yeah. Yeah. I hear you. My dad used to say, "Don't get comfortable." That was his advice. It's like once you start getting comfortable...   16:04 RB: Another Broadway, I get asked a lot, "Well, why did you leave Microsoft?" or "Do you miss it?" And my comment to people is, "Look, I loved... " I didn't love every day at Microsoft, I can't say that. I was there for 22 and a half, and I've had a bad day. But, I say probably I loved every week or month at Microsoft. And yet, I left at a time when I felt like I wasn't learning as much as I wanted to, I had some people issues, and I had other things that I was passionate about. And so I tell people, "I don't miss Microsoft. I've never looked back, I love the company." I think I got 110% out of the experience, but I kinda... I feel like I left at the right time and that could be different for everybody.   16:54 PB: So let me switch gears a little bit on you, so one of the things, and which we have an interesting connection on that I'd like to talk about. One of your experiences at Microsoft is... I was part of the Project Pink Group.   17:06 RB: Yeah.   17:06 PB: Remember that?   17:07 RB: I do.   17:08 PB: And in fact, I think I presented the pitch deck to you off of my laptop back in 2010 or something like that. We were with Ross and...   17:17 RB: You're gonna laugh, if you give me a chance, can I walk away from the screen for a second?   17:22 PB: Sure. Sure, go ahead. Okay.   17:24 RB: This look familiar? Holding up a kiln.   17:28 PB: Nice. Nice. Mint in Box. Mint in Box.   17:34 RB: [chuckle] I have both of them in my office, on my shelf.   17:39 PB: Awesome. Good to hear. Good to hear. Now, that was an experience when you talk about challenging experience, great people to work with, learn a lot of new things. So I am kinda rewinding a little bit back to that experience, what was, from your perspective, interestingly, I know what it was from my perspective, kind of going through that pro... I spent three years on the project. So cradle to grave literally, plug it in, to unplug it, [chuckle] but from your perspective, where did Project Pink fit in to all the stuff that was going on back then 'cause it was a little bit of a maelstrom.   18:14 RB: Yeah. Well I think Pink fit in in a couple of different ways. So Pink was really the first effort to create what, for lack of a better phrase, I'll call a Microsoft phone. And the idea was centered on a really good concept, which is, if you're gonna create these, given our podcast today, I'll call IoT devices, if you're gonna create these devices, they happen at the intersection of hardware and software and service. Those three things have to meld together in a seamless customer experience. And Microsoft, because we didn't do hardware, and we were just starting to do services, would provide software for those experiences and then hope they worked. And unfortunately, what we were discovering in multiple categories is that that wasn't working. The companies who would pick up our firmware or our operating system work or whatever, would inevitably screw it up in the integration with their software and service and produce mediocre devices.   19:13 RB: And our friends down at Cupertino, were getting really good at producing integrated devices that had really nice software, great hardware and a little less on the service at the time, but the service was provided by carriers, and so suddenly we're in this space where Windows Mobile and subsequently, Windows Phone is trying to find its way in the phone space, and the people who we're providing software to are producing mediocre phones. And it was one example, the first of an effort for us to do an integrated experience, and leveraging off some of the work we'd done with Xbox and a little bit, frankly, the work we did with Zune, while we produce integrated experiences. And I talk about Zune a lot, I talk about Pink less because it has less public visibility, but to talk about both of them as having many elements of success and then critical elements of failure, and you have to try to learn from that and then can continue to grow forward.   20:20 PB: Yeah, no, I thought actually too, it was a big service for you. At the time we were trying to do a cloud-powered phone basically, right? If you remember that, it was like a digital twin of the phone in the cloud, and all your stuff was there, and then the phone was just this kind of end point that connected to the cloud that reflected the state of your... From which should be connected to all these social services and whatever, so I love the idea, I mean the idea I feel like we're still executing on the deal with Azure to be honest with you, with digital twins and everything else. We were probably about 10 years ahead of the tech at the time, of course...   20:52 RB: I would say two things. And I think this is really important as you think about consumer and IoT, right? Timing is everything. And in a way, Pink was a project that was both before its time and after its time. When we spec-ed Pink in the beginning, it was timely, social media was catching on on phones, people were starting to use them more aggressively for the beginnings of photo sharing and video sharing and those kinds of things. Still mostly email and text messaging, but things were different. The market was probably the take-off for the pace.   21:35 PB: It like 2007, 2008.   21:36 RB: Unfortunately, for a lot of different reasons, Pink ended up being about 12-18 months late in terms of actually delivering a product to the market, and in that 12-18 months, the market moved. And suddenly you didn't want a special purpose social media device, suddenly every device needed to be a social media device and that left the niche market and that left Pink in a very small niche market, and so in essence, it was too late. Now to your point about replicating everything in the cloud, we were a little early, things... That was starting to happen, you couldn't even talk about the cloud in 2008, people didn't know what you were talking about, and then still timing with these IoT devices is a powerful thing and sort of evolving to match to where the market is, and you wanna be on the cutting edge, but not so far out that you get your head knocked off, and that's a tricky thing, and sometimes we've gotten it right, and sometimes we've gotten it wrong.   22:38 PB: Yeah, yeah. Well, it's like Nicholas Negroponte and Being Digital, it's an old book, I think it's from the '80s, maybe it's the '90s, but he said... One of his quotes was, "We tend to overestimate the impact of technology in the short run and underestimate it in the long run." So we get... We just totally imagine everything's gonna change tomorrow about this tech and of course it doesn't...   23:00 RB: Microsoft started it's auto initiative in 1990, so...   23:05 PB: Oh yeah, I used to drive a Ford Flex, by the way, and I have a V1.   23:09 RB: You think about, it's not that anybody miss out the opportunity.   23:16 PB: Yeah, no, I know that's... I guess getting back to leadership topic, how do we provide that leadership internally in our teams, and when you talk about the purpose, principles and priorities, actually, one of the interesting things there too, I wanted to talk about. I really love the part where you talked about leaving things undone, I actually just had a discussion with my team last week about, can we articulate things that we're not going to do? It was kind of an odd email because you always wanna talk about, "Oh, things are gonna get done," but let's be clear about what we're not doing, or I would say de-prioritizing, but maybe you can speak to that, and how important...   23:55 RB: Well, I think human nature is, do more. So if you ask somebody who works for you and say, "Hey, tell me your priorities." You'll inevitably get a list of between five and 10 things. That just sort of the human nature, and people will buy it themselves to more rather than less, that's just fact, but if somebody asks me for priorities, telling them I'm gonna do more must be better, right? And the truth is, the human capacity, our brains don't subdivide tasks that well, and so we only have the ability to do... I always pick five, but four or five things, well, at any given point in time, and even that I think requires real energy and real effort. And so the idea that somebody's gonna do seven things, I just go, "No, you're not going to. So tell me the two things you're gonna leave undone, tell me the two things you're just not gonna focus on, and tell me the five things... " 'Cause the problem is, if I give you seven and allow you to have seven, you'll try to do seven and maybe you'll do two or three pretty well. The rest all get done well unfortunately numbers one, two and three might be the ones that get undone, in the list, until...   25:08 PB: Yeah, exactly.   25:11 RB: And so just getting people to... And sometimes the best way to get people to prioritize is to get them to decide what they're not gonna do. And the experience I've had with people is when they do that, and they ultimately accept that it's okay, there's this giant sigh of relief. Thank God you took that off my plate.   25:33 PB: Yeah. Yeah [chuckle]   25:34 RB: Now, I actually have enough time to do what I know needs to be done.   25:39 PB: Xbox Revisited, so that's the book, I do encourage it, I did read it, it is really good. The other book, by the way, I have been reading, sort of interest versus, I guess you put this one down to read yours, but was the new Andrew Cuomo book, I don't know if you've seen that.   25:52 RB: I have not.   25:52 PB: But it's another... Yeah, and I picked it up. It was about his leadership lessons through this COVID crisis and yeah, and it's really fascinating 'cause he goes it day by day and imbues it with his leadership style and lessons learned and things. So I try to always go through a book, I'm always working on a book, and I went through a whole run of dystopian science fiction, which was a mistake 'cause it was very depressing and then I decide to lighten up, and now I'm looking at leadership books, 'cause that feels a little better right now at this point in time, but no, I really appreciated the book and I thought it was really insightful. So, is there any kind of, I guess, topics or thoughts that we have not gotten to yet that you would like to communicate?   26:41 RB: No, I think... Here's the one thing, when I think about IoT, so this won't be a leadership thing, this is an IoT-specific thing. When I think about IoT, I think a lot of people think about the grand unification of life, and they think somehow there's gonna be like a central nervous system for all IoT devices, and I'm gonna have a control panel that's gonna manage my IoT life. I fundamentally am not a believer in that. I am a believer in the fact that people think about systems in their life separately, and they think about their heating system as their heating system, and their music system as their music system, and their alarm system as their alarm system, and they don't think their home has a system. And so thinking about, again, when we come back to experience, thinking about how if you're experience lead, that's the way people experience. So I have... Yeah, it means I have a bunch of apps on my phone. I have a whole folder on my iPhone that's called The House, and it has a bunch of apps.   27:54 PB: Right. It's got like 30 apps in there. [chuckle]   27:55 RB: Yeah, I have a few less than that, but each of them are a little different. But, I know that Sonos is my music system and Nest manages my cameras and heat, and actually I have a Nest Stand where it goes it turns up, and it works. I have an app for automatic water shut off that detects leaks in our house, right? I don't need that to be integrated with anything else. And so I think there is in our tech minds, there's this, "Hey, let's unify because we can." And instead, we should think the way the human mind thinks, which is, "No, I have compartments. I have ways in which I think about things, let my tools think that way with me." And I would hope that the folks who have IoT in their future would think that.   28:49 PB: Yeah, no, and I think it goes back to the meeting customers where they're at, really thinking about what their problems are, what their experience is as a plant operator or healthcare worker and what they're trying to get done and making sure the tech fits into them, and so they don't have to fit into the tech. Cool. Well, Robbie, thanks a lot again for the time and appreciate the book and maybe I'll see you on a tennis court sometime.   29:16 RB: [chuckle] That's great, I appreciate you taking the time.   29:18 PB: Alright, thanks Robbie. Alright.   29:20 RB: Hey, cheers, take care.   29:21 PB: Bye-bye.   [music]   29:22 PB: This is Pete Bernard, you've been listening to the IoT unicorn podcast, and thanks for joining us. Stay tuned for the next episode. And feel free to give us some feedback at the IoT unicorn at microsoft.com. Thank you.   [music]

