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Citing "significant" new corporate investments in AI technology, futurist Gary Grossman argues that AI "may be the fastest paradigm shift in the history of technology -- and warns there's a counter-argument to the theory that AI will create as many jobs as its displaces. "The other view is that this time is different, that we are not just automating labor but also cognition and many fewer people will be needed by industry." KPMG claims more than half of business executives plan to implement some form of AI within the next 12 months... The disruption is already beginning, with fully 75% of the organizations KPMG surveyed expecting intelligent automation to significantly impact 10 to 50% of their employees in the next two years. A Citigroup executive told Bloomberg that better AI could reduce headcount at the bank by 30%. In the face of all this change, many companies publicly state that AI will eliminate some dull and repetitive jobs and make it possible for people to do higher-order work. However, as a prominent venture capitalist relayed to me recently on this topic: "most displaced call center workers don't become Java programmers." It is not only low-skilled jobs that are at risk. Gartner analysts recently reported that AI will eliminate 80% of project management tasks....

A New York Times article noted that while many company executives pay public lip service to "human-centered AI" and the need to provide a safety net for those who lose their jobs, they privately talk about racing to automate their workforces "to stay ahead of the competition, with little regard for the impact on workers." The article also cites a Deloitte survey from 2017 that found 53% of companies had already started to use machines to perform tasks previously done by humans. The figure is expected to climb to 72% by next year.... The net of this dynamic is that workers are not a major factor in the economic calculus of the business drive to adopt AI, despite so many public statements to the contrary.

So perhaps it's not a surprise when the Edelman 2019 AI survey shows a widely held view that AI will lead to short-term job losses with the potential for societal disruption and that AI will benefit the rich and hurt the poor.
He also shares a sobering quote from historian, philosopher, and bestselling author Yuval Noah Harari on why Silicon Valley supports Universal Basic Incomes.

"The message is: 'We don't need you. But we are nice, so we'll take care of you.'"

An anonymous reader quotes a report from Motherboard: The year was 2010 and the future of mobile computing was looking bright. The iPhone was barely three years old, Google's Android had yet to swallow the smartphone market whole, and half a dozen alternative mobile operating systems -- many of which were devoutly open source -- were preparing for launch. Eight years on, you probably haven't even heard of most of these alternative mobile operating systems, much less use them. Today, Android and iOS dominate the global smartphone market and account for 99.9 percent of mobile operating systems. Even Microsoft and Blackberry, longtime players in the mobile space with massive revenue streams, have all but left the space. Then there's Jolla, the small Finnish tech company behind Sailfish OS, which it bills as the "last independent alternative mobile operating system." Jolla has had to walk itself back from the edge of destruction several times over the course of its seven year existence, and each time it has emerged battered, but more determined than ever to carve out a spot in the world for a truly independent, open source mobile operating system.

Jolla's Sailfish OS rose from the ashes of Nokia and Intel's ill-fated collaboration, MeeGo. The MeeGo project launched in 2010 in an attempt to merge Intel's Linux-based Moblin OS and Nokia's Maemo software platform into a single open-source mobile operating system that could take on Google. By 2011, Android had already surpassed Nokia in the smartphone market, a fact that wasn't lost on Nokia's CEO Stephen Elop, who in a memo described the company as standing on a "burning platform." Nokia only ever released one phone running MeeGo: the Nokia N9, which ended up being well received despite its limited release. But it was too little, too late. By 2011, Nokia was bleeding talent and it was clear that MeeGo wasn't going to keep the company competitive in the rapidly changing smartphone market. In a last-ditch effort, Nokia struck a partnership with Microsoft to provide the hardware for its next generation of Windows Phones, abandoning MeeGo entirely. The same couldn't be said for those developers who had worked on MeeGo and, before that, an open source mobile OS called Mer, based on Intel's Maemo system. In October 2011, three developers that had worked on Mer sent a message on a mailing list calling for the creation of a "MeeGo 2.0." At the same time, developer Sami Pienimaki and two others left Nokia to found their own company, which would use this new version of MeeGo as the basis for an open source mobile OS. And thus, Sailfish was born. In a cheeky homage to the "burning platform" memo, Pienimaki and his fellow defectors decided to name their company Jolla, a Finnish word connoting a small boat or life raft. Jolla has since turned to Russia and China, both of which were hungry for a secure alternative to Google-based systems. In late 2016, Sailfish OS achieved domestic certification in Russia for government and corporate us. Around the same time, Sailfish was also making moves in China. In early 2017, the Sailfish China Consortium gained the exclusive rights and license to develop a Chinese OS based on Sailfish.

An anonymous reader quotes Ars Technica: Microsoft was the fifth-biggest PC maker in the U.S. in the third quarter of this year, according to industry advisory firm Gartner. The top spot in the U.S. belongs to HP, with about 4.5 million machines sold, ahead of Dell at 3.8 million, Lenovo at 2.3 million, and Apple at 2 million. The gap between fourth and fifth is pretty big -- Microsoft sold only 0.6 million Surface devices last quarter -- but it suggests that Microsoft's PC division is heading in the right direction, with sales 1.9 percent higher than the same quarter last year. The company pushed down to sixth place was Acer. The current quarter should be better still; the Surface Pro, Surface Laptop, and Surface Studio have all been given hardware refreshes which, when combined with the always-busy holiday season, should stimulate higher sales.

Globally, both Gartner and IDC reported a flat PC market (up 0.1 percent in Gartner's view, down 0.9 percent in IDC's), after the previous quarter's modest growth.
"The PC market continued to be driven by steady corporate PC demand, which was driven by Windows 10 PC hardware upgrades," said one Gartner analyst.

In defining what constitutes a PC, Gartner includes notebooks and "premium" ultramobile devices -- but does not include iPads or Chromebooks.

During the 3rd Quarter of 2018, Microsoft reportedly broke into the top five list of PC vendors in the U.S. for the first time, thanks to its line of Surface computers, laptops, and tablets. VentureBeat reports: Q3 2018 was flat; it did not continue the growth we saw in the previous quarter. Gartner estimates that worldwide PC shipments increased 0.1 percent to 67.2 million units while IDC counts a 0.9 percent decline to 67.4 million units. Gartner's top five vendors were Lenovo, HP, Dell, Apple, and Acer (in that order) while IDC's were Lenovo, HP, Dell, Acer, and Apple (also in that order). But Gartner also provides a U.S. breakdown every quarter, and Q3 2018 was the first time that Microsoft made an appearance, displacing Acer.

Microsoft is still a far cry from the other players in the top 5, and its shipments were in fact only up slightly by 11,000 units, gaining just 0.1 percentage points (to 4.1 percent market share). Still, Dell and Apple were down, and the overall U.S. market was flat (down some 50,000 units) in Q3 2018, so in that context, Surface sales are doing just fine.

