King's Cross - the Heisenstation

I've been working on a little theory. Non-British readers might be interested in this as a piece of cultural information, particularly if they're planning to be in London for the 2012 Olympics. Be warned - there will be math! You don't need to understand it to get my drift, though.

Regular rail travellers between East Anglia and London will have noticed that at King's Cross station, platform assignments for the outbound trains can be a little...random. Not only that, the assignments are often made with only about five minutes to go before the scheduled departure time.

Now, it's easy to put this down to simple incompetence. After all, on the European continent, timetables routinely show both the time and - crucially - platform of each departure. And these aren't just terminals, most are through stations dealing with a massive volume of traffic, and they can be handling trains from neighbouring countries too. Compared to that, dealing with a much smaller number of arrivals at a single-country^*1 terminus ought to be easy, yes?

Well, it probably is. So why can't King's Cross get it right? I believe the answer lies not in hopelessly inept staff and incompetent rail networks but in quantum physics.

In brief: King's Cross is an Heisenstation.

If you have any familiarity at all with popular quantum physics, you'll have heard of Shrödinger's Cat. If you haven't there's a slightly silly explanation here. It's a(n almost) practical illustration of Werner Heisenberg's^*2 Copenhagen Interpretation of quantum indeterminacy. (Let's leave it as a thought experiment. It might get you in trouble with the animal rights activists if you tried it out for yourself.)

In our Heisenbergian imaginings, King's Cross exists in a superposition of states for any given train planned to depart, each state corresponding to a possible platform. If all platforms were available, the state equation would be:

|ψ> = _p=0∑¹¹ |θ_p>

Keen readers will note that this appears to start from platform 0, not platform 1. Yes, that's right. King's Cross (KGX) acquired a "platform zero" a few years ago, to the delight of mathematicians and programmers everywhere.

However, King's Cross is a working station, and moreover it's English, so you can almost guarantee that some platforms will be unavailable. Let's define the vector of excluded states (platforms) as:

|χ> = _p=0∑¹¹ (|θ_p> if unavailable(p))

So our final superposition is:

|ψ> = (_p=0∑¹¹ |θ_p>) - |χ>

(Bonus assignment: do this using state probabilities instead.)

So much for the math. Now some more concrete stuff. (There's too much concrete around KGX already, but we'll let that aside.)

Normally, humans are considered to be quantum observers, whose observation during the progress of an experiment collapses the probability wave function and settles it to a final value. In other words, the presence of people waiting for the platform indicator to show the assigned platform for a given train ought to settle the platform assignment immediately. This leads us to a startling assertion:

Passengers do not count in, and have no relevance to, the operation of King's Cross

A little contemplation, combined with bitter experience, will quickly confirm this prediction by practical demonstration.

Which leads us to the question: how does that wave function collapse? How do we ever achieve a platform assigment?

It is my contention that the qualified observer must in fact be a person outside the system, someone for whom the platform assignment is a matter of no direct consequence, someone who, in effect, doesn't care.

That would be the station staff.

Extra credit assignment

For extra credit, prove or disprove the statement: at King's Cross, it is possible to know with absolute certainty, at any given instant prior to departure, either a train's platform number, or its actual departure time, but not both.

Next week

In next week's tutorial, we attempt to calculate the overall directed Brownian motion effect on the disabled, slow or elderly of the "platform rush", as more agile and able-bodied commuters jostle past them, competing to secure their seats on the train following the last-minute platform announcement.

We will also explore the likelihood that any given member of those less-able passengers will manage to find a seat once the fast-moving passengers have been seated, taking into account the probability of the late-scheduled train having already departed before they could get to it.

^(*1) The United Kingdom is a country, damn it! I know because every bloody web form in the world says so.
^(*2) Yes, I know, there were others too. Let's not get Borhing about it.

How To Survive Your Next Interview

[From a posting of mine to the cam.misc newsgroup]

Forget how-to-be-interviewed books. No, really - forget them. They're a waste of your money and time. I can probably condense the most useful advice into a single blog posting, so here goes.

RESEARCH YOUR TARGET

Know what the organisation has done, what they will be doing (the Press Releases section of the website is a gold mine!), and about the part of the business you're targeting yourself towards. Find out the names of the people in charge of that part of the company, and whether they've been in the news recently.

Research the company itself in the online news sources.

If you understand finance, pull their financial records for the past few years. You can often do this through Yahoo! Finance or similar for free, or Companies House's "WebCHeck" [sic] for smaller UK companies - it only costs a few pounds. Find out where they are in their growth cycle, and whether they're on the up or the down generally. A good number to look at is "cash in hand" - compare with turnover. Do they have the reserves to keep them going if things go pear-shaped? Remember a few quotable numbers for the interview.