In this episode of The IoT Unicorn Podcast, Rob Tiffany, VP and Head of IoT Strategy at Ericsson explores the development of 5G and LPWA technology for IoT solutions, what it looks like for Telco's to be successful in the IoT space, and how the Internet is playing the hero during the uncertainty of the Covid-19 pandemic. Download the Transcript Here   00:00 Pete Bernard: Great, so Rob, thanks for joining us today on the Unicorn, and really appreciate you taking the time. I was going to start by asking you a couple things about what your role is currently at Ericsson, kinda how you got there. I know that you and I did work together at Microsoft years ago back in the Windows Mobile days.   00:24 Rob Tiffany: Woo hoo.   00:25 PB: Good times, good times.   00:25 RT: Those were good times. Yep, absolutely. [chuckle]   00:28 PB: Yes. I thin, I think you were... Let's see, when did you stop working for Windows Mobile, like 2008 or something? Or is that...   00:38 RT: Yeah. And certainly by 2010 or around that timeframe I took an architect role in another group and probably started spending more time on Azure. I was at Microsoft for 12 years and so the first half was Mobile, Windows Mobile, CEE, Windows Phone. Second half was Azure, Azure IoT. And you know what? We had some good times in the Windows Mobile days when it was just us and BlackBerry slugging it out. We were making... When things like Exchange ActiveSync was a big deal to people.   01:21 PB: That's right, that was a big deal.   01:24 RT: Yeah, yeah, absolutely. And then no doubt, when we rebooted and did Windows Phone 7 and 7.5 and all that, I used to do so many EBCs for mobility and you noticed a difference and you had to get really thick skin. [chuckle]   01:42 PB: Yes, yes, yes, I know. Well, I peeled off after six... I think, so I went on to Zune incubation, I did Kin and I did all kinds of weird phone things and went off into the wilderness for a while on that while everyone else finished up with Windows Phone, but...   02:00 RT: Oh my gosh.   02:01 PB: And I also noticed on your LinkedIn profile. So you went to SUNY Albany. Are you from that area originally or...   02:07 RT: You know what? I finished college on board a submarine, so when I was in the Navy driving subs I had what, maybe 30 or so hours to go to graduate, and so I've actually never set foot on the SUNY Albany campus...   02:26 PB: Oh, wild.   02:27 RT: But the military has programs with lots of different universities around the country and to show how old I really am, I was able to take college courses underway on the submarine using Pioneer LaserDiscs.   02:42 PB: Wow.   02:43 RT: For college instruction, if anybody remembers what that was. [laughter]   02:47 PB: Yeah, that is old school, that's old school.   02:50 RT: That is fully old school.   02:52 PB: I actually just dropped my daughter off at Bard, which is a little south of Albany, so I was just there like a week ago, so that's why I asked.   02:58 RT: Oh, okay.   02:58 PB: I saw that on your profile and I was like, "Oh, yeah." It's a cool area, the Adirondacks, the whole upstate New York thing is cool.   03:04 RT: I know. Absolutely. Yeah, I just dropped my daughter off at Arizona State last week.   03:09 PB: Yeah.   03:10 RT: It was a little warm down there.   03:11 PB: Yeah, I could imagine, I could imagine.   03:14 RT: To say the least. But you know what? I think everything started back then with submarines and teaching myself how to code and do databases, and when you think about IoT, you're just remoting information that you had on these local sensors and we were surrounded by sensors on the submarine. There's the obvious things like sonar and things like that and this higher frequency one to see what your depth is below the keel, but inside you had CO2 radiation, all kinds of gas sensors and things like that to make sure we were still alive, which was kind of a thing. [chuckle]   04:02 PB: Yeah, it's kind of important.   04:04 RT: Yeah, yeah, absolutely.   04:06 PB: That's interesting. So you did the Microsoft thing and so you joined Ericsson a couple years ago, I think?   04:13 RT: Yeah, yeah, yeah. I did the Microsoft thing. I was recruited out of the Azure back when we were doing incubating Azure IT. There was that time... And actually Microsoft IoT stuff started in the embedded team with Intelligence System Service, but then I went to Hitachi actually to build an industrial IoT platform called Lumada, which was really interesting. But yes, I joined Ericsson a couple years ago. Up until recently, I split my time between Seattle and Stockholm. Normally I'd be in Kista, the Ericsson headquarters with the rest of my team. So yes, certainly disconnected these days.   05:00 PB: Yeah, interesting.   05:00 RT: And what Ericsson is doing in IoT is very different than my background both at Microsoft and Hitachi for sure, which was more data-focused, outcomes, analytics. Ericsson manages among... We have an IoT team. We have three products. Our big one is this IoT Accelerator, which is basically a global connection management platform. If you know what Jasper is, it's kinda like that in some ways. It spans about 35 or so mobile operators around the world and lots of enterprises. But the key thing, you know how we're always talking about that initial bootstrapping of devices to get them connected, right?   05:46 PB: Yep.   05:47 RT: In the event that you're using cellular for IoT, one of your options would be this IoT Accelerator thing we have at Ericsson, and so the narrative would be if a machine is being manufactured in Shenzhen and at manufacturer time, they're putting in the microcontroller and the software and the security keys and all that stuff, and there's also a cellular module, and if they're using our technology then when a customer buys that product and they turn it on the first time somewhere else in the world, maybe France, then it wakes up and connects to a local mobile operator to start sync telemetry.   06:24 PB: I see, so it's like a bootstrap profile kind of thing that phones home and then you guys connect it up to the right telco network.   06:35 RT: Yeah, and then it roams as well. But it's different than anybody who, if you... At least when IoT was getting hyped I was doing IoT-M to M in the '90s, but when it really started getting hyped after 2010, 2012, whatever, you started seeing these global SIMs and things like that that are just roaming all the time.   06:58 PB: Yes.   07:00 RT: But what the average person doesn't realize is mobile operators don't always want you roaming and just camped out on their network if you're from somewhere else.   07:08 PB: Yeah, yeah.   [laughter]   07:10 RT: And so our technology, aside from the technology and we're operating our own network, so even though Ericsson creates the technologies that mobile operators use, we actually manage our own network that spans the globe, that interfaces with all these other mobile operators, and then there's lots of contracts and everything. But the take away to make sure that it's all okay with them, that these devices... And we are also in the connected car space and we've been doing that for a long time. And so you can imagine a car manufactured in Japan and sold in Europe.   07:46 PB: Sure.   07:47 RT: And the whole infotainment, and then as we move forward, more and more IOT telemetry coming off, those cards may wanna roam from country to country, so we do a lot of stuff with those guys too.   08:00 PB: I noticed that recently I got an email this morning from account team in Finland talking about a telco, there seems to be this confluence of telco and IoT. And I've seen, and I think you might have had some commentary on that too or pointed some articles about 5G plus AI plus IoT, or there's something about... We're seeing some telcos have really... Forward leaning telcos, really investing and thinking about IoT as the next big wave for them. Ericsson is part of that story too. Is there some unnatural attraction between IoT and telco or what's going on there? Are you seeing the same thing?   08:40 RT: Yeah, I am. But of course, if you'll remember, we saw this before. When the IoT craze started taking off, you might remember a lot of the telcos built their own IoT platforms and waited for people to come...   08:54 PB: That's right.   08:54 RT: And people didn't always show up, and so it seems like most of the mobile operators actually took a stab at it back then. Of course, if we go back further in time, most mobile operators thought that it was their right to be the cloud as well and they gave a shot at that, but it didn't work out either. But you're right, there's a renewed effort. I think a lot of it's just numbers and money. We've saturated smartphones and people, and so we need... Lots of mobile operators for better or worse, think of the world in SIMs. [chuckle] Connected SIM endpoints, that's how they see the world. And so it's like, "Okay, we've maxed out all the SIMs on people. [laughter] Where are we gonna get some more SIMs?" And so they're thinking, "Oh, it's IoT." And so that's where a lot of it's coming. We've certainly seen some of them turning on, some of them like NB-IoT and CAT-M1, LTE-M networks to try to take a stab at that. And so that's kind of cruising along.   10:09 PB: I noticed that... And I love to buy all the gadgets and stuff and I'm also very invested in the whole LPWA space, I'm a big believer in that. And I'm curious and I see some things happening there, but it just seems like such a no-brainer for some of these WiFi connected things. Like I just installed a garage door opener in my house, I have a separate garage and it's WiFi connected for some reason, but I have to stand on a step ladder and scan a QR code and hold it next to it. I'm like, "Why doesn't it just turn on and connect through a little power cellular?" Just such a no-brainer, but it hasn't quite yet turned on.   10:49 RT: Yeah. No, you're right. Are you connected much with the SemTech guys doing LoRa?   10:56 PB: SemTech, not that much. No, no.   10:58 RT: Okay, okay. It's funny, so much of this is the people you work with over the years. When I went to Hitachi to build this industrial thing, I had a couple of compadres from Microsoft come along as well, but needless to say a couple of those guys are actually working for SemTech now and pushing hard on the whole LoRaWan thing.   11:23 PB: I see.   11:24 RT: And it looks like they're getting traction actually.   11:27 PB: Is LoRaWan, is that unlicensed or is that licensed? I think that's unlicensed.   11:31 RT: It's unlicensed, yeah.   11:32 PB: There's always those two camps, there's the licensed, which you got all your telcos with their spectrum and their 3GPP stuff, and then the unlicensed, which is probably a lot faster on the innovation side, but...   11:45 RT: Yes, they can get to market faster. You may remember, gosh, how many years ago was it when we were at Mobile World Congress and Sigfox launched out of nowhere. And they raised a bunch of money and they... But they weren't gonna do what the LoRaWan and guys did, they tried to be their own mobile operator as well. And so yeah, it's been interesting watching that. And you're right, they can get to market faster. They were using Sub-1 GHz and some rules, EU rules about how often you could send a signal and how big it could be, and they're like, "Hey, I think we can thread the needle here."   12:21 PB: Yes.   [laughter]   12:23 PB: Yeah, no, I'm looking forward to the LPWA stuff becoming more mainstream and just more turn key, if you will 'cause it just seems like it's such a low hanging fruit. There's the obvious metering and telemetry and that's parking meters and gas meters but even a lot of this current WiFi connected gear that people buy, it's just painful to get it all... I just installed a juice box level two charger for my house.   12:55 RT: Okay.   12:56 PB: And again, I had to download the app and the app... I had to connect the juice box to my phone and my phone to my WiFi and the blah, blah, blah. And I'm like, "What is happening?" It's just...   13:06 RT: Absolutely. You know what? It's so important, or at least from my perspective, to put yourself in the shoes of a developer and what they have to go through to get something connected, and I always think of the hassle factor. If I talk to people in the telco world and say, "Why is it cellular IoT is so far behind WiFi or other ways to connect?" And a big reason is actually what you just described. It's just such a hassle and it's expensive. A developer's like, "Oh, I gotta get some kind of SIM-based module thing and I gotta... Do I need to call a mobile operator and get a plan?" And you know what? The mobile operators, they still need to work on getting their prices down lower or at an appropriate amount for a IoT endpoint, because in many cases the prices are still too high.   14:01 PB: Yeah. Well, like my garage door opener, how much data is that sending? It's like either the garage door is open or closed. It's like one bit, plus 500K of overhead. A one or a zero, open or closed.   