According to Gartner, global sales of smartphones have declined year-on-year for the first time since the research company started tracking the global smartphone market in 2004. "Global sales of smartphones to end users totaled nearly 408 million units in the fourth quarter of 2017, a 5.6 percent decline over the fourth quarter of 2016," reports Gartner. The Register reports: In Gartner's Q4 sales stats, Samsung maintained a narrow lead in global volume shipments of smartphones -- but every major (top five) vendor outside of those based in China saw unit shipments slip. Several major factors caused the market shrinkage, said Anshul Gupta, research director at Gartner. "First, upgrades from feature phones to smartphones have slowed right down due to a lack of quality 'ultra-low-cost' smartphones and users preferring to buy quality feature phones. Second, replacement smartphone users are choosing quality models and keeping them longer, lengthening the replacement cycle of smartphones. Moreover, while demand for high quality, 4G connectivity and better camera features remained strong, high expectations and few incremental benefits during replacement weakened smartphone sales," Gupta added. This is a characteristic of the emerging markets, where all the action is -- not mature markets like the UK or USA. Samsung leap-frogged Apple by virtue of its sales declining slower than the market average -- Sammy's numbers were 3.6 per cent to 74.02 million units.

It hasn't been long since Lenovo settled a massive $3.5 million fine for preinstalling adware on laptops without users' consent, and it appears HP is on to the same route already. According to numerous reports gathered by news outlet Computer World, the brand is deploying a telemetry client on customer computers without asking permission. The software, called "HP Touchpoint Analytics Service", appears to replace the self-managed HP Touchpoint Manager solution. To make matter worse, the suite seems to be slowing down PCs, users say. From the report: Dubbed "HP Touchpoint Analytics Service," HP says it "harvests telemetry information that is used by HP Touchpoint's analytical services." Apparently, it's HP Touchpoint Analytics Client version 4.0.2.1435. There are dozens of reports of this new, ahem, service scattered all over the internet. According to Gunter Born, reports of the infection go all the way back to Nov. 15, when poster MML on BleepingComputer said: "After the latest batch of Windows updates, about a half hour after installing the last, I noticed that this had been installed on my computer because it showed up in the notes of my Kaspersky, and that it opened the Windows Dump File verifier and ran a disk check and battery test." According to Gartner, HP was the largest PC vendor in the quarter that ended in September this year.

The latest smartphone figures from Gartner show how much iOS and Android are dominating the smartphone market. According to the report, Android and iOS accounted for 99.6 percent of all smartphone sales in the fourth quarter of 2016. For comparison, this figure was 96.8 percent in the second quarter of 2015. The Verge reports: Of the 432 million smartphones sold in the last quarter, 352 million ran Android (81.7 percent) and 77 million ran iOS (17.9 percent), but what happened to the other players? Well, in the same quarter, Windows Phone managed to round up 0.3 percent of the market, while BlackBerry was reduced to a rounding error. The once-great firm sold just over 200,000 units, amounting to 0.0 percent market share. It's worth noting that although, in retrospect, this state of affairs seems inescapable, for years analysts were predicting otherwise. Three years ago, Gartner said that Microsoft's mobile OS would overtake iOS for market share in 2017, while BlackBerry would still be hanging around as sizable (if small) player.

The latest smartphone figures from Gartner show how much iOS and Android are dominating the smartphone market. According to the report, Android and iOS accounted for 99.6 percent of all smartphone sales in the fourth quarter of 2016. For comparison, this figure was 96.8 percent in the second quarter of 2015. The Verge reports: Of the 432 million smartphones sold in the last quarter, 352 million ran Android (81.7 percent) and 77 million ran iOS (17.9 percent), but what happened to the other players? Well, in the same quarter, Windows Phone managed to round up 0.3 percent of the market, while BlackBerry was reduced to a rounding error. The once-great firm sold just over 200,000 units, amounting to 0.0 percent market share. It's worth noting that although, in retrospect, this state of affairs seems inescapable, for years analysts were predicting otherwise. Three years ago, Gartner said that Microsoft's mobile OS would overtake iOS for market share in 2017, while BlackBerry would still be hanging around as sizable (if small) player.

An anonymous reader writes: The research firm Gartner has crunched some numbers and found that Android and iOS accounted for a record 99.1% worldwide market share in the second calendar quarter of 2016, which is compared to 96.8% in the year-ago period. What some may view as even more shocking is that Android accounted for 86.2% of the market share in the second quarter, up from 82.2% a year ago. Meanwhile, iOS lost some ground as it dropped to 12.9% market share from 14.6% in the year-ago period. It's no surprise that Windows and BlackBerry have been losing market share. They dropped to 0.6% and 0.1% market share worldwide respectively. Just six years ago, BlackBerry and Symbian operating systems were industry leaders. Now, they're industry losers. Which third-party operating system has what it takes to take on the establishment?

An anonymous reader writes from a report via TechCrunch: According to a report from Gartner, smartphone sales growth is expected to shrink from 14.4 percent growth in 2015 to just 7 percent in 2016, with only 1.5 billion smartphone units expected to ship globally this year. Gartner notes the market grew 73 precent in 2010, which was a high-point for the industry. One of the main reasons why the growth is shrinking is because consumers have less of a reason to upgrade their devices each year. Gartner notes that new devices offer only incremental upgrades over existing hardware and carriers have been moving away from subsidizing upgrades. The lifetime of a premium smartphone is between 2.2 and 2.5 years in emerging markets. The biggest smartphone growth is expected in India, where an estimated 139 million smartphones will be sold this year alone. The industry is growing 29.5 percent year-over-year in India. As for China, Gartner expects "little growth" in the region in the next five years calling it a "saturated yet highly competitive" market. Last week, it was reported that Microsoft is selling about 1,500 of its patents to Chinese device maker Xiaomi to build a 'long-term partnership.'

Lemeowski writes: Who is responsible for ensuring security and privacy in the age of the Internet of Things? As the number of Internet-connected devices explodes — Gartner estimates that 25 billion devices and objects will be connected to the Internet by 2020 — security and privacy issues are poised to affect everyone from families with connected refrigerators to grandparents with healthcare wearables. In this interview, U.S. Federal Communications Commission CIO David Bray says control should be put in the hands of individual consumers. Speaking in a personal capacity, Bray shares his learnings from a recent educational trip to Taiwan and Australia he took as part of an Eisenhower Fellowship: "A common idea Bray discussed with leaders during his Eisenhower Fellowship was that the interface for selecting privacy preferences should move away from individual Internet platforms and be put into the hands of individual consumers." Bray says it could be done through an open source agent that uses APIs to broker their privacy preferences on different platforms.

knightsirius writes: Big Data was seen as one the next big drivers of computing economy, and Hadoop was seen as a key component of the plans. However, Hadoop has had a less than stellar six months, beginning with the lackluster Hortonworks IPO last December and the security concerns raised by some analysts.. Another survey records only a quarter of big data decision makers actively considering Hadoop. With rival Apache Spark on the rise, is Hadoop being bypassed in big data solutions?

An anonymous reader writes Citing a report from the Gartner Group estimating $100 billion in intellectual property losses within five years, Joshua Greenbaum warns of "the threat of a major surge in counterfeiting" as cheap 3-D printers get more sophisticated materials. Writing for Wired, Greenbaum argues that preventing counterfeiting "promises to be a growth market," and suggests that besides updating IP laws, possible solutions include nanomaterials for "watermarking" authentic copies or even the regulation of 3-D printing materials. Major retailers like Amazon are already offering 3-D print-on-demand products — though right now their selection is mostly limited to novelties like customized bobbleheads and Christmas ornaments shaped like cannabis leaves. Apropos: Smithonian Magazine has an article that makes a good companion piece to this one on the long political history of the copy machine, which raised many of the same issues being rediscovered in the context of 3-D printing.

mrspoonsi sends this news from TechCrunch: Over the past two years, the growing popularity of mobile devices has eaten into PC sales. A new report by Gartner, however, shows that shipments may continue to enjoy a very slow but steady uptick this year as tablet sales hit a peak. The research firm found that worldwide PC shipments in the fourth quarter of 2014 grew one percent year-over-year, the first increase since 2012. In the U.S., PC shipments increased 13.1 percent year-over-year, the fastest increase in four years, thanks to holiday purchases. Inexpensive laptops (about $200 to $300), thin and light notebooks, and laptops with a detachable screen helped drive growth. Lenovo continued to be the number one PC maker in terms of shipment volume, with a 19.4 percent marketshare.