RESEARCH YOURSELF

Seriously! I've lost count of the number of candidates who can't remember their own CV at interview, and have to be prompted (by a stranger) about what they've done in their own life! Make sure you know the companies, the dates of employment, and what you did there.

For each organisation, go over in your mind what you did, what skills you used, what you did wrong, what you did right, what responsibilities you had, how the job assisted your career growth and path, and what lessons you learnt.

RESEARCH YOUR INTERVIEWERS

Find out who's interviewing you, and all you can about them - what they did in previous jobs, what they're doing now (LinkedIn is handy - and if you're researching me for your next interview, my LinkedIn profile is here!), their blog posts, tweets and so on.

You're probably not going to mention much if any of that stuff during the interview, but it will give you a real insight into the people you're hoping will be your future colleagues. That said, if you can remember one or two facts about what each interviewer is doing at the company right now, or has said at recent conference talks, that might be worth dropping in casually. People like to be remembered and respected.

UNDERSTAND WHAT THEY WANT

Read the job spec forwards and backwards: commit it to memory. Remember the points where you fit it. Remember the points where you don't, and be prepared to say what you plan to do about it.

Also look at the company's website Careers section and find out what else they're looking for - after all, if you're not a perfect fit for one job, it doesn't hurt to say: "OK, I can see I'm not going to be ideal for you for this job - but I see you're also looking for a [...]. Would it be helpful to discuss that with you, or with your colleagues that are dealing with it, whilst I'm still in the building today?"

BE HONEST - BUT POSITIVE

Don't, for pity's sake, in response to those horrible "What are your weakest points?" questions, come up with something corny like "I'm just too modest/perfectionist/...". Trust me, interviewers will cringe inside when they hear them.

Instead:

* Understand your shortcomings - and how you plan to overcome them in the future.

* Understand your strengths - and what you plan to do with them.

* Understand your future intents - what you expect to be doing years hence. It's absolutely acceptable, by the way, to say, "I'm following the fun, doing the stuff that I enjoy most. What that will be may change a lot in five years time, so I'm open to where life will take me." You might think it sounds wishy-washy and indecisive, but you're showing adaptability and enthusiasm. And if it they don't like that, and want someone with a fixed career trajectory, did you really want to work for them anyway?

Be prepared to say, "I don't know - but I'm very willing to learn, and [if your CV supports it] I've an excellent track record of picking up and using new skills on the job."

BE PREPARED

1. Bring several copies of your own CV with you. Sometimes rogue agencies have been known to - shall we say? - polish CVs...vigorously. If you turn up at interview, and you're not what they were expecting, it reflects badly on you first! Being able to put your original CV in front of your interviewers ought to help out, if they're asking questions about skills you don't have, or don't have to the level they were given to expect. It's pulled me out of an agent-inspired crisis more than once - and yes, I do still get interviewed, although it's as a consultant these days.

If you do do that, make it clear that you're not doing an end-run around the agency, just trying to put the best information to the interviewers, "from the horse's mouth", as the saying goes.

2. Go to Staples or Office World and buy a set of narrow-point whiteboard markers. If there's a risk you'll have to write code on a whiteboard - and it happens often - doing it with great big chisel-tipped markers gives you less space than a 80x25 glass TTY screen. Narrow-point markers give you plenty of room for additions, corrections and notes. Just remember to write large enough for them to read...and bask in the admiration when they see how well prepared you are.

3. Consider buying a pico-projector you can plug into your laptop - and bring the laptop with a suitable development environment installed and tested. Just make sure you've practised connecting and setting up the kit quickly beforehand!

Why? Even better than scribbling code on a whiteboard is projecting it onto the board. You're not going to be paid to code with a whiteboard marker, so why start now if you're more comfortable with a keyboard? Plus, you're writing into your favourite IDE (with all that lovely syntax-checking, object member suggestion, and so on). Very handy if you get a bit nervous standing in front of inquisitors' stares - they're looking at the whiteboard, not your fingers. (It's like PowerPoint, but more interesting.)

AND ABOVE ALL

Be honest, and be relaxed. Think of it as a chat, not a starch-stiff interview, be yourself, be honest, and you'll come across as genuine and friendly.

UNDERSTAND WHAT EVERY INTERVIEWER WANTS

Someone who's honest (even at their own expense), who's bright, diligent, informed, interested, interesting and adaptable.

Half the time, the skills they'll need will have changed by the time your legs are under the desk, so don't be deluded that the job spec is the be-all and end-all. Your interviewers want to check your technical credentials, sure, but they're looking at you as a potential future colleague, and it's up to you to be that person.

Good luck.

Reloading the Winchester, and targeting the toes...

An article in ITProPortal today talks of a new heat-based recording method that could potentially allow hard disk write speeds in the terabytes per second range.