14:15 RT: Exactly. One or a zero, yeah. And so I think for telcos to be successful, while they would probably love to charge smartphone prices for plans for things, the reality is is no one's gonna use it unless they can still have an ROI. If I'm doing agriculture and I'm trying to put a weather station in a orchard and my plan with a mobile operators costing me $30 a month, I'm never gonna make any money on that deal. It's not worth doing.   14:48 PB: Yeah, I think you're right, there's the simplicity factor, the economics obviously drive the big deployments. But yeah, hopefully we'll start to see that take hold a little bit. I wanted to actually ask you a question about... I saw a post of yours the other day talking about 5G, and I'm sure you and I both get emails and questions about 5G on a daily basis or hourly basis, but you said that it's not just another G, which I thought was a good way of describing the other aspects of 5G. When people think of 5G, I just got this Samsung Ultra, Note Ultra 20 thing beautiful... It's a beautiful thing.   15:26 RT: How do you like it?   15:27 PB: Oh, it's fantastic. It's just like, it's hard to describe how awesome it is, but... And it's got 5G in it, and so fantastic, classic use case. And I work with Qualcomm all the time and Cristiano Amon and all these folks and they're all like, "5G all the way." But it's almost like the rest of 5G doesn't quite get the airtime about the high density and low latency. How do you see that impacting the IoT space?   15:56 RT: Yeah. Well, if the IoT space had actually been successful, 'cause we've massively underperformed across the board, it doesn't matter what company you are or what technology you built, everyone's massively underperformed, and so... But let's just assume for a second that we've been successful and we weren't in the trough of disillusionment right now, we would've found that we would've hit bottlenecks with lots of concurrently connected devices, if we were using cellular just over normal 4G networks and things like that. But we didn't hit those bottlenecks because IoT deployments haven't been that big yet. And so, the great thing about 5G is just with that same hardware, that same gear, all of the sudden you're getting more capacity. And you're right, that's what I wrote about, no one ever talks about the capacity angle. They talk about speed and they talk about the really low latency, and all that's super important, but for IoT capacity is gonna be the most important. And so the fact that it's a hundred times more capacity for the same cell tower, the same gear, is miraculous. And then that supporting a million devices per square kilometer is... That's how we're actually gonna have connected cars working well, smart cities, all those urban, a lot of those things that require a lot of density and a lot of devices all talking together over cellular networks, that's gonna make that real and make it happen.   17:29 PB: Yeah, I hear you. And yeah, you're right, we haven't really hit the bottlenecks yet so we're not quite appreciative of it, but when you think through how many billions of devices will be connected over the next few years, you just have to go there and you have to have that infrastructure. And then the ultra-low latency stuff, I think is fascinating. From the Microsoft side, we do a lot of commercial stuff, manufacturing, healthcare, a lot of things like that, and the ultra-low latency and some of those aspects of 5G are pretty fascinating, I think, and start to get more industry 4.0 type of scenarios.   18:06 RT: Yes, absolutely.   18:09 PB: I was curious what you think about... My next question around 5G and Release 16 for 3GPP. Do we need 3GPP Release 16 to really make this 5G thing work for IoT or do we need 17? Do you have any opinion on that or is that too esoteric of a question?   18:31 RT: It's a little esoteric, and the only reason I say that is I remember talking to folks in the past who would say ridiculous things to me like, "Oh, now that we're gonna get 5G, we can finally do IoT." And I'm like, "What are you talking about? We've done IoT forever and we've done it a million different ways, and we certainly did it over GPRS and it was fine [chuckle] and so I don't need 5G to do IoT." Is it gonna make it better and is it gonna help us with this capacity? Absolutely. And you're right, these subsequent releases, getting that ultra reliable, that low latency for mission critical stuff... 'Cause as you can imagine, you're talking about Microsoft being in the industrial world, Ericsson makes private LTE and private 5G technologies. And so that's complementary to what you're doing at Microsoft, 'cause we are certainly getting pinged on a lot by a lot of giant manufacturers around the world who, as they're heading into industry 4.0, they look at some of those use cases that require mass customization, flexibility around the factory...   19:47 PB: Sure.   19:48 RT: The notion of a fixed assembly line that doesn't change is gonna go away.   19:53 PB: Right, right, that's a novelty... That's Henry Ford style stuff. Yeah, that doesn't work.   19:55 RT: Yeah, and so therefore, they won't be able to use Ethernet anymore because it's gonna move around so they need wireless, they haven't had a lot of success with WiFi and so lots of people are piloting private 5G, private LTE inside factories, distribution centers, and so that's really interesting space there.   20:19 PB: Yeah. We've seen that as well, and we also see interest from transportation hubs.   20:24 RT: Yeah.   20:27 PB: Shipping ports, airports, places that have just a lot of acreage.   20:33 RT: Absolutely.   20:34 PB: So you're talking about oil refineries, places where there's 100 acres of space and they need a homogeneous, high speed network. You're not gonna stick WiFi repeaters out on poles down the runway.   20:49 RT: Right.   20:49 PB: So yeah, so I think that's another big area. We talked about the LPWA side is cool with the parking meters and garage door openers. And then the other side, you talked about there is gonna be this big wave of transformation going on with some of these big industrial players, I think using 5G or some kind of cell technology, private cell there.   21:12 RT: Yeah. And it's amazing 'cause I've seen it in action and the coverage is insane, the distance, the speed within a large building, instead of having zillions of WiFi access points trying to create coverage, you just have a few of these radio dots that we make and it just roams and it just works seamlessly all over. That's gonna be fun to watch.   21:37 PB: That'll be fun to watch, yes. Hey, I was gonna ask you kinda change gears a little bit, so we're recording this on August 25th so we've been in this pandemic mode for quite a while. What kind of insights have you gained from this pandemic?   21:56 RT: Yes. You know what? I think I put it together 'cause I have thought about it, I've kind of taken down notes, what's worked, what's not worked. And so I would say, succinctly, digital experiences delivered over connectivity is making remote things local and so whether it's you and I chatting here, the rest of the world on Zoom like you're seeing, it's kept people together. My wife is a school teacher and so she had to start teaching remotely and her school district uses Teams 'cause I'm right by Redmond, of course. [chuckle] So an Office 365 school district.   22:49 PB: Right.   22:50 RT: Yeah, as opposed to a Google classroom school district.   22:53 PB: Sure, sure.   22:54 RT: You've seen it in the stock price with certain tech companies, it's like, "Wow, we're really using this." But it certainly plays back to IoT and the taking an experience where I would normally be local in person and making it remote and I know it sounds really simple to say that but the hero in all of this is the internet.   23:20 PB: Right.   23:21 RT: It's held together.   23:22 PB: Yes.   23:23 RT: It keeps reaffirming that it's maybe one of the greatest creations ever and it's holding together for the whole planet, which is just miraculous.   23:33 PB: Yeah. The idea of remote everything, it sounds simple, but it's so complicated and...   23:39 RT: Yeah.   23:40 PB: We talk about latency and bandwidth and other things, and just... I think it's been a lifeline for so many people, to be honest with you.   23:49 RT: It has.   23:51 PB: Just with just the video conferencing, Satya talks about the acceleration, like two years worth of acceleration in two months, basically, just 'cause people have to start collaborating with these tools like Teams and Zoom and everything else, and so we've all fast forwarded a couple of years in our adoption of some of these technologies...   24:14 RT: Absolutely.   24:14 PB: And it'll be interesting to see what sticks. As we get out of this pandemic at some point, which of these habits will stick, that we'll get more used to, and then obviously... I think maybe also for me, I also now probably have more appreciation of the in person experiences than I probably did. And I did travel recently with my daughter to get her to school and I actually enjoy traveling, I enjoy being on an airplane, and these days it's a pretty high anxiety kind of thing with lots of face shields and wipes and things, but getting back to that mode, that's something that I'll probably, for the rest of my life really appreciate being able to just freely travel.   24:58 RT: Yes, absolutely.   25:00 PB: 'Cause of this situation we're in. So it will be interesting to see. I agree with you though, I think the internet has held together and that has been the hero amongst many heroes, but...   25:10 RT: Yeah. This internet infrastructure, fiber electricity beneath the cities and the country, and then little things popping up, either cell towers or WiFi access points, that let us roam around mobility and keeping us together. Obviously, we see a lot of stuff, there's been trends and things that we've had before that's just super accelerated, like you said, like tele-medicine, remote healthcare...   25:36 PB: Yeah.   25:36 RT: Just skyrocketed.   25:39 PB: Yeah. Well, I know that there...   25:40 RT: Out of necessity.   25:41 PB: Yeah, there was... I know there was a lot of rules in place for practitioners not being able to work across state lines and a lot of those rules were suspended during the pandemic to enable people to do tele-medicine, which I thought was fantastic, they were pretty... From a layman's perspective, they seemed anachronistic that you couldn't Zoom conference with a patient in another state and actually provide support or guidance.   26:09 RT: Yeah.   26:11 PB: And so yeah, things like that, where we just moved the whole ball forward, which is a good thing.   26:17 RT: Absolutely, absolutely. No, it's all good.   26:20 PB: Good stuff.   26:21 RT: I think you learned a lot. And I do miss traveling too. I complained about it when I'm flying every few weeks to Sweden or wherever...   26:30 PB: Sure, sure.   26:31 RT: But then that abrupt end of it and just the silence and being at home... You know it's weird, when you travel a lot and you're accustomed to all these international airports and maybe the place you go to get coffee or... This broad world, for a handful of us, it's like our comfort zone and then it just ended, and I miss it. No doubt about it.   26:54 PB: Cool, so, well, Rob, thanks a lot for the time, appreciate it. And good to see you again and...   27:01 RT: Absolutely.   27:02 PB: I see you pop up on LinkedIn on almost like a daily basis, so we'll keep communicating through LinkedIn and stuff.   27:10 RT: We're teachers.   27:11 PB: Yes, exactly, exactly.   27:14 RT: Spreading the word, absolutely.   27:16 PB: Exactly. Sounds good. Alright, Rob, well, take care stay safe.   27:19 RT: You do the same, it's great talking to you.   27:21 PB: Okay, thanks.   27:22 RT: Alright, bye bye.