Bismillah writes AWS is currently emailing EC2 customers that it will need to reboot their instances for maintenance over the next few days. The email doesn't explain why the reboots are being done, but it is most likely to patch for the embargoed XSA-108 bug in Xen. ZDNet takes this as a spur to remind everyone that the cloud is not magical. Also at The Register.

chicksdaddy writes: "Dan Geer, the CISO of In-Q-Tel, has proposed giving embedded devices such as industrial control and SCADA systems a scheduled end-of-life in order to manage a future in which hundreds of billions of them will populate every corner of our personal, professional and lived environments. Individually, these devices may not be particularly valuable. But, together, IoT systems are tremendously powerful and capable of causing tremendous social disruption. 'Is all the technologic dependency, and the data that fuels it, making us more resilient or more fragile?' he wondered. Geer noted the appearance of malware like TheMoon, which spreads between vulnerable home routers, as one example of how a population of vulnerable, unpatchable embedded devices might be cobbled into a force of mass disruption. Geer proposes a novel solution: embedded systems that do not have a means of being (securely) managed and updated remotely should be configured with some kind of 'end of life,' past which they will cease to operate. Allowing embedded systems to 'die' will remove a population of remote and insecure devices from the Internet ecosystem and prevent those devices from falling into the hands of cyber criminals or other malicious actors, Geer argued."

zarmanto writes: "The numbers have been telling us for a while now that (formerly expensive) feature phones have been slowly displaced by more feature-rich, high-end smartphones. Thus, it should come as no surprise that the other end of the market is also receiving active encroachment by low-end smartphones. Now, ARM is suggesting that it's actually quite conceivable for OEMs to produce a 'smartphone' for as little as $20 — as long as you compromise a bit on those things which actually make it a smartphone in the first place. So, is this just more graying of the line between smartphones and feature phones? Or is this an indication that the feature phone (as we used to know it) is finally well-and-truly dead?"

An anonymous reader writes: "Android has a huge market share advantage over iOS these days, but it hasn't had as much success at following the money. iOS continues to win over many app developers and businesses who want to maximize their earnings. Now, an article at Slate goes over some of the statistics demonstrating this trend. A map of geo-located Tweets show that in Manhattan, a generally affluent area, most of the Tweets come from iPhones. Meanwhile, in nearby Newark, which is a poorer area, most Tweets come from Android devices. In other tests, traffic data shows 87% of visits to e-commerce websites from tablets come from iPads, and the average value of an order from an iPad is $155, compared to $110 from Android tablets. (Android fairs a bit better on phones). Android shows a huge market share advantage in poorer countries, as well. Not all devs and business are just chasing the money, though. Twitter developer Cennydd Bowles said, 'I do hope, given tech's rhetoric about changing the world and disrupting outdated hierarchies, that we don't really think only those with revenue potential are worth our attention. A designer has a duty to be empathetic; to understand and embrace people not like him/herself. A group owning different devices to the design elite is not a valid reason to neglect their needs.'"

sfcrazy writes "Linux is on a roll. After conquering the smartphone space, Android is now dominating the tablet space. According to a new study by Gartner, 'the tablet growth in 2013 was fueled by the low-end smaller screen tablet market, and first time buyers; this led Android to become the No. 1 tablet operating system (OS), with 62 percent of the market.'" Also, everyone is buying tablets.(~200 million sold in 2013 vs ~115 million in 2012). Microsoft still only has 2% of the tablet market.

An anonymous reader writes with a quick bite from El Reg: "The OpenStack open-source project has come in for criticism from a Gartner analyst because the claims made by companies frequently don't line up with reality. In a forthright post published on Tuesday Gartner analyst and research director Alessandro Perilli chided the OpenStack community for a lack of clarity, lack of transparency, lack of vision, and lack of pragmatism." An OpenStack developer disagrees, and instead suggests that the perceived lack of clarity is just a result of the open development process. You just don't get to see which Amazon cloud projects fail since they are hidden behind the corporate wall.

benrothke writes "David Mitchell Smith wrote in the Gartner report Hype Cycle for Cloud Computing last year that while clearly maturing and beyond the peak of inflated expectations, cloud computing continues to be one of the most hyped subjects in IT. The report is far from perfect, but it is accurate in the sense that while cloud computing is indeed ready for prime time, the hype with it ensures that too many firms will be using it with too much hype, and not enough reality and detailed requirements. While there have been many books written about the various aspects of cloud computing, Testing Cloud Services: How to Test SaaS, PaaS & IaaS is the first that enables the reader to successfully make the transition from hype to actuality from a testing and scalability perspective." Read on for the rest of Ben's review. Testing Cloud Services: How to Test SaaS, PaaS & IaaS author Kees Blokland, Jeroen Mengerink, Martin Pol pages 184 publisher Rocky Nook rating 9/10 reviewer Ben Rothke ISBN 978-1-937538-38-5 summary Brings to light the imperative of testing cloud services before deployment The book is an incredibly effective and valuable guide that details the risks that arise when deploying cloud solutions. More importantly, it provides details on how to test cloud services, to ensure that the proposed cloud service will work as described.

It is a great start to the topic. The 6 chapters detail a paradigm that cloud architects, managers and designers can use to ensure the success of their proposed cloud deployments.

The first two chapters are a very brief introduction to cloud computing. In chapter 3, the authors detail the role of the test manager. They write that the book is meant to give substance to the broadening role of the test manager within cloud computing. They encourage firms to make sure the test manager is involved in all stages of cloud computing; from selection to implementation. In fact, they write that it is only a matter of time until this service will be available in the cloud, in the form of TaaS – Testing as a Service.

Besides the great content, the book is valuable since it has many checklists and questions to ask. One of the reasons cloud hype is so overly pervasive, is that the customers believe what the marketing people say, without asking enough questions. It would have been an added benefit if these questions and checklists would be made available in softcopy to the reader.

In chapter 4, the book details performance risks. As to performance, an important aspect of selecting the correct cloud provider is scalability of the service. This then requires a cloud specific test to determine if the scaling capacity (also known as elasticity) of the provider will work efficiently and effectively in practice.

An extremely important point the authors make is that when choosing a cloud service, many firms don't immediately think of having a test environment, because the supplier will themselves test the service. The absence of a test environment is a serious risk.

About 2/3 of the book is in chapter 5 – Test Measures. The chapter mostly details the test measures for SaaS, but also does address IaaS and PaaS testing. The chapter spends a lot of time on the importance of performance testing.

An important point detailed in the chapter is that of testing elasticity and manual scalability. This is an important topic since testing elasticity is a new aspect of performances testing. The objectives of elasticity tests are to determine if the performance of the service meets the requirements across the load spectrum and if the capacity is able to effective scale. The chapter details various load tests to perform.