Here's what I wrote in reply:

Sorry, but I really couldn't care less. Any form of storage with moving parts is inherently power-hungry, and fragile in many different ways. We as an industry should be concentrating on solid-state persistent storage, specifically its price, density, reliability and speed, instead of maintaining the life support of a 1950s technology most of whose inventors will themselves now be pushing up daisies.

And I really mean it, too. Back in the late 80s, I was railing against moving-parts storage. It was slow, prone to errors and malfunctions, and one sharp tap whilst a disk was spinning would send the heads ploughing a trench across your company's vital data. So how did we do backups? Magnetic tape, whether massive reels of 1" tape, or little cartridge drives in your PC. More moving parts, and even more fragile media - fancy your chances of restoring from an 80s backup, even if you could find a working drive? I don't! Or perhaps floppy disks - worse even than tape!

Absolutely every moving-parts storage mechanism has had its failings - and its day - whether it be magnetic, optical, or even the good old-fashioned needle-and-groove vinyl record. We have the potential now for high-performance computing devices with not one moving part within, not even a CPU fan. For pity's sake, let's move forward without dragging the past on a long rope yoked to our shoulders.

CES 2012: Microsoft's keynote. Speak it softly, Steve!

Last night, at the Consumer Electronics Show, Microsoft presented what they had claimed would be their last opening keynote. The most interesting points, though, were the ones that were unsaid.

As usual, Gary Shapiro, the Eternal Leader of the Consumer Electronics Association, intrduced it. His spin on the ending of MS's annual pre-show presentation: that it was a joint decision. I have my doubts, lots of them. Reading the body language, I'd say that wasn't entirely the whole story. There was a mawkish handover to Steve Ballmer of a framed set of photographs from previous keynotes that will sit well in a restroom somewhere in Seattle, and a lot of half-hearted back-slapping displays of mutual respect.

And this is where we hear the first big hidden hint. Shapiro kept the door open for a return from Microsoft post the 2013 Show. That in itself isn't so surprising, but the way he phrased it was - referring not to Steve Ballmer, but to "The leader of Microsoft". Ballmer looked momentarily struck by that, before getting back to speed. This is worthy of interest - a power play by Shapiro, pointedly showing a loss of respect for Ballmer, an acknowledgement of information obtained behind the scenes, or just the caginess of a natural politician?

There were some notable product announcements, mostly new allegiances and step-changes. The Kinect will become available for the PC, something that was blindingly obvious ever since it was introduced for the Xbox. Both Windows 8 and Windows Phone will have voice control at their hearts, successfully demonstrated by one employee...to need a little work yet. MSFT showed off the Windows 8 "Metro" interface - interesting, but hardly new news.

What were more intriguing were the several mentions of Windows 8 on ARM (regular readers will recall I broke this story about 15 months ago) - but no demonstrations. Telling, that, no? As a number of other commentators noted, Nvidia also failed to demonstrate Windows 8's ARM port in their own keynote, which left a hole in their presentation big enough to drive an x86-powered Ford (another MS announcement) through.

Back to body language, Ballmer's was just a little ambiguous - let's be more exact; he flinched - every time he mentioned the big February milestone for Windows 8. Even the extra leap day in the month this year might not be enough, he seemed to be thinking.

And finally, the biggie, the echelon of elephants stacked pyramid-style in the corner of the proverbial room...who would be taking Microsoft's place as the leading pre-show keynote?

I'm going to shuffle to the thin end of the branch I'm teetering on, and make a prediction.

Apple.

Well yes, obviously, huh? Not quite. Apple has pointedly eschewed CES for years, preferring to present to their faithful congregations at Developer Conferences and the like. There's never been a completely believable explanation, but it has to be connected to MSFT's guaranteed pre-Show spotlight. Apple has never liked sitting in someone else's shadow, particularly that of the owner of the predominant personal computer platform.

Getting Apple to lead the Show next year would be a stunning win for the CEA - and perhaps not before time. Although Microsoft has showed some genuine innovation (in Kinect and the Metro interface), for the first time in a very long time indeed, it's been very, very late to the smartphone party, and missed the tablet shindig completely. Almost everything Microsoft's done in recent years, other than in those two products, has been in response to Apple. Apple has shown leadership in interactivity, in design, in style, in robustness, in market-breaking new concepts and products, and MS has had to watch. Microsoft's plays in the non-PC markets have mostly been, by comparison, me-toos, whilst Apple now owns the mind-share in personal consumer electronics. And it /is/ the Consumer Electronics Show, no?