Please join us with a former founder who has seen the ups and downs of the economy for insights on what to suspect — and some guidance that may help you navigate this new normal. Elia Freedman was founder and CEO of Infinity Softworks, which he started in 1997 as a senior in college, leveraging both his business training and programming ability. The company has helped more than 20 million professionals and students in real estate, financial services, math and science who use calculation every day to solve problems and generate proposals, both in the field and at their desk. The company's primary app, PowerOne, has been in existence as apps for iOS, Android, BlackBerry, Windows Mobile, Palm OS, and Windows computers for more 20 years, Infinity Softworks re-launched PowerOne as a web and mobile service in 2018. As a founder, Elia weathered both the dotcom bust and the mortgage crisis. Which is sure to inform a unique vantage on our current state of existence within a pandemic ravaged economy. For the entire conversation, visit https://piepdx.com/youtube

我们终于也步入期数达到三位数的播客行列了！今天碰巧又是圣诞节，本该来一些轻松的话题，不适合标题里这种看似愤青的风格，但实际上本期绝大部分时间里并没有激动的吐槽和单纯为了反驳而反驳。尽管 Leon 的确很不喜欢现在各大系统、应用软件提供的深色模式，我们还是希望按照习惯的套路，从那些远古的软硬件里找到 Dark Mode 的踪迹，通过缓缓拨开「历史的迷雾」来好好地……吐槽……两位主播祝大家圣诞快乐的同时也再次提醒，本周六（12 月 28 日）我们将在上海举办最后一场线下活动~# 内容提要04:26 · 为神马最近 Dark Mode 火起来了呢？09:19 · 让我们「拨开历史的迷雾」，探寻一下 Dark Mode 的源头23:33 · 聊深色模式，绝对绕不开那个 Z 打头的播放器和 7 结尾的操作系统28:25 · 插播着科普一下深色模式的硬件基础 AMOLED36:52 · 主播一号失败的 Dark Mode 初体验46:29 · 终于可以开始正式吐槽了！55:01 · 一百期了，有点儿唏嘘# 参考链接年度线下活动《安妮赏》的购票链接 2:33Design Tokens 6:34以前的 UC 浏览器 logo 还是一只写实的松鼠 10:52智能机早期时代就诞生的 Opera Mobile 也活到了现在 11:27国产山寨汽车品牌的「翘楚」众泰 15:40更正：JJ 提到的那个桌面主题作者叫 Tiggz 16:43WindowsBlinds 桌面主题作者在官网上的历史排名 16:52Tiggz 的深色主题 GT3 17:14JJ 设计的主题 Azenis 2 18:32本台的老朋友 Rokey 19:07Rokey 的概念稿真的找不到了，只找到了 JJ 实现的主题 19:13一套典型的带半透明边框的 WindowBlinds 桌面主题 19:23淘宝设计团队撰写的深色模式总结《我们把淘宝黑了！？淘宝深色模式内测正式开启》 21:01Zune 音乐播放器 24:18感受一下 Zune 的 UI 26:41AMOLED 显示屏 28:08Micro LED 显示技术 31:32Pentile 屏幕像素排列方式 32:29胎死腹中的 Windows Mobile 7 界面 35:24眼睛中感受强光和颜色的视锥细胞 40:04JJ 以前写的粗暴型全局夜间模式 CSS 41:21现在 Apple 很多设备都搭载能通过环境光源的感知来调节色温的 True Tone 屏幕 42:55土豆网当年上市失败让人唏嘘 45:18曾经的爆款文章《上海是怎么错失这些年的互联网机遇的？》 45:26JJ 曾经尝试的官网暗色模式和系统自动匹配 52:14计算机千年虫问题 55:42本台官网使用的站内搜索引擎 Swiftype 56:38# 会员计划在本台官网(Anyway.FM) 注册会员即可 14 天试用 X 轴播放器和催更功能~ 开启独特的播客互动体验，Pro 会员更可加入听众群参与节目讨(hua)论(shui)~

On the podcast this week, Duncan McLeod and Regardt van der Berg mourn the (not unexpected) passing of Windows Mobile and delve into what we know so far about the upcoming Android Q. Also in the show, minister promises no job losses in the merger of the departments of communications and telecommunications & postal services, and Zimbabwe kills the Internet. Listen to the show to find out who's been picked as winner and loser of the week. Regardt's pick this week is Bandersnatch on Netflix, while Duncan has chosen the Garmin Fenix 5X Plus sportswatch. This week's song pick, by Regardt, is Lazy Eye by Silversun Pickups. Have any feedback on TalkCentral? Please send a WhatsApp message to 071 999 1111. Voice notes might be included in a future episode. Podcast website

T-Mobile limits Mobile without Boarders, Wells Fargo rolls out NFC based ATM transactions and the official end for Windows Mobile. How to Contact us: 650-999-0524   How to Listen:

