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    <title>LWN: Comments on "Commentary: The way of Linux (News.com)"</title>
    <link>http://lwn.net/Articles/21048/</link>
    <description>
This is a special feed containing comments posted
to the individual LWN article titled &quot;Commentary: The way of Linux (News.com)&quot;.

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    <item rdf:about="http://lwn.net/Articles/21081/rss">
      <title>Can't disagree, but...</title>
      <link>http://lwn.net/Articles/21081/rss</link>
      <dc:date>2003-01-27T00:34:00+00:00</dc:date>
      <dc:creator>iabervon</dc:creator>
      <description>
      Being generally aggressive is not actually a good idea. You have to be &lt;br&gt;aggressive in areas where there are currently problems that need to be &lt;br&gt;solved. You should always use proven technology, provided that it &lt;br&gt;actually works (which you'd think would be part of it being &amp;quot;proven&amp;quot;, &lt;br&gt;but...) and that it does what you want done. This tends to leave a &lt;br&gt;substantial area for being aggressive; if there is any real progress, &lt;br&gt;there will be some technologies that you will want to invest in because &lt;br&gt;they do things which were formerly simply impossible. &lt;br&gt; &lt;br&gt;Many businesses, honestly, shouldn't have invested in any computer &lt;br&gt;technology in the past ten years, simply because ten years ago, they &lt;br&gt;could run their business on the technology they had, and they don't have &lt;br&gt;any needs they didn't have then. I was pleased to see that my auto repair &lt;br&gt;place seems to be using a system that old for keeping track of the &lt;br&gt;business (of course, there's new equipment in use in actually repairing &lt;br&gt;the cars). 
      
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    <item rdf:about="http://lwn.net/Articles/21072/rss">
      <title>Unprofessional</title>
      <link>http://lwn.net/Articles/21072/rss</link>
      <dc:date>2003-01-26T07:33:28+00:00</dc:date>
      <dc:creator>ncm</dc:creator>
      <description>
      The report was disappointingly unprofessional in several respects.
&lt;p&gt;
Its dig about &quot;the open-source socialist fringe&quot; demonstrates a
characteristic confusion: the term &quot;open source&quot; was invented 
specifically to help participants to distance themselves from the 
Free Software movement, so &lt;em&gt;by definition&lt;/em&gt; there can be no 
such thing as an &quot;open-source socialist fringe&quot;.  Nonetheless, the
report would better have observed that even the putatively fringiest 
socialists' code works demonstrably better than convict-monopolists'
output, and let the reader draw his own conclusions.
&lt;p&gt;
The dismissive treatment of desktop use of Free operating systems
as a &quot;gaffe&quot; that wouldn't &quot;make sense&quot;, is similarly unprofessional.
If the writers think no Free Software is ready for desktop use, they
neither support the claim, nor offer any estimate of how long it will 
be before any &lt;em&gt;will&lt;/em&gt; be ready.  The many successful desktop 
deployments to date, and the unexplainable paucity of failures, would
surely mystify the authors if they considered the matter.
&lt;p&gt;
The authors pretend that only &quot;open-source&quot; software produces
additional &quot;costs--like documentation, support and commercial 
add-ons&quot;, which &quot;swell a company's IT budget&quot;.  What do they
suppose swells the IT budgets of companies dependent on proprietary 
software?  Similarly, they recommend staffing a technology center
with &quot;skeptics -- not gurus&quot;.  Since a guru is, by definition,
the most competent available individual, &quot;skeptics&quot; must be those
less competent.  They beg the question, skeptical of what?  Might
skepticism about the wisdom of depending on the goodwill of a 
criminal monopolist qualify?
&lt;p&gt;
The blanket advice, &quot;companies ... should treat open source like 
commercial software: Hands off the code,&quot; betrays a deep failure
to understand the success of Free Software to date.  Decisions
about participation in Free Software projects belong at the lowest
levels of the company, where the costs and benefits to each project
may be evaluated directly, without reference to ideology.  If a
particular group has the needed skills on hand, and would benefit
from engaging with others to improve their tools, what does it 
matter how sophisticated the rest of the company is about building 
software?  (Better advice for a CIO would be, &quot;Hands off: encourage line
managers to make reasoned choices,&quot; but advice like that is too generally 
useful, somehow, to put into a report.)
&lt;p&gt;
The tacit advice to ignore the second most widely-deployed Linux 
distribution, Debian, is simply irresponsible.  Support for Debian
installations is as readily obtained as for most distributions they
do recommend, and Debian has unquestionably better future prospects
than most.  The Debian project's continued success must so mystify 
the authors that they dasn't mention it at all.
&lt;p&gt;
The report's final predictions -- Microsoft freeing its &quot;language 
runtime&quot; (thus making its OS, somehow, magically scalable from embedded 
systems to mainframes), and million-dollar &quot;Ellison Prizes&quot; for people
who no longer write code somehow generating an outpouring of innovation, 
smack of feverish fantasy.  Where did we get the Free Software we have?  
That's where to look for it in the future.
&lt;p&gt;
Many of Free Software's key components came out of (socialistic?) direct 
government grants to solve specific problems.  Some arose from the 
&quot;socialist fringe&quot; the report disparages.  Most were developed to meet 
specific needs by people hired to satisfy those needs, and then found uses 
(and development support) worldwide.  Many of those people were hired by, 
or on behalf of, governments.  Is that socialistic?  The code works.
&lt;p&gt;
The report's flaws come from the same place as in most research 
firms' reports: sponsorship.  Who paid Forrester to have this report written?  It looks stitched together from scraps of position papers from 
IBM and an embedded-system vendor.  The authors clearly do not understand 
the field they pretend to analyze.  Instead, they have constructed a 
fantasy world in which they can echo the wishes of their sponsors.  We 
should not allow the apparently-positive remarks to mislead us about the 
merits of the report or its publisher.
      
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    <item rdf:about="http://lwn.net/Articles/21068/rss">
      <title>Can't disagree, but...</title>
      <link>http://lwn.net/Articles/21068/rss</link>
      <dc:date>2003-01-25T22:45:57+00:00</dc:date>
      <dc:creator>havoc</dc:creator>
      <description>
      Good point, but that leads directly into a bit of a muddle.  Can you be both skeptical and agressive at the same time?&lt;p&gt;I see the need for skepticism, but if a company, including it's IT dept. aren't agressive, failure looms.
      
      </description>
    </item>
    <item rdf:about="http://lwn.net/Articles/21058/rss">
      <title>Can't disagree, but...</title>
      <link>http://lwn.net/Articles/21058/rss</link>
      <dc:date>2003-01-25T17:32:11+00:00</dc:date>
      <dc:creator>sphealey</dc:creator>
      <description>
      As a business and technology manager, I can't disagree with Forrester's recommendations, but I have to wonder:  do they also recommend that the same degree of skepticism be directed toward's Microsoft's products (or IBM's for that matter)?  Should cheerleaders as well as gurus be kept from the data center?  &lt;p&gt;During the late 1990s thousands of sites replaced perfectly functional Netware-based networks with Microsoft Networking-based networks.  I have never seen a solid business justification for those replacements.  Should skepticism be applied comprehensively or selectively?&lt;p&gt;sPh
      
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