And there's more. According to today's figures, MSFT's market cap is less than 2/3rds that of APPL, and the trend is not in MSFT's favour. So now, MSFT is not only no longer the CE leader, it's not even the biggest player, and that's unlikely to change soon - or at all. Microsoft still has majority ownership of the PC market, but those figures are declining too, and the PC is looking more and more dated as a product, and as an architecture. Ballmer's the Captain on a leaky, listing and sail-shredded ship, and he's desperately casting around for buckets of tar. It's hard to know whether Microsoft needs a new Captain, or a new ship.

Gary Shapiro is a consummate politician. That's how he's kept his job as the CEA's leader and figurehead for so long. In his place, there's only one phone call I'd make, to fill the hole that Microsoft leaves in the Show programme, and it terminates at 1, Infiinite Loop.

The only question in my own mind is - was that call made before or after MS departed?

Don't occupy Wall Street - occupy the patents courts!

[From a comment thread in The Register]

For some time now, I've felt that patents have been over-used and over-priced...and heading for a big fall - not just in value, either.

They're being used not only to obtain value from invention - as was always the way - but now to stifle innovation, and - worse - also to set out deliberately to destroy companies. See Jobs' recently-published quotes on Android, and Apple's outspoken intentions towards Samsung, if you're in any doubt.

It feels like we're on the eve of a war. I think we probably are, but it will come from an unexpected direction.

In China, India and other emerging economies, patents don't hold back progress in the way they do in established economies. Sooner or later, the biggest Western governments will realise the potential consequences. At some point - and it may happen sooner than we expect - there must be moves to weaken patents.

That could come from a number of directions. The entry barrier to patent enforcement litigation could be raised by having the litigant place a large bond (say, three times the compensation/penalties sought) in court escrow, to be released to the defendant if the case fails.

Given that a lot of patents are spurious, the defendant could be granted a pre-hearing opportunity to overturn the patent by submision of proof of prior art or lack of inventive step - meaning that any litigant could be faced not only with the potential of financial disaster in failure, the risk of having their patents ruled invalid.

The actions of the court in enforcing the patent could be limited: an upper limit on claim size; a strictly limited window of opportunity to file claims (in effect, a statute of limitations on patent violations); the restriction of recourse to retrospective establishment of a court-set reasonable licence fee; the removal of any powers to ban sales of supposedly infringing items, except where the defendant has failed to pay the retrospective licence fee after a reasonable period.

One way or the other, the current patents system has to be fixed, and on a worldwide basis - and not just to protect business interests.

Otherwise the human race's dying words could well be, "We couldn't shoot down the meteorite, because the patent court grounded the weapon system."

"Human Resources" - the phrase that should have died a-birthing

My inbox was assaulted today by an email from a publisher that shall remain nameless, with the subject line: "Human Resources: Managing your Most Valuable Asset".

I unsubscribed at that point. Anyone who can't see the irony in that email title isn't qualified to pronounce on it, and I wrote as much to the company, expecting it to be forwarded to the digital shredder.

Much to my surprise, the editor emailed me back. And I'll give her full credit, she was courteous, even if she did justify the use of "Human Resources" on the basis that everyone else is doing the same: argumentum ad populum, for anyone who still cares about debating rules.

It would have been churlish not to have replied, so I did. Here's what I wrote:

Hi Name Omitted, and thanks for responding.

Having been in business for over a quarter of a century, and running them for most of the last decade, I'm painfully aware that "Human Resources" is a term in common use. However, that in itself doesn't justify its use: that's just following the sheep. Buzzwords can change. Some should.

Any company that truly does value its staff and their contribution to its profits - and wants to keep both - has to do better than speak of its people in terms that reduce them to the same status as a desk fan. The word "company" means a group of people with a common purpose - and that's what distinguishes staff from "resources". You could replace every desk in a business with a different model overnight, and trading would continue unaffected. Try doing that with staff...

It's rather ironic that we as a community finally managed to bring an end to the thoroughly unsavoury practice of treating women in business as objects - only to extend the same courtesy to everyone else too!

Oh well, rant over. :) Thanks again for your response - and if I can in some small way have moved your (personal and collective) views on "HR", I'll have had a great Friday!

Best wishes,

Jon

So, am I a lone voice in a confederation of the dumb, or a dumb schmuck in the confederation of the smart?

I Told You So! (Episode 2)

Way back in November, in a blog article called "ARM's Cortex-A15 CPU, and how it will change your world"", I closed with this paragraph:

So here's the real left-field question: given the power and BoM cost savings, how long now before Apple ditches Intel completely for ARM?

In a follow-up ("Desktop ARMs - and what they'll mean for Microsoft"), I expanded on those thoughts, opening with:

If Apple finds that the ARM processors out-compete Intel on price and power consumption, and at least match x86 for performance, the choice to switch is going to be a no-brainer.

And lo, it came to pass. Again.

Today, Charlie Demerjian published a very interesting article entitled "Apple dumps Intel from laptop lines" in his own blog, "Semi Accurate".