In this episode, we take a look at the reimplementation of NetBSD using a Microkernel, check out what makes DHCP faster, and see what high-process count support for DragonflyBSD has to offer, and we answer the questions you've always wanted to ask us. This episode was brought to you by Headlines A Reimplementation Of Netbsd Using a Microkernel (http://theembeddedboard.review/a-reimplementation-of-netbsd-using-a-microkernel-part-1-of-2/) Minix author Andy Tanenbaum writes in Part 1 of a-reimplementation-of-netbsd-using-a-microkernel (http://theembeddedboard.review/a-reimplementation-of-netbsd-using-a-microkernel-part-1-of-2/) Based on the MINIX 3 microkernel, we have constructed a system that to the user looks a great deal like NetBSD. It uses pkgsrc, NetBSD headers and libraries, and passes over 80% of the KYUA tests). However, inside, the system is completely different. At the bottom is a small (about 13,000 lines of code) microkernel that handles interrupts, message passing, low-level scheduling, and hardware related details. Nearly all of the actual operating system, including memory management, the file system(s), paging, and all the device drivers run as user-mode processes protected by the MMU. As a consequence, failures or security issues in one component cannot spread to other ones. In some cases a failed component can be replaced automatically and on the fly, while the system is running, and without user processes noticing it. The talk will discuss the history, goals, technology, and status of the project. Research at the Vrije Universiteit has resulted in a reimplementation of NetBSD using a microkernel instead of the traditional monolithic kernel. To the user, the system looks a great deal like NetBSD (it passes over 80% of the KYUA tests). However, inside, the system is completely different. At the bottom is a small (about 13,000 lines of code) microkernel that handles interrupts, message passing, low-level scheduling, and hardware related details. Nearly all of the actual operating system, including memory management, the file system(s), paging, and all the device drivers run as user-mode processes protected by the MMU. As a consequence, failures or security issues in one component cannot spread to other ones. In some cases a failed component can be replaced automatically and on the fly, while the system is running. The latest work has been adding live update, making it possible to upgrade to a new version of the operating system WITHOUT a reboot and without running processes even noticing. No other operating system can do this. The system is built on MINIX 3, a derivative of the original MINIX system, which was intended for education. However, after the original author, Andrew Tanenbaum, received a 2 million euro grant from the Royal Netherlands Academy of Arts and Sciences and a 2.5 million euro grant from the European Research Council, the focus changed to building a highly reliable, secure, fault tolerant operating system, with an emphasis on embedded systems. The code is open source and can be downloaded from www.minix3.org. It runs on the x86 and ARM Cortex V8 (e.g., BeagleBones). Since 2007, the Website has been visited over 3 million times and the bootable image file has been downloaded over 600,000 times. The talk will discuss the history, goals, technology, and status of the project. Part 2 (http://theembeddedboard.review/a-reimplementation-of-netbsd-using-a-microkernel-part-2-of-2/) is also available. *** Rapid DHCP: Or, how do Macs get on the network so fast? (https://cafbit.com/post/rapid_dhcp_or_how_do/) One of life's minor annoyances is having to wait on my devices to connect to the network after I wake them from sleep. All too often, I'll open the lid on my EeePC netbook, enter a web address, and get the dreaded "This webpage is not available" message because the machine is still working on connecting to my Wi-Fi network. On some occasions, I have to twiddle my thumbs for as long as 10-15 seconds before the network is ready to be used. The frustrating thing is that I know it doesn't have to be this way. I know this because I have a Mac. When I open the lid of my MacBook Pro, it connects to the network nearly instantaneously. In fact, no matter how fast I am, the network comes up before I can even try to load a web page. My curiosity got the better of me, and I set out to investigate how Macs are able to connect to the network so quickly, and how the network connect time in other operating systems could be improved. I figure there are three main categories of time-consuming activities that occur during network initialization: Link establishment. This is the activity of establishing communication with the network's link layer. In the case of Wi-Fi, the radio must be powered on, the access point detected, and the optional encryption layer (e.g. WPA) established. After link establishment, the device is able to send and receive Ethernet frames on the network. Dynamic Host Configuration Protocol (DHCP). Through DHCP handshaking, the device negotiates an IP address for its use on the local IP network. A DHCP server is responsible for managing the IP addresses available for use on the network. Miscellaneous overhead. The operating system may perform any number of mundane tasks during the process of network initialization, including running scripts, looking up preconfigured network settings in a local database, launching programs, etc. My investigation thus far is primarily concerned with the DHCP phase, although the other two categories would be interesting to study in the future. I set up a packet capture environment with a spare wireless access point, and observed the network activity of a number of devices as they initialized their network connection. For a worst-case scenario, let's look at the network activity captured while an Android tablet is connecting: This tablet, presumably in the interest of "optimization", is initially skipping the DHCP discovery phase and immediately requesting its previous IP address. The only problem is this is a different network, so the DHCP server ignores these requests. After about 4.5 seconds, the tablet stubbornly tries again to request its old IP address. After another 4.5 seconds, it resigns itself to starting from scratch, and performs the DHCP discovery needed to obtain an IP address on the new network. In all fairness, this delay wouldn't be so bad if the device was connecting to the same network as it was previously using. However, notice that the tablet waits a full 1.13 seconds after link establishment to even think about starting the DHCP process. Engineering snappiness usually means finding lots of small opportunities to save a few milliseconds here and there, and someone definitely dropped the ball here. In contrast, let's look at the packet dump from the machine with the lightning-fast network initialization, and see if we can uncover the magic that is happening under the hood: The key to understanding the magic is the first three unicast ARP requests. It looks like Mac OS remembers certain information about not only the last connected network, but the last several networks. In particular, it must at least persist the following tuple for each of these networks: > 1. The Ethernet address of the DHCP server > 2. The IP address of the DHCP server > 3. Its own IP address, as assigned by the DHCP server During network initialization, the Mac transmits carefully crafted unicast ARP requests with this stored information. For each network in its memory, it attempts to send a request to the specific Ethernet address of the DHCP server for that network, in which it asks about the server's IP address, and requests that the server reply to the IP address which the Mac was formerly using on that network. Unless network hosts have been radically shuffled around, at most only one of these ARP requests will result in a response—the request corresponding to the current network, if the current network happens to be one of the remembered networks. This network recognition technique allows the Mac to very rapidly discover if it is connected to a known network. If the network is recognized (and presumably if the Mac knows that the DHCP lease is still active), it immediately and presumptuously configures its IP interface with the address it knows is good for this network. (Well, it does perform a self-ARP for good measure, but doesn't seem to wait more than 13ms for a response.) The DHCP handshaking process begins in the background by sending a DHCP request for its assumed IP address, but the network interface is available for use during the handshaking process. If the network was not recognized, I assume the Mac would know to begin the DHCP discovery phase, instead of sending blind requests for a former IP address as the Galaxy Tab does. The Mac's rapid network initialization can be credited to more than just the network recognition scheme. Judging by the use of ARP (which can be problematic to deal with in user-space) and the unusually regular transmission intervals (a reliable 1.0ms delay between each packet sent), I'm guessing that the Mac's DHCP client system is entirely implemented as tight kernel-mode code. The Mac began the IP interface initialization process a mere 10ms after link establishment, which is far faster than any other device I tested. Android devices such as the Galaxy Tab rely on the user-mode dhclient system (part of the dhcpcd package) dhcpcd program, which no doubt brings a lot of additional overhead such as loading the program, context switching, and perhaps even running scripts. The next step for some daring kernel hacker is to implement a similarly aggressive DHCP client system in the Linux kernel, so that I can enjoy fast sign-on speeds on my Android tablet, Android phone, and Ubuntu netbook. There already exists a minimal DHCP client implementation in the Linux kernel, but it lacks certain features such as configuring the DNS nameservers. Perhaps it wouldn't be too much work to extend this code to support network recognition and interface with a user-mode daemon to handle such auxillary configuration information received via DHCP. If I ever get a few spare cycles, maybe I'll even take a stab at it. You can also find other ways of optimizing the dhclient program and how it works in the dhclient tutorial on Calomel.org (https://calomel.org/dhclient.html). *** BSDCam Trip Report (https://www.freebsdfoundation.org/blog/bsdcam-2017-trip-report-michael-lucas/) Over the decades, FreeBSD development and coordination has shifted from being purely on-line to involving more and more in-person coordination and cooperation. The FreeBSD Foundation sponsors a devsummit right before BSDCan, EuroBSDCon, and AsiaBSDCon, so that developers traveling to the con can leverage their airfare and hammer out some problems. Yes, the Internet is great for coordination, but nothing beats a group of developers spending ten minutes together to sketch on a whiteboard and figuring out exactly how to make something bulletproof. In addition to the coordination efforts, though, conference devsummits are hierarchical. There's a rigid schedule, with topics decided in advance. Someone leads the session. Sessions can be highly informative, passionate arguments, or anything in between. BSDCam is… a little different. It's an invaluable part of the FreeBSD ecosystem. However, it's something that I wouldn't normally attend. But right now, is not normal. I'm writing a new edition of Absolute FreeBSD. To my astonishment, people have come to rely on this book when planning their deployments and operations. While I find this satisfying, it also increases the pressure on me to get things correct. When I wrote my first FreeBSD book back in 2000, a dozen mailing lists provided authoritative information on FreeBSD development. One person could read every one of those lists. Today, that's not possible—and the mailing lists are only one narrow aspect of the FreeBSD social system. Don't get me wrong—it's pretty easy to find out what people are doing and how the system works. But it's not that easy to find out what people will be doing and how the system will work. If this book is going to be future-proof, I needed to leave my cozy nest and venture into the wilds of Cambridge, England. Sadly, the BSDCam chair agreed with my logic, so I boarded an aluminum deathtrap—sorry, a “commercial airliner”—and found myself hurtled from Detroit to Heathrow. And one Wednesday morning, I made it to the William Gates building of Cambridge University, consciousness nailed to my body by a thankfully infinite stream of proper British tea. BSDCam attendance is invitation only, and the facilities can only handle fifty folks or so. You need to be actively working on FreeBSD to wrangle an invite. Developers attend from all over the world. Yet, there's no agenda. Robert Watson is the chair, but he doesn't decide on the conference topics. He goes around the room and asks everyone to introduce themselves, say what they're working on, and declare what they want to discuss during the conference. The topics of interest are tallied. The most popular topics get assigned time slots and one of the two big rooms. Folks interested in less popular topics are invited to claim one of the small breakout rooms. Then the real fun begins. I started by eavesdropping in the virtualization workshop. For two hours, people discussed FreeBSD's virtualization needs, strengths, and weaknesses. What needs help? What should this interface look like? What compatibility is important, and what isn't? By the end of the session, the couple dozen people had developed a reasonable consensus and, most importantly, some folks had added items to their to-do lists. Repeat for a dozen more topics. I got a good grip on what's really happening with security mitigation techniques, FreeBSD's cloud support, TCP/IP improvements, advances in teaching FreeBSD, and more. A BSDCan devsummit presentation on packaging the base system is informative, but eavesdropping on two dozen highly educated engineers arguing about how to nail down the final tidbits needed to make that a real thing is far more educational. To my surprise, I was able to provide useful feedback for some sessions. I speak at a lot of events outside of the FreeBSD world, and was able to share much of what I hear at Linux conferences. A tool that works well for an experienced developer doesn't necessarily work well for everyone. Every year, I leave BSDCan tired. I left BSDCam entirely exhausted. These intense, focused discussions stretched my brain. But, I have a really good idea where key parts of FreeBSD development are actually headed. This should help future-proof the new Absolute FreeBSD, as much as any computer book can be future-proof. Plus, BSDCam throws the most glorious conference dinner I've ever seen. I want to thank Robert Watson for his kind invitation, and the FreeBSD Foundation for helping defray the cost of this trip Interview - The BSDNow Crew As a kid, what did you dream of to become as an adult? JT: An Astronaut BR: I wanted to be a private detective, because of all the crime novels that I read back then. I didn't get far with it. However, I think the structured analysis skills (who did what, when, and such) help me in debugging and sysadmin work. AJ: Didn't think about it much How do you manage to stay organized day to day with so much things you're actively doing each day? (Day job, wife/girlfriend, conferences, hobbies, friends, etc.) JT: Who said I was organized? BR: A lot of stuff in my calendar as reminders, open browser tabs as “to read later” list. A few things like task switching when getting stuck helps. Also, focus on a single goal for the day, even though there will be distractions. Slowly, but steadily chip away at the things you're working on. Rather than to procrastinate and put things back to review later, get started early with easy things for a big task and then tackle the hard part. Often, things look totally chaotic and unmanageable, until you start working on them. AJ: I barely manage. Lots of Google Calendar reminders, and the entire wall of my office is covered in whiteboard sheet todo lists. I use pinboard.in to deal with finding and organizing bookmarks. Write things down, don't trust your memory. What hobbies outside of IT do you have? JT: I love photography, but I do that Professional part time, so I'm not sure if that counts as a hobby anymore. I guess it'd have to be working in the garage on my cars. BR: I do Tai Chi to relax once a week in a group, but can also do it alone, pretty much everywhere. Way too much Youtube watching and browsing the web. I did play some games