In the section on guarantees and SLAs, the authors make numerous excellent points, especially in reference to cloud providers that may guarantee very high availabilities, but often hide behind contract language. They provide a number of good points to consider in regards to continuity guarantees, including determining what is meant exactly by up- and down-time; for example, is regular maintenance considered downtime or not.

Another key topic detailed is testing migration. The authors write that when an organization is going to use a service for an existing business process, a migration process is necessary. This includes the processes of going into the cloud, and backing the service out of the cloud.

With all of the good aspects to this book, a significant deficiency in it is that it lacks any mention of specific software testing tools to use. Many times the authors write that "there are many tools, both open source and commercial, that can" but fail to name a single tool. The reader is left gasping at a straw knowing of the need to perform tests, but clueless as to what the best tools to use are. Given the authors expertise in the topic, that lacking is significant.

The only other lacking in the book is in section 5.3 on testing security, the authors fail to mention any of the valuable resources on the topic from the Cloud Security Alliance. Specifically the Cloud Controls Matrix (CCM) and Consensus Assessments Initiative (CAI) questionnaire.

With that, Testing Cloud Services: How to Test SaaS, PaaS & IaaS should be on the required reading list of everyone tasked with cloud computing. This is the first book to deal with the critical aspect of testing as it related to cloud computing. The ease of moving to the cloud obscures the hard reality of making a cloud solution work. This book details the hard, cold realities of turning the potential of cloud computing, in the reality of a working solution.

Had the designers of the Obamacare website taken into consideration the key elements of this book, it is certain that the debacle that ensued would have been minimize and the administration would not have had to send out a cry for help. The Obamacare website will turn into the poster child of how to not to create a cloud solution. Had they read Testing Cloud Services: How to Test SaaS, PaaS & IaaS, things would have been vastly different.

Reviewed by Ben Rothke.

You can purchase Testing Cloud Services: How to Test SaaS, PaaS & IaaS from amazon.com. Slashdot welcomes readers' book reviews (sci-fi included) -- to see your own review here, read the book review guidelines, then visit the submission page.

eldavojohn writes "Gartner's released a report on worldwide numbers of 2012 3Q phone sales and the staggering results posted from Android have caused people like IW's Eric Zeman to call for sanity. Keep in mind these are worldwide numbers, which might be less surprising when you realize that the biggest growth market of them all is China, which is more than 90% Android. It's time to face the facts and realize that Android now owns 73% of the worldwide smartphone market. While developers bicker over which platform is best for development and earnings, the people of the world may be making the choice based on just how inexpensive an Android smartphone can be. This same time last year, Gartner reported Android at 52.5% of market share and it now sits at 72.4% market share with over 122 million units sold worldwide."

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

benrothke writes "Anyone who has worked in information technology knows of Gartner. They are one of the leading information technology research and advisory firms. Most of their clients are CIOs and senior IT leaders in corporations and government agencies, high-tech and telecom enterprises. Gartner is huge with over 5,000 associates, over 1, 200 research analysts and consultants and clients in 85 countries. Their revenue in 2011 was nearly $1.5 billion. While Gartner is the world's largest, there are over 650 independent analyst firms worldwide. Barbara French's Directory of Analysts provides a comprehensive list. With all that, very few people understand how Gartner works and what makes them tick. In UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence, ex-Gartner analyst Richard Stiennon takes the mystery out of Gartner. In particular, a good part of the book deals with Gartner's vaunted Magic Quadrant." Read below for the rest of Ben's review. UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence author Richard Stiennon pages 186 publisher IT-Harvest Press rating 9/10 reviewer Ben Rothke ISBN 0985460709 summary Definitive guide on Gartner and their Magic Quadrant The Magic Quadrant (MQ) is Gartner's proprietary research tool that according to them provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Every, and I mean every tech vendor strives to be recognized by Gartner be on a prominent post on the MQ.

Today there are hundreds of different MQ's for sectors from firewalls, cloud services to web hosting and everything in between.

For those not Gartner clients, buying a specific MQ can be expensive. But vendors often use the MQ to tout their product and pay to make them publicly available. Some examples of the freely-available are the MQ for:Secure Web Gateways, Security Information and Event Management and Web Fraud Detection. A Google search of the term with the PDF format will also reveal numerous free versions.

The book derives its name based on the best place for a company to be on the MQ. Up and to the right is where Gartner places market leaders which is nirvana for a tech firm. The other locations on the quadrant are: niche player, visionary and challenger. But for a tech firm, there is only one location, and that is up and to the right.

The MQ itself has two markers; completeness of vision, which defines features and innovative enhancements. The other is ability to execute, which is determined by revenue, number and quality of resellers and distributors, number of employees and their distribution between engineering, sales, and support and other business issues.

If up and to the right is the desired location, how does one get there? For many tech firms, they often are clueless. In the book, Stiennon provides clear direction on how to get there. For those looking to make the expedition to the land of Gartner; this book is a veritable Berlitz Guide on how to safely make the journey.

A Gartner myth that will never go away and that Stiennon deals with on page 2 is the notion that getting on the MQ is simply a matter of paying for the privilege. He calls the notion of MQ pay to play completely false.

Chapter 2 is The Magic of Magic Quadrants and Stiennon details what it is and why vendors aspire for placement. Irrespective of its value, he notes that every time a new MQ comes out, the vendor has an opportunity to issue a self-congratulatory press release about it.

In chapter 6, Stiennon makes the somewhat depressing observation that the senior analysts at Gartner have not had hands-on experience with products for many years. Yet these same analysts often have huge influence on the very products they often don't understand in minutia.

In some ways, the book is akin to How to Win Friends and Influence People by Dale Carnegie. The only difference is that one is attempting to influence a Gartner analyst in the vendor's favor. In chapter 7, the book details how to find the influencers. Stiennon is a big fan of social media and gives a number of valuable methods to find the Gartner analysts in your sector.

One approach I think Stiennon is mistaken is with the use of Klout. He writes that Klout is a great tool for measuring relative influence, at least on social media of an analyst. That may be somewhat true, but for a large part is irrelevant. As I wrote in Some Observations on Klout Scores, Klout can and should be applauded for trying to measure this monstrosity called social influence; but their results of influence should in truth, carry very little influence.

I based this on the fact that Klout scores Funny One Liners and the legendary Tim O'Reilly as being equal; which is utterly absurd. You can do your own Klout analysis for similar irrelevant and meaningless Klout scores.

The MQ is not the only service Gartner offers. In chapter 8, Stiennon writes of SAS Day. SAS is the Gartner Strategic Advisory Service, where a vendor buys the services of an analyst for a day. He notes that the pay to play myth may arise from SAS; but observes that you are not buying the analyst's opinion, rather their time. Vendors can get a lot out of a SAS day, as it is a day-long bottoms-up analysis of their products, markets, sales strategies and more with an analyst who has a deep awareness of that sector.

Stiennon also provides a lot of pragmatic direction on SAS on how to prepare for the SAS day. Given the expense of the analyst and the need to have all of the key staffers there, he notes that getting an agenda planned, good conference rooms, nutritious meals and much more are key to getting the most out of the day.