It seems as though I've been a tad prescient. That, or well-informed.

The rest of my blog article contained some other, equally dramatic, predictions. Well, let's call them "predictions" for now. One, which I've since admitted came from insider sources (in the first "I Told You So!"), was that Microsoft was porting Windows and Office to ARM. There were several more that are waiting to be proven.

Now here's another, just to keep your interest whetted. Rik Myslevski has written a well-informed article for The Register, titled "Intel's Tri-Gate gamble: It's now or never". In it, he adds a throw-away speculation near the bottom of the last page: "Intel could license the ARM architecture and start buiding its own ARM variants in its own fabs, using its 22nm Tri-Gate process. That's unlikely, but stranger things have happened."

Stranger things indeed. And I think that Rik is well and truly on the money. Intel's executives are very, very far from dumb. They are painfully aware of ARM's squeeze on their markets, both from above and below, as I'd outlined in that first blog article. Intel really has three obvious plays they could try:

1. Find a transformational technology that puts them in contention with ARM but retains x86 compatibility.. Intel's Tri-Gate announcement was clearly an attempt at this play.

2. Try to find a way to put ARM out of business, or at least weaken it. We've not seen this attempted seriously yet, and it's reasonable to wonder why that is.

3. License ARM cores for desktop use, and keep in the market by following the market..

I contemplated in the second blog post:

Here's a statement I never thought I'd make: with a stock and cash exchange, Apple. Could. Buy. Intel.

Now things start to add up.

* Apple needs a top-tier ARM supplier. Their relationship with Samsung, their current ARM fabrication partner, is reportedly getting a little rocky. Industry reports suggest that they're considering switching to Intel chip fabs.

* Intel needs an answer to the ARM squeeze on x86.

* Apple has tons of ready cash.

What it all adds up to is the possibility that Apple could invest in Intel, both commercially and financially, to license the ARM cores, and set up new fabs to make Tri-Gate ARMs, for both their iOS and MacOS products.

It would make a great deal of sense. It would also give Apple the power to put the squeeze on Microsoft. If only Apple has access to the Tri-Gate ARMs, it leaves Microsoft out in the cold - or rather, the far-too-warm - when MS start to produce the ARM versions of Windows, which will only be able to run on old-school pre-Tri-Gate hardware.

Microsoft will have to consider a very similar investment in Intel, for the same reasons, before Apple can lock them out.

Whichever way you look at it, Intel's prospects may well have brightened.

LATER NOTE (2011/05/18): it seems that one or two people may have read this blog, after all. :) Paul Otellini of Intel was put on the spot in an investors' meeting about the possibility of Intel using Tri-Gate to fab ARMs, and did his level best to dampen speculation: "The short answer is 'No'."

Mind you, if Apple came knocking, with barrow-loads of dollars in tow...? It's possible that Otellini's playing a wooing game, as his next comments could be construed as a come-on: "We have [...] an ARM architecture license. The important thing for us is to figure out how to get paid and how to be present. And we think the best way to be paid and present [...] is to build best-of-class chips."

EVEN LATER NOTE (2011/05/28): perhaps Paul Otellini wasn't reading from the hymn-sheet after all...Intel's CFO Stacy Smith appears to be a lot more positive to the idea of Tri-Gate on ARM, and specifically mentioned Apple as a possible buyer (of devices, not Intel!), according to a Reuters story this week.

Now, bear in mind that a CFO's words probably carry even more weight in the financial markets than the CTO's. After all, CTOs have been known to make some pretty daft comments - but the CFO is the person the money listens to. Smith said that an Apple deal was "Not in the works today". To the untrained observer, that's a flat denial, but it's more likely to be coded speech for, "We're not manufacturing yet, but a deal's cooking." We shall see. Keep watching this space!

Why Gov.UK funding goes to the big boys

[This came up in a discussion on Facebook in a friend's Wall, when it was pointed out that a large proportion of research and business development grant cash goes to big business.]

I'm not surprised that small enterprise doesn't apply for (or doesn't get granted) funding through these routes.

Firstly, the fund-matching criteria require an appropriate amount of liquid cash, whose expenditure must be carefully accounted for. Yes, there's the option of match-finding "in kind" through staff salaries etc. (where rules permit), but even that has bear traps. One friend who applied for such funding, and used his own (unpaid) labour as the funds match, discovered to his horror that he had to pay income tax and NI on the amounts he _hadn't_ paid himself in order to trigger release on the major tranche.

Secondly, the compliance régime can mean a lot of paperwork and effort. Fine when you've plenty of experience of what the funding body requires (as large concerns do); arduous and frustrating when you don't - and it ties up limited staff availability. And if an SMB hires someone experienced to help apply for and manage the funding*, the amount of funding that actually makes it to the project itself can make the game of raising it barely worth the candle. Big business doesn't have these problems. A large enough enterprise can retain someone permanent and experienced to deal with funding, streamline the process and the funding stream, and use its plentiful staffing to cover the funding matches.