before studying at the university and I'm still proud that I could control it to the bare minimum not to impact my studies. A few “lapses” from time to time, revisiting the old classics since the newer stuff won't run on my machines anyway. Holiday time is pretty much spent for BSD conferences and events, this is where I can relax and talk with like-minded people from around the world, which is fascinating. Plus, it gets me to various places and countries I never would have dared to visit on my own. AJ: I play a few video games, and I like to ski, although I don't go very often as most of my vacation time is spent hanging out with my BSD friends at various conferences How do you relax? JT: What is this word ‘relax' and what does it mean? BR: My Tai Chi plays a big part in it I guess. I really calms you and the constant stream of thoughts for a while. It also gives you better clarity of what's important in life. Watching movies, sleeping long. AJ: Usually watching TV or Movies. Although I have taken to doing most of my TV watching on my exercise bike now, but it is still mentally relaxing If FreeBSD didn't exist, which BSD flavour would you use? Why? JT: I use TrueOS, but if FreeBSD didn't exist, that project might not either… so… My other choice would be HardenedBSD, but since it's also based on FreeBSD I'm in the same dillema. BR: I once installed NetBSD to see what It can do. If FreeBSD wouldn't exist, I would probably try my luck with it. OpenBSD is also appealing, but I've never installed it. AJ: When I started using FreeBSD in 2000, the only other BSD I had heard of at the time was OpenBSD. If FreeBSD wasn't around, I don't think the world would look like it does, so it is hard to speculate. If any of the BSD's weren't around and you had to use Linux, which camp would belong to? (Redhat, SUSE, Debian, Ubuntu, Gentoo?) JT: I learned Linux in the mid 90s using Slackware, which I used consistently up until the mid 2000s, when I joined the PuppyLinux community and eventually became a developer (FYI, Puppy was/is/can be based on Slackware -- its complicated). So I'd go back to using either Slackware or PuppyLinux. BR: I tried various Linux distributions until I landed at Debian. I used is pretty extensively as my desktop OS at home, building custom kernels and packages to install them until I discovered FreeBSD. I ran both side by side for a few months for learning until one day I figured out that I had not booted Debian in a while, so I switched completely. AJ: The first Linux I played with was Slackware, and it is the most BSD like, but the bits of Linux I learned in school were Redhat and so I can somewhat wrap my head around it, although now that they are changing everything to systemd, all of that old knowledge is more harmful than useful. Are you still finding yourself in need to use Windows/Mac OS? Why? JT: I work part time as a professional Photographer, so I do use Windows for my photography work. While I can do everything I need to do in Linux, it comes down to being pragmatic about my time. What takes me several hours to accomplish in Linux I can accomplish in 20 minutes on Windows. BR: I was a long time Windows-only user before my Unix days. But back when Vista was about to come out and I needed a new laptop, my choice was basically learning to cope with Vistas awful features or learn MacOS X. I did the latter, it increased my productivity since it's really a good Unix desktop experience (at least, back then). I only have to use Windows at work from time to time as I manage our Windows Terminal server, which keeps the exposure low enough and I only connect to it to use a certain app not available for the Mac or the BSDs. AJ: I still use Windows to play games, for a lot of video conferencing, and to produce BSD Now. Some of it could be done on BSD but not as easily. I have promised myself that I will switch to 100% BSD rather than upgrade to Windows 10, so we'll see how that goes. Please describe your home networking setup. Router type, router OS, router hardware, network segmentation, wifi apparatus(es), other devices connected, and anything else that might be interesting about your home network. BR: Very simple and boring: Apple Airport Express base station and an AVM FritzBox for DNS, DHCP, and the link to my provider. A long network cable to my desktop machine. That I use less and less often. I just bought an RPI 3 for some home use in the future to replace it. Mostly my brother's and my Macbook Pro's are connected, our phones and the iPad of my mother. AJ: I have a E3-1220 v3 (dual 3.1ghz + HT) with 8 GB of ram, and 4x Intel gigabit server NICs as my router, and it runs vanilla FreeBSD (usually some snapshot of -current). I have 4 different VLANs, Home, Office, DMZ, and Guest WiFi. WiFi is served via a tiny USB powered device I bought in Tokyo years ago, it serves 3 different SSIDs, one for each VLAN except the DMZ. There are ethernet jacks in every room wired for 10 gigabit, although the only machines with 10 gigabit are my main workstation, file server, and some machines in the server rack. There are 3 switches, one for the house (in the laundry room), one for the rack, and one for 10gig stuff. There is a rack in the basement spare bedroom, it has 7 servers in it, mostly storage for live replicas of customer data for my company. How do guys manage to get your work done on FreeBSD desktops? What do you do when you need to a Linux or Windows app that isn't ported, or working? I've made several attempts to switch to FreeBSD, but each attempt failed because of tools not being available (e.g. Zoom, Dropbox, TeamViewer, Crashplan) or broken (e.g. VirtualBox). BR: I use VIrtualBox for everything that is not natively available or Windows-only. Unfortunately, that means no modern games. I mostly do work in the shell when I'm on FreeBSD and when it has to be a graphical application, then I use Fluxbox as the DE. I want to get work done, not look at fancy eye-candy that get's boring after a while. Deactivated the same stuff on my mac due to the same reason. I look for alternative software online, but my needs are relatively easy to satisfy as I'm not doing video editing/rendering and such. AJ: I generally find that I don't need these apps. I use Firefox, Thunderbird, OpenSSH, Quassel, KomodoEdit, and a few other apps, so my needs are not very demanding. It is annoying when packages are broken, but I usually work around this with boot environments, and being able to just roll back to a version that worked for a few days until the problem is solved. I do still have access to a windows machine for the odd time I need specific VPN software or access to Dell/HP etc out-of-band management tools. Which desktop environments are your favorite, and why? For example, I like i3, Xfce, and I'm drawn to Lumina's ethos, but so far always seem to end up back on Xfc because of its ease of use, flexibility, and dashing good looks. JT: As a Lumina Desktop developer, I think my preference is obvious. ;) I am also a long timeOpenBox user, so I have a soft place in my heart for that as well. BR: I use Fluxbox when I need to work with a lot of windows or an application demands X11. KDE and others are too memory heavy for me and I rarely use even 20% of the features they provide. AJ: I was a long time KDE user, but I have adopted Lumina. I find it fast, and that it gets out of my way and lets me do what I want. It had some annoyances early on, but I've nagged the developers into making it work for me. Which command-line shells do you prefer, why, and how (if at all) have you customised the environment or prompt? BR: I use zsh, but without all the fancy stuff you can find online. It might make you more productive, yes. But again, I try to keep things simple. I'm slowly learning tmux and want to work more in it in the future. I sometimes look at other BSD people's laptops and am amazed at what they do with window-management in tmux. My prompt looks like this: bcr@Voyager:~> 20:20 17-08-17 Put this in your .zshrc to get the same result: PROMPT='%n@%m:%~>' RPROMPT='%T %D' AJ: I started using tcsh early on, because it was the shell on the first box I had access to, and because one of the first things I read in “BSD Hacks” was how to enable ‘typo correction”, which made my life a lot better especially on dial up in the early days. My shell prompt looks like this: allan@CA-TOR1-02:/usr/home/allan% What is one thing (or more) missing in FreeBSD you would import from another project or community? Could be tech, process, etc. JT: AUFS from Linux BR: Nohup from Illumos where you can detach an already running process and put it in the background. I often forget that and I'm not in tmux when that happens, so I can see myself use that feature a lot. AJ: Zones (more complete Jails) from IllumOS how do you manage your time to learn about and work on FreeBSD? Does your work/employment enable what you do, or are your contributions mainly done in private time? JT: These days I'm mostly learning things I need for work, so it just falls into something I'm doing while working on work projects. BR: We have a lot of time during the semester holidays to learn on our own, it's part of the idea of being in a university to keep yourself updated, at least for me. Especially in the fast moving world of IT. I also read a lot in my free time. My interests can shift sometimes, but then I devour everything I can find on the topic. Can be a bit excessive, but has gotten me where I am now and I still need a lot to learn (and want to). Since I work with FreeBSD at work (my owndoing), I can try out many things there. AJ: My work means a spend a lot of time working with FreeBSD, but not that much time working ON it. My contributions are mostly done outside of work, but as I own the company I do get more flexibility to take time off for conferences and other FreeBSD related stuff. we know we can bribe Michael W Lucas with gelato (good gelato that is), but what can we use to bribe you guys? Like when I want to have Allan to work on fixing a bug which prevents me from running ZFS on this fancy rock64 board? BR: Desserts of various kinds. AJ: I am probably not the right person to look at your rock64 board. Most people in the project have taken to bribing me with chocolate. In general, my todo list is so long, the best way is a trade, you take this task and I'll take that task. Is your daily mobile device iOS, Android, Windows Mobile, or other? Why? JT: These days I'm using Android on my Blackberry Priv, but until recently I was still a heavy user of Sailfish OS. I would use SailfishOS everyday, if I could find a phone with a keyboard that I could run it on. BR: iOS on the iPhone 7 currently. Never used an Android phone, saw it on other people's devices and what they can do with it (much more). But the infrequent security updates (if any at all) keep me away from it. AJ: I have a Google Nexus 6 (Android 7.1). I wanted the ‘pure' Android experience, and I had been happy with my previous Nexus S. I don't run a custom OS/ROM or anything because I use the phone to verify that video streams work on an ‘average users device'. I am displeased that support for my device will end soon. I am not sure what device I will get next, but it definitely won't be an iPhone. News Roundup Beta Update - Request for (more) Testing (http://undeadly.org/cgi?action=article&sid=20170808065718&mode=flat&count=30) https://beta.undeadly.org/ has received an update. The most significant changes include: The site has been given a less antiquated "look". (As the topic icons have been eliminated, we are no longer seeking help with those graphics.) The site now uses a moderate amount of semantic HTML5. Several bugs in the HTML fragment validator (used for submissions and comments) have been fixed. To avoid generating invalid HTML, submission content which fails validation is no longer displayed in submission/comment previews. Plain text submissions are converted to HTML in a more useful fashion. (Instead of just converting each EOL to , the converter now generates proper paragraphs and interprets two or more consecutive EOLs as indicating a paragraph break.) The redevelopment remains a work-in-progress. Many thanks to those who have contributed! As before, constructive feedback would be appreciated. Of particular interest are reports of bugs in behaviour (for example, in the HTML validator or in authentication) that would preclude the adoption of the current code for the main site. High-process-count support added to master (http://lists.dragonflybsd.org/pipermail/users/2017-August/313552.html) We've fixed a number of bottlenecks that can develop when the number of user processes runs into the tens of thousands or higher. One thing led to another and I said to myself, "gee, we have a 6-digit PID, might as well make it work to a million!". With the commits made today, master can support at least 900,000 processes with just a kern.maxproc setting in /boot/loader.conf, assuming the machine has the memory to handle it. And, in fact, as today's machines start to ratchet up there in both memory capacity and core count, with fast storage (NVMe) and fast networking (10GigE and higher), even in consumer boxes, this is actually something that one might want to do. With AMD's threadripper and EPYC chips now out, the IntelAMD cpu wars are back on! Boasting up to 32 cores (64 threads) per socket and two sockets on EPYC, terabytes of ram, and motherboards with dual 10GigE built-in, the reality is that these numbers are already achievable in a useful manner. In anycase, I've tested these changes on a dual-socket xeon. I can in-fact start 900,000 processes. They don't get a whole lot of cpu and running 'ps' would be painful, but it works and the system is still responsive from the shell with all of that going on. xeon126# uptime 1:42PM up 9 mins, 3 users, load averages: 890407.00, 549381.40, 254199.55 In fact, judging from the memory use, these minimal test processes only eat around 60KB each. 900,000 of them ate only 55GB on a 128GB machine. So even a million processes is not out of the question, depending on the cpu requirements for those processes. Today's modern machines can be stuffed with enormous amounts of memory. Of course, our PIDs are currently limited to 6 digits, so a million is kinda the upper limit in terms of discrete user processes (verses pthreads which are less restricted). I'd rather not go to 7 digits (yet). CFT: Driver for generic MS Windows 7/8/10 - compatible USB HID multi-touch touchscreens (https://lists.freebsd.org/pipermail/freebsd-current/2017-August/066783.html) Following patch [1] adds support for generic MS Windows 7/8/10 - compatible USB HID multi-touch touchscreens via evdev protocol. It is intended to be a native replacement of hid-multitouch.c driver found in Linux distributions and multimedia/webcamd port. Patch is made for 12-CURRENT and most probably can be applied to recent 11-STABLE and 11.1-RELEASE (not tested) How to test" 1. Apply patch [1] 2. To compile this driver into the kernel, place the following lines into your kernel configuration file: device wmt device usb device evdev Alternatively, to load the driver as a module at boot time, place the following line in loader.conf(5): wmt_load="YES" 3. Install x11-drivers/xf86-input-evdev or x11-drivers/xf86-input-libinput port 4. Tell XOrg to use evdev or libinput driver for the device: ``` Section "ServerLayout" InputDevice "TouchScreen0" "SendCoreEvents" EndSection Section "InputDevice" Identifier "TouchScreen0" Driver "evdev" # Driver "libinput" Option "Device" "/dev/input/eventXXX" EndSection ``` Exact value of "/dev/input/eventXXX" can be obtained with evemu-record utility from devel/evemu. Note1: Currently, driver does not support pens or touchpads. Note2: wmt.ko should be kld-loaded before uhid driver to take precedence over it! Otherwise uhid can be kld-unloaded after loading of wmt. wmt review: https://reviews.freebsd.org/D12017 Raw diff: https://reviews.freebsd.org/D12017.diff *** Beastie Bits BSDMag Programing Languages Infographic (https://bsdmag.org/programm_history/) t2k17 Hackathon Report: Bob Beck on buffer cache tweaks, libressl and pledge progress (http://undeadly.org/cgi?action=article&sid=20170815171854) New FreeBSD Journal (https://www.freebsdfoundation.org/past-issues/resource-control/) NetBSD machines at Open Source Conference 2017 Kyoto (http://mail-index.netbsd.org/netbsd-advocacy/2017/08/10/msg000744.html) *** Feedback/Questions Dan - HDD question (http://dpaste.com/3H6TDJV) Benjamin - scrub of death (http://dpaste.com/10F086V) Jason - Router Opinion (http://dpaste.com/2D9102K) Sohrab - Thanks (http://dpaste.com/1XYYTWF) ***

