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December 2001 ∑ A Peek into the Future

October 2001 ∑ Microsoft and Windows XP

October 2001 ∑ Sun Microsystems: Shining Bright, or Risking Eclipse?


December 2001: Issue 3          PDF

A Peek into the Future

By Jim Balderston

We believe both market forces impacting customers and technological developments within the IT market are driving the coming of Service Computing. LOB managers/IT customers have their backs to the wall. They have watched a wide range of IT investments purchased and deployed without substantial gains in efficiency in most cases. They have found that their IT environment does not allow for quick response to changing needs, while the market around changes and becomes more hostile with each passing day. We believe that many enterprises are going to seek new computing environments because they have no choice Ė they must evolve or wither and die. Given these realities, we see the ongoing development of existing technologies as providing a possible solution to much of the slack found in the dialectic between LOB staff and enterprise IT. Web Services, XML, .NET, Sun ONE among others, offer ó even in their relatively immature stages Ė the opportunity to tighten up the slack between existing and new IT deployments and business critical needs. Shorter development and deployment cycles will, we believe, provide that tension. The technologies and development environments to make Service Computing a reality are already here.



October 2001: Issue 2     HTML     PDF

Microsoft and Windows XP

By Jim Balderston

Microsoft is launching its newest Windows product this week in what could be considered less than auspicious market conditions. While this will surely impact the sales volume of this latest offering in the Windows family in the short term, we see a number of features that will make this OS readily adopted over the course of time.



October 2001: Issue 1     HTML     PDF

Sun Microsystems: Shining Bright, or Risking Eclipse?

By Charles King

Since its launch in 1982, Sun Microsystems has influenced and even dominated the network and Internet server sector by playing a smart, tough game that matched its own product strengths over the real and perceived weaknesses of its rivals. The companyís overt self-confidence and self-promotion is personified in its vocal founder and CEO, Scott McNealy, whose gift for exploiting the media to his and Sunís advantage rivals Apple Computerís spin-meister extraordinaire Steve Jobs. During the late 90s, McNealy gleefully embraced a public role as the high tech industryís loudest anti-Microsoft voice during the course of the Redmond Giantís anti-trust travails. At the same time, the Internet boom was reaching sonic proportions, and Sunís position as a key Web hardware vendor gave the company an unbeatable aura. No competitor, it seemed, was adequately able to challenge Sunís contention that its proprietary, high-priced, UltraSPARC processor-based UNIX servers and Solaris operating system offered business customers unmatched levels of performance. For a time, the virtual cotton was high, the online living easy, and Sun shone bright as a golden child in a Golden Age. Came the fall...


A four- to six-page review of select companiesí market or product strategies appraising their actions, technology, investments and competitive positioning.

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