It would be soooo nice if there was genuine Governmental effort to boost entrepreneurs and new enterprise, rather than lip-service, half-hearted follow-through, and an erratic drip feed of funding that's first in the list to be cut when times are tight. The only thing that'll pull the UK out of economic doldrums is SMB enterprise. Our present Government, and those that preceded it, talks the talk - and walks away.

(* Absolutely not trying to tread on anyone's toes, BTW. It's probably better to hire a funding consultant than not get any at all.)

Sir Humphrey and the Consultation

[This was inspired by the current Review of statutory duties placed on local government procedure. Anyone who's watched "Yes, Minister" should recognise the style.]


INT. CABINET OFFICE

JIM HACKER is pacing, SIR HUMPHREY placidly watching.


JIM HACKER
This is preposterous! I don't have time to
be reviewing every bit of legislation that's
ever been passed, on the off-chance it
might be inconvenient for someone!

SIR HUMPHREY
You don't have to...

JIM HACKER
I mean - how can we possibly manage an
exercise that big without inventing three
extra days in the week and abolishing sleep?

SIR HUMPHREY
You might care to...

JIM HACKER
I just can't see how...

SIR HUMPHREY
Minister!

JIM HACKER
...Mmm?

SIR HUMPHREY
It's really quite simple, Minister. Announce
a public consultation.

JIM HACKER
But that'll mean even more work!

SIR HUMPHREY
Not necessarily, Minister. It's all about
managing expectations.

JIM HACKER
Mine or yours?

SIR HUMPHREY
The public's, of course. You announce the
consultation with fanfares and speeches.
Then you summarise all the primary
legislation in a couple of spreadsheets.
I think - oh, a thousand rows or so each
ought to do it. Then you publish the
spreadsheets and announce a closing date for
comments of a week later. Or two, if you're
feeling courageous. You're not feeling
courageous, are you, Minister?

JIM HACKER
Well, I have my...
(catches himself)
No, no, of course not, Sir Humphrey!

SIR HUMPHREY
Delighted to hear it. So, by the time anyone
whose opinion is actually worth anything has
even started on the job, the consultation is
over, and you can plough ahead doing whatever
it was you were planning to do anyway.

JIM HACKER
Sir Humphrey, that is brilliant! You are an
absolute genius!

SIR HUMPHREY
Yes Minister.

Intel's ARM replacement?

So Intel has announced their ARM-killer device: the "Medfield".

Medfield is a power-constrained dual core Atom. Although Intel hasn't said as much, it's reasonable to expect that they'll be making system-on-chip (SoC) devices using the Medfield core, particularly given recent acquisitions that enhance their silicon portfolio to include modern wireless and graphics support.

Will it be enough?

Unlike Microsoft, Intel doesn't have a great history of entering markets opened by its competitors

It's a hard one to predict. Unlike Microsoft, Intel doesn't have a great history of entering and then dominating markets opened by its competitors. In fact, it's often struggled to retain control of its own core markets. AMD, for example, has taken and retained a significant portion of Intel's market share with its lower-cost x86 processors. That's despite being a market follower, not a market leader, and hence always a generation behind its larger rival. (It's notable that AMD hasn't attempted to compete in the mobile device space, preferring to concentrate on CPUs for desktop and server products.)

ARM CPUs achieved their popularity because of three killer benefits: great processing power per watt, a really low price:performance ratio, and small physical size, all of which earned them a massive lead in the small embedded systems market.

But that's not why ARM dominated their competitors. The real reason has little to do with those benefits. ARM achieved their lofty position by moving from being a chip manufacturer to being a processor core licensor. At a stroke, they improved their cashflow, as intellectual property (IP), once created, doesn't have a lead time to manufacture, and you don't have to warehouse huge stocks of IP somewhere air-conditioned, waiting for someone to buy it: "dead money" until the customer orders them and pays the invoices. They made those difficulties, endemic to manufacture, someone else's problem.

That's why ARM survived successive boom-busts, but the real success came from the number of companies who licensed ARM cores and embedded them in their own products. It reads like a high-school register call of everyone in the embedded device space. I'm not going to list them here: go to ARM's site and read it. It's long - no less than 158 licencees and foundries - and very impressive.

Intel's biggest problem is going to be that it's going to be fighting a war on 159 fronts

Intel's biggest problem is going to be that it's going to be fighting a war on 159 fronts - including ARM, of course - if it wants to claim for itself some of ARM's market. It's going to be doing so against opponents who are well armed, well-entrenched and fanatical to their cause. It's going to be trying to make alliances with sovereign powers that are well-disposed to ARM, cynical of Intel, and little inclined to switch, unless the benefits over ARM are very, very compelling.