Contradictory laboratory test results link certain cancers to cellular radiation, the continued slow slide of Windows Mobile, and Batman coming to a phone near you. How to Contact us: 650-999-0524   How to Listen:

Our 50th/2 year anniversary episode is coming up! Send us audio feedback! thefeed@libsyn.com, Speakpipe or call 1-412-573-1934 Win a ticket to the Podcast Movement by leaving us an iTunes review or sending us feedback for our 50th episode! Yeay! Quick Episode Summary: Intro :12 Promo 1: The Wise Idiots Podcast 1:45 On the Libsyn Blog! 2:14 Audio Rockin' Libsyn Podcast! Fix It Home Improvement with Jacy and Cindy 4:47 Promo 2: Boss Free Society 9:17 How we feature YOU 9:47 Promo 3: Under The Dome 10:46 Rob and Elsie Conversation 11:19 iTunes started supporting podcasting 10 years ago! The BIG podcasting news - can anybody guess? It has to do with a garage The inside stat scoop of the Maron and President episode - you have not gotten THIS kind of detail anywhere #statastic Why a podcast was the ultimate choice Holy catz! There's a bug in iTunes! Don't freak out WNYC has announced a Podcast Accelerator - are you in? Oh geez, more troubles for the poor Windows Mobile 8 podcast consumer peeps. A bit more insight and very interesting hardware for podcasting all in the same room It looks like podcasting from the Apple Watch is a thing - or not. Wireless mics for doing interviews on the go via Alan Misner 46:16 Feedback - all about promos! That's the most we've ever gotten Kevin Bachelder 50:23 JD Sutter 53:29 Joshua Liston 54:56 Joe Saul-Sehy 59:48 Stats on general trends in listenership App stats and common practices Best article Rob has ever seen on Medium with regards to Podcasting What company created out app? And all kinds of crazy stats on where are listeners are coming from #statastic Um - STATS TIME!!! How YOU can win a ticket to Podcast Movement! Featured Podcast Promos + Audio The Wise Idiots Podcast Boss Free Society Under The Dome Jacy and Cindy from Fix It Home Improvement Kevin Bachelder from Tuning into SciFi TV JD Sutter from JDSutter.me Joshua Liston from Braver By The Day Joe Saul-Sehy from the Stacking Benjamins Newest Articles on the Libsyn Blog and Podcasting Links Rockin' Libsyn Podcasts: That's A Holiday Rockin' Libsyn Podcasts: 21st Century Work Life Podcasting Articles and Links mentioned by Rob and Elsie Our SpeakPipe Feedback page! Leave us feedback :) Ten Years Ago Apple Brought Podcasting To iTunes Obama Interview Sets Down Record Download Numbers For Maron Podcast What It Was Like To Grill President Obama WTF The President Was Here Change in iTunes Show Page Display WNYC Podcast Accelerator Application to the WNYC Accelerator The Beecaster from Neat Microphones The Apple Watch Is About To Become The Perfect Podcast Machine Podcasting From An Apple Watch - with Dave Mansueto playing with a beta version of Bossjock for the Apple Watch Mikme Wireless Recording Solution Instamic: The GoPro of Microphones What We've Learned From Building A Podcast That Has Over 450 5 Start Reviews Elsie on Dr. Ginger Campbell's Books & Ideas Rob and Elsie IRL (In Real Life) Where are we going? Podcast Movement Podcast Movement Workshop For Women: Empower, Evolve, Expand with Elsie Escobar and Jessica Kupferman LA Podfest Online Learning Conference HELP US SPREAD THE WORD! We'd love it if you could please share #TheFeed with your twitter followers. Click here to post a tweet! If you dug this episode head on over to iTunes and kindly leave us a rating, a review and subscribe! Ways to subscribe to The Feed: The Official Libsyn Podcast Click here to subscribe via iTunes Click here to subscribe via RSS You can also subscribe via Stitcher FEEDBACK + PROMOTION You can ask your questions, make comments and create a segment about podcasting for podcasters! Let your voice be heard. Download the FREE The Feed App for iOS and Android (you can send feedback straight from within the app) Call 412 573 1934 Email thefeed@libsyn.com Use our SpeakPipe Page!