Back to the MQ; Stiennon writes that every organization of size needs a dedicated analyst relations (AR) staff member. The AR person will be the conduit between the vendor and the analyst firm. While the AR person is critical, he writes that a firm should never pin the responsibility for missing a target of MQ placement on the AR person. Executing on the MQ strategy is the responsibility of the entire organization.

The book provides more pragmatic advice in chapter 12 where it details the use of Gartner conferences. Stiennon writes that firms invest huge sums to attend and sponsor Gartner conferences in the hope to get in front of and sell to leading CIO's. In many cases a single sale to a CIO that arises from a Gartner event will justify the huge expenses.

But even with that, many firms make the mistake of manning their booths at the conference with junior staffers and marketing people that can't speak to the CIO, while the CEO of the vendor firm is in the back of the booth on their cell phone. That is just one of a few major faux pas the chapter details and how then can be obviated.

The chapter also details a common sales mistake in staffing the booths with booth babes. He notes that the concept is gross and misogynistic.

Towards the end, the book closes with what not to do when dealing with Gartner. He gives two examples of firms that were on their negative side. After Oracle Under Fire was written, Oracle CEO Larry Ellison went on a tirade against Gartner.

In another case, ZL Technologies, an email archiving firm sued Gartner for over $1 billion in damages (even though it was worth a fraction of that) when an analyst said their products was not up to par.

The book closes with the observation that buyers need industry analysts, as the analysts see that changes that are coming in the industry and are able to forewarn their clients.

The book is an easy read, yet highly informative and insightful. Every chapter has Stiennon's real-world experience at Gartner and post-Gartner.

While Stiennon is ex-Gartner, never in the book does his disparage his former employer or denigrate their MQ methodology. Rather he shows ways in which the vendor can maximize the potential Gartner relationship and exposure.

Any technology executive, investor and everyone in their PR and marketing departments who are looking to be on the MQ, deal with Gartner or any advisory service, should make certain that UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence is on their absolutely required reading list. The book provides myriad superb advice on everything you need to know about dealing with and being successful with Gartner.

Given the extraordinary costs involved with analysts and the preparation for analyst meetings, the books $22 price tag is an absolutely bargain combined with its indispensable content. Whether you are a niche player or leader, it is a book well worth reading.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase UP and to the RIGHT: Strategy and Tactics of Analyst Influence: A complete guide to analyst influence from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

CowboyRobot writes "Growing up, many of our teachers used gamification techniques such as a gold star sticker on a test (essentially a badge) or a public display of which students had completed a set of readings (leaderboard). These were intended to motivate students to strive to do better. Now, these techniques are increasingly common in the workplace where the parallel with computer games is more intentional. A report by Gartner predicts that 'by 2015, 50% of organizations that manage innovation processes will gamify those processes.' One example would be assigning badges for submitting work on time, another would be having a leaderboard in an office to show who completed a training module first. The idea of using game mechanics in work or study environments is not new, but its ubiquity is. Educators can discuss how effective gamification is in classrooms, but how useful is it as a motivator in the workplace?"

brothke writes "If Gartner were to have created the CERT-RMM framework like what is detailed in the book CERT Resilience Management Model (RMM): A Maturity Model for Managing Operational Resilience; it likely would be offered to their clients for at least $15,000. With a list price of $79.99, the book is clearly a bargain. Besides being inexpensive, it details an invaluable model that should be seriously considered by nearly every organization." Keep reading for the rest of Ben's review. CERT Resilience Management Model (RMM): A Maturity Model for Managing Operational Resilience author Richard Caralli, Julia Allen, David White pages 1056 publisher Addison-Wesley Professional rating 10/10 reviewer Ben Rothke ISBN 0321712439 summary Book details a superb method to tame the out of control world of IT operations The CERT-RMM is a capability model for operational resilience management. Put more simply; it is a method to tame the out of control world of IT operations.

CERT notes that the model has two primary objectives: to establish the convergence of operational risk and resilience management activities such as security, business continuity, and aspects of IT operations management into a single model. And to apply a process improvement approach to operational resilience management through the definition and application of a capability level scale that expresses increasing levels of process improvement.

In plain English, the model creates a formal method in which to execute IT tasks. Given the reality that most IT tasks are executed in an ad-hoc manner, the CERT-RMM should be a welcome relief to most organizations.

The CERT-RMM is a relatively new framework, with version 1.0 being issued in May 2010. Version 1.1 was made available via this book in December 2010. CERT also has a really good CERT-RMM Overview presentation available.

CERT-RMM v1.1 comprises 26 process areas that cover four areas of operations resilience management: enterprise management, engineering, operations and process management.

In chapter 1, the authors astutely note that technology can be very effective in managing risk, but technology cannot always substitute for skilled peoples and resources, procedures and methods that define and connect tasks and activities, and processes to provide structure and stability towards the achievement of common objectives and goals.

The problem is that most companies will spend huge amounts of money on these myriad technologies and seemingly expect the install routine to magically integrate the numerous processes. CERT-RMM is a comprehensive solution to a broad set of problems.

But for those that are looking to CERT-RMM for a quick fix to a decades old problem, the authors also note in chapter 1 that CERT-RMM must be embedded within the culture and practices of an organization. The CERT-RMM practices will only make an organization more resilient to the degree to which they have been institutionalized via its processes.

At just over 1,000 pages, the book is a treasure-trove of invaluable information. While the amount of information may be overwhelming, it is manageable if used in a serious fashion. But just to reiterate, CERT-RMM should not be seen as a quick-fix solution.

The main textual part of the book covers 2 parts and 7 chapters which make up the first 120 pages. These 2 parts provide a comprehensive overview of the CERT-RMM and provides an overview of the various concepts used within the model. The authors do a superb job of showing how structure and processes need to be an integral part of enterprise operations, and note the challenges of not having such an approach.

Focusing on information security, the authors intelligently observe in chapter 2 that historically information was viewed as a technology problem and relegated to the IT department. The problem though with such an approach is that when an incident or disruption occurs, the response is generally localized and discrete; not orchestrated across all affected lines of business and organizational units. That problem is precisely what CERT-RMM comes to fix. If implemented effectively, the processes enable organizations to respond in a more formal manner, with integrated processes; resulting in operations that are quicker, cheaper, and ultimately, more resilient.

In chapter 4, the authors tell you what seems to be obvious: that the CERT-RMM in its entirety looks ominous. They note the reason is that operational resilience management encompasses many disciplines and practices. The challenge though is for the organization to be able to understand the relationships in the CERT-RMM model and connect them to their own organization. CERT-RMM is certainly not for the fainthearted. But for those that are serious about operational efficiency and resilience, CERT-RMM is certainly a godsend.

The reality is that not only does the CERT-RMM look ominous, it is. The reason is that CERT-RMM will most likely be used to retrofit an organization that has used decades of ad-hoc approaches to its IT processes. Trying to fix so much is indeed ominous. But even with that ominous cloud, it is something that must be done.

In chapter 5, the authors make an important point in that CERT-RMM is not a prescriptive model. This means that there is no guidance provided to adopt the model in any specific sequence or prescriptive path. Rather, process improvements are unique to each organization, to which the CERT-RMM provides the basic structure to enable enterprises to chart their own specific improvements paths uses the model as a guide.

Chapter 6 on Using CERT-RMM notes that the model has a strong enterprise undercurrent, due to the fact that effective operational resilience management requires capabilities that often have enterprise-wide significant. But the enterprise–wide nature of the model does not mean that it can't be adopted at more discrete levels.

