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Comment There at the beginning, wasn't popular with everyo (Score 1) 216

Worked with a team at American President Lines back in the seventies that built the bar code tracking system for containers. Primitive tech, paper tape, punch cards and loads of green bar. Lots of trouble getting an optical scanner to interface with the 360/50 mainframe in the data center. But the biggest personal risk was to avoid letting the stevedores know what we were up to when visiting the wharves.

Comment Ubiquitous ? (Score 1) 312

This is effectively an instruction prefetch and branch prediction scheme. How does every modern multi-core processor not infringe on this patient or have (all) other manufactures licensed it from UofWis? Didn't they review the patents that Samsung had licensed for the ARM processors that preceded the A4 and its successors?

Comment Re: home of the ?Brave? (Score 2) 580

Not so much, if you are a corporation. The terrorists win. Not a shot fired. Behavior is changed, events are cancelled, angst pervades. Not with a gun or a bomb, but with a torrent this battle was won. Who'd a thunk? Outlook spools as shock and awe. OTH, maybe this better? No actual physical harm ITRW. Still for those corporate execs, light, heat and fallout and the same instinct to duck under their desk. If you can disrupt the infotainment ecosphere, can you cause wide spread mayhem in the real world? Perhaps understandable for MegaPlex execs after Colorado. But for Sony, hard to be sympathetic to serial incompetence. Whatever David Bois is charging them, it isn't enough.

Comment Your CIO is right (Score 1) 209

Implementing ERP is the hard part. Now leverage that investment. Build in house expertise around oracle web / cloud development tools and data analysis tools to build the dashboards, reports and tools that your buisiness units need. These will be extensible and upgradable with future versions of erp suite. Data extracts and bespoke adjunct systems will inevitable become a pain to maintain and seldom serve the business well in the long run. Assuming you've gone to the effort to implement a full suite including financials ( gl, ar, ap), order entry, mrp, maybe crm or logistics, you now have sound data for decisions that will make the business more efficient, productive, and profitable. Oracle tools and data appliance are relatively cheap compared to your overall investment and can deliver real benefits to the business much more quickly that bespoke systems. Speaking as a former oracle consulting executive, I have seen many firms drag along old home grown systems or build new "solutions" around open source s/w on commodity h/w because it seems cheaper, but over time these become an end in themselves rather than a driver of business improvement. The mission of IT should be to capitalize on the investment made implementing the core systems to help the business become more profitable. In short, your CIO has it right.

Comment Re: You Don't (Score 1) 384

Yeah, but..... I once had a new EVP that would never respond until a problem was widely recognized by his peers. Anything that smacked of initiative from his "underlings" was seen as threatening. As a VP with some "juice" in the executive suite, I sometime simply implemented improvements without his say so. Sometimes he would later receive cudos from the CEO or his peers for the positive impact of whatever I had done. The first couple times he fumbled his reaction and looked "out of touch" and was mighty pissed at me. But, fairly quickly, he learned it was better for his rep to accept approbations even when unsure why. We had a fairly productive couple years until the company was acquired by yet another suitor, but never really got along, probably because I used to sort of taunt him with emails captioned "Here's a solution, do you have a problem to match?".

The trouble with a lot of self-made men is that they worship their creator.