Hosts: Steve Goodman, Pat Richard, Dave Stork, John Cook, and Michel de Rooij. PIN lock and other updates to Outlook for iOS and Android, Exchange 2013 and Exchange 2010 Coexistence with Kerberos Authentication,Training Course: High Availability for Exchange Server 2013,Broken IMAP on Exchange 2013 and how to fix it,Windows Mobile does not support your new SSL certificate, Introducing New-ExchangeWebsite for Exchange 2013, A quick look at the Sunrise Calendar app, RBAC Manager R2 for Exchange, BitTitan offers Nuix-as-a-service, PowerShell for MigrationWiz updated, Sign in page branding and cloud user self-service password reset for Office 365, A better way to recover a mailbox, Automated Hybrid Troubleshooting Experience, Shared Mailbox Sent Items Changes Coming to Office 365, How Groups could be so much better, Using the Hybrid Configuration Wizard in Exchange Server 2013, Office 365: Deployment Content Moving, Azure AD Sync Service Updated, Pausing Music When On A #Lync Call - Using the Client SDK, Lync Client 2013 – Disable Customer Experience Improvement Program, New update for Lync Environment Report now supports custom Word document templates, Lync Server 2013 Control Panel crashes when you access the Route tab under the Voice Routing tab, Lync client may connect to a non federated partner, even if you though it should not, HP to buy Aruba?, Persistent Chat – December 2014 CU – 500 Internal Server Error, February 2015 Cumulative Update for Lync Server 2013, Lync / Skype for Business Photo Editor Version 1.0 available now!, Do you need a Lync Server license for every Lync Server role--or is this just a Lync licensing myth?, Enabling Group Paging on Polycom VVX Phones for Lync or Skype, Issues with Unified Contact Store in combination with Lync on-premises and Exchange Online, Deep Dive into Set-CsPinSendCAWelcomeMail, Skype for Business and Lync troubleshooting 101, Update to Skype for Business / Lync Validator KHI reader. Longer list of counters + graphs, events, and more. Download or subscribe to this show at TheUCArchitects.com. For additional show notes, visit the summary page for this episode. Running time: 01:12:37 Sponsor: This UC Architects episode is sponsored by Instant Technologies, experts in enterprise click-to-chat and eDiscovery solutions, Instant Technology announces Instant Chime for Microsoft Lync. Transform your service desk with Chime and move your support operations from endangered species to wise enterprise. Start your Chime trial at www.addchime.com and join the conversation on Twitter via @teaminstant.

Call the show! 412-573-1934 email the show thefeed@libsyn.com SpeakPipe anyone? Quick Episode Summary: Intro Promo 1: Asia News Weekly On the Libsyn Blog Promo 2: The Business Side of Music Getting featured on The Feed! Promo 3: The Green Up Podcast Rob, Elsie and Krystal Conversation Wordpress questions about feedsize an a self hosted blog What is the call to action that you should have for your listeners regarding your website How do you make sure that you have all your episodes showing up in iTunes Changing your Libsyn slug - a good idea and under what circumstances? Breaking down the scoop on xml-rpc and the OnPublish Wordpress feature Taking your podcast behind a paywall and stepping up to Premium Swell was in fact acquired and Rob is shocked What will get a standalone Android app kicked out of the Google Play Store Troubles for podcasters in the Windows Mobile 8.1 native app No longer needing a Google+ account to be in a Google Hangout Real Radio 1041 in Orland now plays a weekly podcast on air Patent Troll discussion! Patent Troll discussion! Featured Podcast Promos + Audio Asian News Weekly The Business Side of Music The Green Up Podcast Newest Articles on the Libsyn Blog and Podcasting Links Rockin' Libsyn Podcasts: The Entertainment Drive Thru Rockin' Libsyn Podcasts: Hit The Mic with Stacey Harris Podcasting Articles and Links mentioned by Rob and Elsie Our SpeakPipe Feedback page! Leave us feedback :) Libsyn Live #3- All About RSS!!! The Libsyn Podcast Page Marian Pierre Louise and the Field Stone Common Podcast The Big Seance Podcast How To Sell More Houses Podcast Blogaid article regarding xml-rpc and ddos attacks Wordpress security update article Wordpress and Drupal security release article Shrink Wrap Radio Heather Ordover from Craftlit Apple and Swell article Bliss Bringers Podcast You no longer need a Google+ account to join a Google Hangout Maddy from the Minnesota Trans-atheist Podcast Bing Webmaster Tools Tom and Dan on real live radio! Joyce Meyer TV Audio Podcast Rob on Entrepreneur on Fire Elsie on the Running Lifestyle Podcast Podcasters Jeopardy at Podcast Movement LA Podfest HELP US SPREAD THE WORD! We'd love it if you could please share #TheFeed with your twitter followers. Click here to post a tweet! If you dug this episode head on over to iTunes and kindly leave us a rating, a review and subscribe! FEEDBACK + PROMOTION You can ask your questions, make comments and create a segment about podcasting for podcasters! Let your voice be heard. Download the FREE The Feed App for iOS and Android (you can send feedback straight from within the app) Call 412 573 1934 Email thefeed@libsyn.com Use our SpeakPipe Page!

This episode was recorded 16 May 2013 live and in person at Omni's lovely offices overlooking Lake Union in Seattle. (Check out the OmniFocus 2 public beta!) You can download the m4a file or subscribe in iTunes. (Or subscribe to the podcast feed.) John Chaffee is a co-founder of BusyMac which makes the awesome BusyCal. John talks about being a Mac developer in the '90s, what it was like at Now Software, and how he got tired of mobile and came back to the Mac. This episode is sponsored by Squarespace. Easily create beautiful websites via drag-and-drop. Get help any time from their 24/7 technical support. Create responsive websites — ready for phones and tablets — without any extra effort: Squarespace's designers have already handled it for you. Get 10% off by going to http://squarespace.com/therecord. And, if you want to get under the hood, check out their APIs at developers.squarespace.com. This episode is also sponsored by Microsoft Azure Mobile Services. Mobile Services is a great way to provide backend services — syncing and other things — for your iPhone, iPad, and Mac apps. If you've been to the website already, you've seen the tutorials where you input code into a browser window. And that's an easy way to get started. But don't be fooled: Mobile Services is deep. You can write in JavaScript in your favorite text editor and deploy via Git. Good stuff. Things we mention, in order of appearance (roughly): BusyMac BusyCal Now Software Extensis Farallon SplashData PhoneNet connectors AppleTalk Berkeley Mac Users Group (BMUG) Berkeley, CA QA A/UX Desktop publishing Mac iici SCSI Santa Barbara Mac Store Pagemaker Mac 512 VIP Technologies Atari ST Apple IIgs Lotus 1-2-3 Taxes Mac SE/30 Portland Bay Area San Jose System 7 1991 Now Utilities Dave Riggle Claris MacWrite Filemaker Pro Bento 1990 Macworld Expo Floppy disks iCal Now Up-to-Date Macworld Expo Boston Compuserve Windows Altura Mac2Win Qualcomm Osborne Effect Dotcom Bubble Aldus Fetch Quark MacMall OnOne Software 1999 Adobe InDesign OpenDoc Mac OS X Carbon AppKit NetNewsWire Office Space Getty Images PhotoDisx 2001 Palm PDA Handspring Visor PalmGear Handango SplashPhoto SplashMoney SplashID SplashShopper SplashWallet Windows Mobile Symbian Android SplashBlog Instagram 2006 SixApart Movable Type 2007 Mac App Store BusyCal, LLC Google WWDC RSS Safari/RSS Google (Partly) Shuts Down CalDAV MobileMe SyncServices iCloud Sandboxing JCPenney's Apple Pulls out of Macworld Twitter AirPlay Apple TV Type A Personality Domain Name System BusySync HotSync iCloud Core Data Syncing iCloud Key/Value Storage ActiveSync ExchangeWebService Blackberry

Kevin, Phil, and Rene discuss whether or not Google should buy RIM, how BlackBerry can fight back, is Google MIA in the patent wars, Google+ is here, the TouchPad has landed, and will there be a second new iPad this year? Bringing together the heads of state of Android, BlackBerry, iOS, webOS, and Windows Mobile for full on round-table action. This is Mobile Nations!

Blackberry Browser, Windows 7 Mobile, Verizon and Skype, Freedom of Speech

The Cell Phone Junkie Show #176 1:11:00 Show Notes Lots of news from the Fall CTIA 2009 conference, Windows Mobile 6.5 launches and the new TCPJ application.

Cell phone carrier ratings, CNN App for iPhone, Traffic light systems, Windows Mobile 6.5, Kindle

from , from and from all get together to discuss the Fall 2009 CTIA convention that took place this week in San Diego.  We cover the latest from Blackberry, Nokia, Windows Mobile and Android as well as some great commentary about the main themes of the convention.  If you're a fan of cell phones, which we know you are, this is one show you don't want to miss.How to Contact us: How to Listen:

The Cell Phone Junkie Show #171 46:35 Show NotesSmartphones guide your way, rumors of dropped iPhone exclusivity and a confirmed Windows Mobile 6.5 launch date.

The Cell Phone Junkie Show #139 59:22Show NotesApple answers questions about the iPhone nano, Windows Mobile 6.5 reappears, and what's going on with the Sprint Treo Pro.

The Cell Phone Junkie Show #118 1:25:45 Show Notes Photos of the new Android phone get leaked, a new date for the Blackberry Bold in the US and Windows Mobile 6.1 hits multiple devices.  It's great to be together to record a show!

The Cell Phone Junkie Show #114 1:15:10Show NotesChina mobile surpasses 600 million subscribers, more news on T-Mobile's3G network and finally a good Skype client for Windows Mobile.