Part 3 of the book is a complete listing of the 26 CERT-RMM process areas. Part 3 is where the heart of the CERT-RMM is. Each of the 26 sections has a complete set of descriptions of goals and practices and real-world examples.

Think of part 3 as The Checklist Manifesto: How to Get Things Right, but on steroids. In that book, author Atul Gawande uses the notion of a checklist as a quality-control device. He noticed that the high-pressure complexities in place today can overwhelm even the best-trained professional and that only a disciplined adherence to essential procedures can fix things. Gawande would likely be enamored by the CERT-RMM.

When the reader goes through the over 800 pages of part 3, they will see them as a set of standard operating procedures (SOP). Industries such as aviation, manufacturing and pharmaceuticals have SOP deeply embedded in their processes. The SOP in part 3 are far from rocket science. They are simply a comprehensive approach and attention to detail. Given that resilience is all about the details, part 3 can be used to take an organization to a mature state of resilience.

If nothing else, part 3 should give the reader an appreciation for the need for effective process around IT initiatives. The exacting level of detail described in part 3 displays a rigorous set of processes that if deployed, can ensure an all-embracing approach to systems management and control.

Often books with numerous authors lack a sense of style and symmetry. With 3 authors, the book suffers none of that and is completely integrated into a single unit with no disconnects. Each of the authors are CERT veterans that bring considerable experience which is pervasive throughout the book.

But as good as the CERT-RMM, we all know that it is likely to have minimal adoption. Most organizations are far too short-sighted to use a model that requires such discipline and long-term approach asCERT-RMM.

But for those organizations that are truly serious about resiliency, serious about security, serious about saving money and being more efficient, this book and the CERT-RMM is a model they will embrace warmly. This book is an important first step that can be the gateway to resiliency.

For all the others, they should at least use the CERT-RMM incident management and controlprocess area to deal with the many security incidents and breaches they will inevitably have to contend with.

Ben Rothke is the author of Computer Security: 20 Things Every Employee Should Know.

You can purchase CERT Resilience Management Model (RMM): A Maturity Model for Managing Operational Resilience from amazon.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

minutetraders writes "According to the Wall Street Journal, VMware is attempting to acquire Novell's SUSE Linux operating system business. This move would give VMware a full stack of enterprise software and allow it to establish itself as a full-blown infrastructure and software vendor in direct competition with Red Hat." The WSJ report is behind a paywall, but it's accessible in full through a Google search.

CWmike writes "On the same day a court banned sales of Microsoft Office for PCs, Microsoft and Nokia said they are working together to put Microsoft Office on Nokia handsets. It's a move that should give Microsoft leverage against Google and others that are attacking its Office business with free or low-priced Web apps. The aim of the deal is to bring an application called Microsoft Office Mobile to Nokia's Symbian devices, they said. They will also do the same for other Microsoft communications, collaboration and device-management software. The applications will be available first on Nokia's E-series phones, but eventually will extend to other Nokia handsets. The Microsoft-Nokia deal brings two competitors together, but could spell the end of Windows Mobile. Gartner analyst Nick Jones said he is becoming 'more concerned' about the future for Windows Mobile and added in a blog today that Windows Mobile 7 could be Microsoft's last update of the product."

ballwall writes "We've all read the stories about how lucrative selling apps on the iPhone can be (or not), but what about other platforms? BlackBerry accounts for twice as many handsets shipped as Apple, according to Gartner, so I decided to find out. I wrote about my experiences developing my first BlackBerry application including sales, platform issues, and a bunch of other things I thought new mobile developers might want to know about."

Elektroschock writes "For 4 years MEP Marco Cappato tried to get access to the EU Council's 2005 open source migration study because he is a member of a responsible IT oversight committee in the European Parliament. His repeated requests for access were denied. Now they have finally been answered because the Council's study has escaped into the wild (PDF in French and English). Here is a quick look. It is embarrassing! Gartner, when asked if there were any mature public Linux installations in Europe, claimed that there were none. Michael Silver said, 'I have not spoken to any sizable deployments of Linux on the desktop and only one or two StarOffice deployments.' Gartner spread patent and TCO FUD. Also, the European Patent Office participated in the project, although it is not an EU institution."

mrneutron2003 brings us FastSilicon's summary of a Gartner survey which found that 3.2 billion dollars were lost in 2007 to phishing scams. "Gartner's latest survey into the realm of phishing attacks paints a rather bleak picture for 2007, with a record estimated loss of $3.2 Billion (that's Billion, with a B) U.S. Dollars. Overall loss per incident fell (to $886 from $1,244 lost on average in 2006) but the numbers of individuals who fell victim rose quite sharply from 2.3 Million in 2006 to a staggering 3.6 Million. Though online portals Paypal and eBay remained the most spoofed brands, it appears phishers are getting more creative utilizing fake electronic greetings cards, foreign businesses, and charitable organizations in their attacks on consumers. Furthermore these criminals are increasingly targeting debit card and banking credentials rather than credit cards, because the fraud protection mechanisms there are far weaker, according to a study done at The University of California at Berkeley.

Lucas123 writes "An alarming number of women are currently abandoning IT jobs that require workers to be on-call at all hours, according to a story in Computerworld. One study cited in the article states that by 2012, 40% of women now working in IT will leave for careers with more flexible hours. 'I think women in that regard are at a real disadvantage,' said Dot Brunette, network and storage manager at Meijer Inc., a Grand Rapids, Mich.-based retailer and a 30-year IT veteran. She noted that companies can fail to attract female workers, or see them leave key IT jobs, because they fail to provide day care at work, or work-at-home options for someone who leaves to have a child.'"

Microsoft Windows still dominates the desktop. But in many other areas, including Web servers and supercomputing, Microsoft is just one player among many, and often a weak player at that. On the gaming side, despite the latest xBox getting all kinds of media buzz as "the" console to buy, Sony's Playstation outsells the xBox at least two to one, and many analysts expect Sony to widen that gap even more when Playstation 3 comes out in the Spring of 2006. On the Internet, MSN and MSN Search are so far behind AOL and Google that it isn't funny. And even on the desktop, Linux keeps getting stronger, while Mac OS X is commonly accepted as more reliable, secure, and user-oriented than Windows. So why do we keep saying Microsoft is a monopoly? Microsoft (Slowly) Moves Away from Monopolistic Behavior

If a major IT user tells a Microsoft salesperson that he or she is thinking about switching to Linux, Microsoft will usually come back with a cut-price offer, something the company never used to do. Microsoft also now sells something called Windows Starter Edition in some parts of the world -- supposedly for as low as $37 or $38 (US) in Thailand, including a basic version of Microsoft Office. In other words, Microsoft is starting to compete on price, which is not monopoly-style behavior.

This does not mean Microsoft has suddenly adopted a "let's all love one another" attitude.I believe Microsoft is getting more concerned about interoperability not out of goodness, but because of market pressure. But in the long run, as long as Microsoft stops treating every other operating system and file format as some sort of devilspawn, life is a little easier for those of us who would rather not use their products, and that's what really matters.

Microsoft Explorer No Longer Rules the Online World

A majority of desktop computer users may still run Microsoft's Internet Explorer browser, but it no longer has 95% market share. In a 2002 book, and again last year in an online article, I warned Web designers not to make IE-only sites, just as in the (distant) past I'd warned them not to make Netscape-only sites. Some listened. Some didn't.