Intel's Atom offerings to date haven't exactly set the world alight - well, unless you count heat dissipation. Potential partners have responded to Intel's bugle with a resounding..."Meh." Those that did venture to make Atom-based products found that their netbooks, supposed to change the portable computing battlefield, instead met a "Meh" from the buying public too.

This has put Intel in a very difficult position. The Atom was specifically designed for portable computing devices, and the indifference that met netbooks has, by association, hit Atom too. Intel is scrambling now to find a niche in which Atom can play successfully, and my feeling is that Medfield is probably their last serious attempt to achieve a real share of a sector in which they've never really sat easily - and their partners, burnt in the netbook fiasco, are going to need a lot of persuading to put big money behind Atom a second time.

Intel's Atom customers have a single point of supply; a single point of failure

And let's not forget the point I made above, the biggest difference between the two companies. ARM is a licensor, with a huge number of partners all making their own devices, and a very healthy cashflow that can only be damaged if manufacturing problems hit all their licensees at the same time. Intel is a chip maker, and - as the recent $700m recall of the "Cougar Point" chipset demonstrates - its customers are very vulnerable to Intel manufacturing issues: a single point of supply (for Atom devices) means a single point of failure, whereas they can buy ARMs from almost anyone.

I have no doubt that Intel will be marketing Medfield aggressively - and maybe, just possibly, that might tip the scales. But I can't help but think that it's the wrong product, too little, too late. AMD seems doomed to be the Intel wannabe that can't win, but won't die. And now Intel tries to be the same thing to ARM.

Ironic, no?

Why Steve Jobs' absence might help Apple's health

I'm not the kind of person who wishes ill health on anyone, even my worst enemy. I took no pleasure in the news that Steve Jobs is stepping back from Apple for the sake of his health. But I do have some hope that it might signal a new direction for a company I respect, but whose products I don't want.

Let me explain what I mean. I was at a friend's a few evenings ago. He's a big fan of Apple's kit. We were chatting, and listening to music on his Apple TV. There was a track on my mobile phone I wanted him to hear. The conversation went like this:

"Has the the Apple TV got Bluetooth?"

"No, sorry."

"OK, well, if I put my phone on your network and set it up as a UPnP audio streamer, it'll pick it up and browse it, right?"

"No, it doesn't do ordinary streaming. I can send files from the iPad, though."

"Huh. Look, the iPad has Bluetooth, right?"

"Yeah."

"Well, my phone knows A2DP. You can pick up the file from there, yes?"

"iPad doesn't know A2DP."

"Well, how about I 'tooth the file to the iPad, then you can send it on to the Apple TV." (Getting desperate now; I don't like copying IP around.)

"It won't accept Bluetoothed files."

"And it can't browse my phone over wireless, using uPnP?"

"Nope."

"Right, well how about I hand you over the microSD memory card from my phone?"

"iPad doesn't support removable memory."

I played the song using my mobile's speaker.

Now, that's a couple of self-confessed alpha geeks, using every trick in their books to try to play a tune from my phone using Apple kit. What chance do mere mortals have? And every way was blocked because Apple decreed it so. It wouldn't have been difficult for Apple to have included those facilities, but they said:

• Thou shalt have no streaming server support in Apple TV"
• Thou shalt have no streaming server support on iProducts
• Thou shalt not use Bluetooth the way God and Ericsson meant it to be, but only in the ways decreed by Us
• There shall be no removable anything in our iProducts. What you've got, you've got. Be glad of it, and want no more. Or buy the next, bigger, one when it comes out.

See what I mean? Welcome to the world of jaw-droppingly expensive consumer disposables. When your battery starts losing capacity, pay a fortune to an Apple Centre to get it replaced, or buy a new device. When your battery pegs out on a long plane flight, be glad you had the use of it whilst you could. Don't expect to do anything other than what Apple decrees on its own hardware. Because you don't own the hardware really; Apple does, and Apple says what you can do with it.

Actually, I can tell Apple what it can do with it. I like being able to carry a charged spare battery on the place. I like to watch YouTube every now and then. I like being able to stream my phone's music to my Bluetooth-enabled car radio. I like to add to my device's memory when it's getting a bit full.

The annoying thing is that I want to buy Apple's stuff. I was an early adopter of the Mac Mini, and loved it. If the MacBook Air had a removable battery and a DVD burner, I'd have it. If the iPad were about half or two-thirds as expensive, and had a microSD slot, Flash support and a user-replaceable battery, my wife and I would probably have had one each by now. It's hugely frustrating to me that every time Apple comes out with a nifty new piece of kit, it doesn't meet my needs. And the decisions that dictated the specs that caused that problem arose, I believe, from Apple's Executive Office.