Firefox adoption may have slowed in 2005, but it certainly hasn't stopped. Opera has become enough of a force that we hear rumors about first Google, then Microsoft, buying it. In any case, whether MSIE is currently running on 90% of all desktops or on only 70% (as a few surveys indicate), it is becoming less popular every month. Now Microsoft has decided that Explorer is no longer fit for Mac users, so its market share will drop even more. Sure, there's a new version of Explorer coming out, but it isn't going to help the millions of "legacy" Windows users who don't want to buy XP. If they want modern browser functionality, they must switch to Firefox, Opera or another non-Microsoft browser.

'The Network is the Computer'

I don't think this is quite true today, if by "the network" we're talking about applications delivered over the Internet instead of over well-maintained LANs. Back in October I explained why I don't think Internet-delivered applications are quite "there" yet. More recently, Salesforce.com had an outage that angered many of its (claimed) 350,000 subscribers. Worse, ZDNet blogger Phil Wainewright pointed out that Salesforce.com compounded the problem, and possibly made users leery of all Internet-delivered applications' claims of "99.9% reliability," by poor communication with its users.

Most of the Web 2.0 (and even Web 3.0) stuff that's getting so much hype these days is not OS-dependent. You can run things like Google Maps on Linux, Mac OS, Unix, and even Windows, using any standards-compliant browser you choose.

Even Microsoft is trying to get into the Web 2.0 game. I got a press release from their PR people that included this sentence:"And if you enjoy taking a drive to check out your neighborhood’s Christmas lights visit this great Windows Live Local developer application at http://msnsearch101.com/searchmap."

I found this online utility's behavior strange and primitive, not nearly up to the standards of Google Maps and some of the mashups based on it. "Ah," I thought, "that's probably because I'm trying to use it with Linux and Mozilla." So I turned to my one Windows (XP) computer and checked the site with both Firefox and Explorer. For some reason the map background didn't load at all in Firefox, on Windows, and its behavior in Explorer, on Windows, was just as clunky as it was in Mozilla, on Linux.

If this is supposed to be a sample of what Windows Live Local can do, I don't think Microsoft is headed for any kind of monopoly -- or even much market share -- in the online map business. Not only that, it makes me wonder how good their promised Microsoft® Office Live is going to be. If even a quarter of the rumors we've heard about Google and Sun joining up to produce a Webified version of OpenOffice.org are true, I suspect Microsoft is going to be a distant also-ran in the (inevitable) Internet-delivered office software business, too.

Hundreds of Thousands of Competitors

It's fun to play the "Google is cooler than Microsoft" game and talk about how Google, not Microsoft, has become the hot place for top-end programmers to work if they want to make their mark on the world, but even Google can only hire a tiny fraction of the world's software development talent. There are over 100,000 Open Source projects on SourceForge.net (which is owned by the same company that owns Slashdot), and SourceForge.net is but one of many Open Source and Free Software hosting services out there. There are literally millions of programmers working on Free and Open Source Software, plus countless others working on personal proprietary projects.

We've all heard -- probably too many times -- the old saw, "If you have enough monkeys banging randomly on typewriters, they will eventually type the works of William Shakespeare." This may or may not be true. But it is certain that if you put millions of programmers in front of millions of computers and let them do whatever they want, some of them will turn out brilliant, world-changing work. Even if 999 out of 1000 of our putative programmers work on established projects or never finish what they start, that still gives us thousands of potential world-changing software projects, most of which won't be developed by Google (or Microsoft) employees.

I've been to India, and the smartest programmers I met there weren't working for outsourcing mills but worked for themselves. I'm sure there are plenty of self-employed programmers in China, Brazil, Kenya, and almost everywhere else on this planet, too, and there are certainly plenty of them here in the United States. And, all over the world, millions of programmers have day jobs doing routine work for corporate employers to put food on the table, and do their "real work" at home, at night.

Neither you nor I nor Google's management nor Microsoft's management know what might be going on right now in the mind of a brilliant Saudi woman with a computer science degree who can't work outside her home because her country's laws keep her from mixing with men who aren't related to her. There may be a poorly-dressed young man coding furiously in a Beijing Internet cafe, while you read this article, whose new operating system will make all current ones obsolete -- and you may not learn about his work until it shows up in a Chinese-made $100 laptop computer.

When Bill Gates and his friends started Microsoft, it was one of very few companies that sold nothing but personal computer software, and the others were so small that Microsoft managed to buy most of its competitors -- or at least license their best work or hire away their best programmers. Back then, programmers were scarce and expensive, as were the computers they programmed on. Now there are both programmers and computers all over the world, linked together by the Internet. The Internet not only helps programmers collaborate with each other across geographic boundaries, but allows them to distribute their work without shipping physical products.

The only reason to have a software company's employees work in an office these days is control, both of employees' schedules and of what they work on. Self-motivated geniuses have no need of offices and may even resent being asked to show up at one on a regular schedule, which means that many of the world's best programmers will never work for Google, Microsoft or any other company. Instead, they'll start their own software companies or, in many cases, Open Source-based consultancies.

So Microsoft doesn't face a few dozen competitors, as it did in the 1980s, but hundreds of thousands. And these competitors are spread all over the world. This kind of competition is a lot harder to co-opt, buy out or fend off than competition from a single company, a la Netscape, or even from a group of companies as substantial as IBM, Sun, Oracle, and their computing industry peers.

Competition has Forced Microsoft to Improve its Products

Microsoft may no longer be able to hire all the top programmers it wants, but there is already plenty of talent among its 60,000-plus employees, and they have done some excellent work in recent years. Windows XP is immeasurably better and more stable than Windows ME or Windows 98. The next generation of Explorer will have many of the modern browser features that those of us who use Firefox or Opera have gotten accustomed to. Microsoft Office may not have some of the features OpenOffice.org users take for granted, like a built-in graphics utility, the ability to act as a front end for industrial-strength free databases like MySQL, and the ability to save your work in 30+ different Open and proprietary formats, including PDF. But Microsoft Office today is a lot better than it was 10 years ago, and the next version may even use a sort-of free XML file format that may not be as open and standardized as the OASIS Open Document Format used by OpenOffice.org, but is less closed and less proprietary than previous Microsoft file formats.

A true monopoly would not need to make these improvements in its products. It would give you whatever it wanted, at whatever price it wanted to charge. It would not be selling cut-down versions of its products at cut-rate prices in developing countries -- many of which, you may note, are rapidly turning into "software developing" countries.

Without Linux, combined with Apple's move to BSD-based Mac OS X, I doubt that Microsoft would have put much development effort into Windows. They sure didn't do much with Explorer between the time they crushed Netscape and the time when Firefox started making a big splash, did they?

The U.S. antitrust case against Microsoft wasn't about the company being a monopoly (which courts agreed that it was at the time), but about illegal misuse of that monopoly. That case was settled in a way that left Microsoft essentially unharmed, but with a judge overseeing its actions for five years, a time period that is going to end before long.

The Age of the Software Monopoly is Over

IBM tried to create a monopoly in the business desktop computer business, but failed to hold onto its market-leading position as dozens, then hundreds, and later thousands of competitors made better/faster/cheaper PCs. Even today, while Dell is the world's largest personal computer vendor, if you add up all the market share reports from major computer vendors in this C|Net article, you'll see that they account for around 60% -- not 100% -- of total sales, with smaller companies getting the rest. (And some of those companies are *really* small, like the one-man Bradenton, Florida, shop where my sailing buddy Gene just bought his latest home computer.)

The personal computer hardware business has become totally demonopolized, decentralized, democratized, and internationalized. If you have enough mechanical ability to assemble components neatly (and enough sales ability to get people to buy what you make), you can get into it yourself with a very small investment, just as Michael Dell started out reselling computer components and assembling systems in his college dorm room.

Starting a software business takes even less investment. If you're a competent programmer -- or you have a friend who is a competent programmer and you are a whiz-bang marketing person -- you have everything you need to get going. You can either produce and sell proprietary software or customize (and probably install and maintain) Free or Open Source Software for corporate clients. If the Internet is your primary sales and distribution channel, you don't need to live and work in expensive IT business hotbeds like Silicon Valley or Boston, either: JBoss, for example, is based in Atlanta, Georgia; and Digium, the company behind Asterisk, is in Huntsville, Alabama.

There are software businesses springing up all over the place. Most of them are tiny, and few of them will ever get big enough that analyst firms like Gartner or IDC will track their market share (or even notice them). But there are so many of them being started that, in aggregate, they are becoming a more significant market force than any single big software company, even Microsoft.

This doesn't mean Microsoft will be replaced next year by 100,000 startups. The company will still be around, it will still get lots of press, and -- assuming it embraces (but does not keep trying to extend and extinguish) Open Standards -- it will still be a powerful force in the software world.

But no matter what Microsoft does, it will never have a software monopoly again. Nor will any other company. The barriers to entry in the software business have become too low for that to happen, and too many skilled software developers are learning that they can earn at least as much working for themselves as they would by working for big software companies.

Small is Beautiful was a fine book title in 1973. Today, it's a fine description of the software industry's future.

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Have something important to say to the Slashdot community? Email roblimo at slashdot period org the complete article (or an article proposal).

cybrpnk2 writes "As reported by InformationWeek, Sony BMG Music's controversial copy-protection scheme can be defeated with a small piece of tape. According to thinktank Gartner analysts Martin Reynolds and Mike McGuire, Sony's XCP technology is stymied by sticking a fingernail-size piece of opaque tape on the outer edge of the CD. 'After more than five years of trying, the recording industry has not yet demonstrated a workable DRM scheme for music CDs. Gartner believes that it will never achieve this goal as long as CDs must be playable by stand-alone CD players.'"

cybrpnk2 writes "As reported by InformationWeek, Sony BMG Music's controversial copy-protection scheme can be defeated with a small piece of tape. According to thinktank Gartner analysts Martin Reynolds and Mike McGuire, Sony's XCP technology is stymied by sticking a fingernail-size piece of opaque tape on the outer edge of the CD. 'After more than five years of trying, the recording industry has not yet demonstrated a workable DRM scheme for music CDs. Gartner believes that it will never achieve this goal as long as CDs must be playable by stand-alone CD players.'"

A reader writes: "While Cisco is still runs the world of routers, apparently they have ended up on the short end of the stick when it comes to WiFi. Aruba Wireless Networks announced today that Microsoft has selected them over Cisco and would be "integrating Windows wireless clients" software with the Aruba gear. This could impact everyone that uses wireless with Windows. Aruba's Access Points aren't your traditional AP since they offload most of the functionality to a back end controller thus making for very low cost APs. They have even released their AP boot code on Source Forge so that anyone with a controller can convert their APs to Aruba APs. It also should be noted that Cisco, after realizing their wireless equipment wasn't up to par, tried to buy the deal by first by first approaching Aruba and then after being rebuffed bought their competitor Airespace for $450M in desperation and still lost."

TPIRman writes "At Gartner's recent IT Security Summit, the research company's analysts identified five over-hyped security concerns. Among the supposed FUD are mobile malware, unsafe VoIP, and cracker-friendly wireless hotspots. Gartner, which has made a name for itself tracking hype, claims that irrational anxiety is holding back technologies that offer benefits greater than their security risks. A Techworld columnist argues, though, that Gartner is sending mixed messages."

TPIRman writes "At Gartner's recent IT Security Summit, the research company's analysts identified five over-hyped security concerns. Among the supposed FUD are mobile malware, unsafe VoIP, and cracker-friendly wireless hotspots. Gartner, which has made a name for itself tracking hype, claims that irrational anxiety is holding back technologies that offer benefits greater than their security risks. A Techworld columnist argues, though, that Gartner is sending mixed messages."

TPIRman writes "At Gartner's recent IT Security Summit, the research company's analysts identified five over-hyped security concerns. Among the supposed FUD are mobile malware, unsafe VoIP, and cracker-friendly wireless hotspots. Gartner, which has made a name for itself tracking hype, claims that irrational anxiety is holding back technologies that offer benefits greater than their security risks. A Techworld columnist argues, though, that Gartner is sending mixed messages."

An anonymous reader submits "According to news in The Australian, Gartner research is predicting big gains for Linux from Microsoft in 2005, including desktop adoption in the public sector and banks. In fact, Gartner is also predicting that '40 percent of large financial services organizations will have deployed Linux' by 2005. Seems a little optimistic to me, but it is better than predictions the other way!"

iPodBoy writes "The Reg has an interesting article with some choice quotes from Gartner, showing that the most secure organisations spend less than the average and that the lowest spending organisations are the most secure. Gartner also had a choice quote for Microsoft, describing Windows as 'the biggest beta test in history,' and warned warned IT security pros not to expect too much from Microsoft's vaunted Trustworthy Computing initiative."

de la mettrie writes "C-Net reports that analysts do not recommend using Microsoft's new 'Windows XP Starter Edition', a low-cost XP version aimed at the Asian market (and previously covered on Slashdot). The report notes that numerous networking features are removed, and the Starter Edition allows only three applications to be run concurrently. According to Microsoft, this limitation 'helps [users] stay organized and reduces confusion.'"

S3D writes "On 18 May 2004, Symbian, owner of the OS for high-end smartphones announced the formal launch of the Symbian Signed initiative for digitally signing and certifying Symbian applications that meet a set of test criteria. Gartner believes that Symbian Signed, in its current form, is a weak certification program oriented largely toward the needs of application publishers and network operators and may be inconvinient for developers. "

S3D writes "On 18 May 2004, Symbian, owner of the OS for high-end smartphones announced the formal launch of the Symbian Signed initiative for digitally signing and certifying Symbian applications that meet a set of test criteria. Gartner believes that Symbian Signed, in its current form, is a weak certification program oriented largely toward the needs of application publishers and network operators and may be inconvinient for developers. "

benploni writes "George Weiss of Gartner has published a paper with some interesting recommendations regarding SCO. They include 1) Keep a low profile and do not divulge details on Linux deployments. 2) Until a judgment in a case would unequivocally warrant it, Linux users should not pay SCO the license fees it has asked for to settle its allegations of infringement of intellectual property rights. 3) Do not permit SCO to audit your premises without legal authorization. 4) For customers of SCO Open Server and UnixWare, an unfavorable judgment could cause SCO to cease operations or sell itself. That could harm future support and maintenance. Just in case, prepare a plan for migrating to another platform within two years. There's more, but are the analysts finally catching on?"