Jobs' illness is very unfortunate, and I genuinely hope he recovers and goes on to lead as long and healthy a life as any liver transplant patient could hope for. But I think it will be best both for his health and Apple's if he does what he promises, and stands back from the company now.

When Steve Jobs returned to Apple, his vision transformed the company and its products. But now I believe he's become a hindrance: a portcullis between the company and its customers, and a barrier to its growth - yes, Apple could grow faster, if its products were less encumbered by executive doctrine.

Get well, Steve. But let Junior fight his own battles now. It's time for Dad to step back.

Starting your own UK Company - it's not that scary!

[This article is about forming Companies in the UK. Specifically, my experience covers England and Wales. To the best of my knowledge, the details are the same if forming in Scotland or Northern Ireland, but there may be differences in companies law in those countries, so please seek detailed advice if you are forming your company there.]

Whether you're launching yourself as a consultant, or starting another kind of business, the one thing you really need is a company of your own. For a lot of people, that's a big, scary idea, and they simply don't know where to start.

The good news is that it's trivially easy, and not very expensive either.

Finding a name

So what do you need? Well, the first thing is a name. You want a name that's memorable, and descriptive or suggestive of what you're selling (without limiting the future scope of the company). Being earlier in the alphabet is also useful. Don't use a dictionary word on its own: firstly, someone will already be using it, and secondly, you can't trademark/service mark dictionary words, you need to do something with it such as write it in a unique font or combine it with other words. ("Bright" isn't a trademark; "Bright Flight" is.) Be as inventive as you can.

Your best friends here are Companies House (http://www.companieshouse.gov.uk/), Google and WHOIS - I use http://www.virtualnames.co.uk/whois.php when I'm not using a Linux PC. Companies House's WebCHeck (their capitalisation) service lets you look for past, present and proposed company names, and make sure you're not going to conflict with someone else's trading name. WHOIS lets you search for related domain names. You want a .com or a .co.uk (both, ideally) as a bare minimum. Ideally, you want the full set of .com, .org, .net, .co.uk, .org.uk, .info, .eu and .biz available. You may wish also to consider .gb.com, .uk.com, .gb.net and .uk.net.

My experience is that this process - coming up with a list of candidate names, removing the ones that conflict with other entities and owned trademarks - takes several days. Don't get upset if your favourite name gets eliminated, or you'll find it a depressing process!

Domain names

Before you register the company, buy the domain names. They're not expensive. Getting the full set above (apart from the ones in the "You may also wish to consider" list) will cost you only £111+VAT from VirtualNames (http://www.virtualnames.co.uk/) - a domain registrar/ISP that I strongly recommend.

Why do you want to register the domains first? Because it stops cyber-squatters, who keep eagle eyes on newly registered companies at Companies House, from getting there before you.

Once you've secured the domains, you're ready to move onto company registration.

Buying your company

Now you're ready to buy your company. I'm going to assume that you want to form a Company Limited By Shares, the "standard" kind, but I'll cover other options later.

Years ago, it cost a small fortune. You'd have to buy a pre-formed company with a stupid name from an accountant or solicitor, along with its Company Seal, then go through the faff, bother and expense of changing the name to something you preferred - usually paying the original registrant even more to help you. Alternatively, you could operate it under another name...but "Clever Ideas (trading as Dumbsmart Bridge Ltd.)" never struck me as a great look.

These days it's a lot simpler - and you don't need a Company Seal any more! You can do it all yourself, direct with Companies House, but it's a lot easier to get someone else to do it. Surprisingly, it's often cheaper, and they'll provide you with Articles of Association, Memoranda of Association and a few other extras too. The firm I've used most of all is Companies Made Simple ("CMS" for brevity), at http://www.companiesmadesimple.com/ - and I'll use their prices here, all of which are ex-VAT. Other registrars are broadly in line with CMS's pricing, or slightly highter.

CMS's cheapest registration package costs all of £16.99, with a three-hour formation time. That compares very favourably with Companies House's £50 same-day service! They throw in a Google AdWords voucher that almost pays for the cost of registration too. I'd remove the Barclay's Business Banking option; I've not been favourably impressed with their service. We'll cover banking a little later.

If you don't want (or are not allowed) to register the company at your home address, many registration agents offer a Registered Office service with mail forwarding. CMS's package including that service for a year is £49.99 (this is instead of the £16.99, not in addition), and there are some added extras included. You may also need a Company Secretary. CMS offers this for an additional £75, although they hide it well!

So, the cheapest way to register (let's assume you want the .com and .co.uk domains, and don't need more than the basic services) is going to cost you (ex-VAT):

.com	£8.50
.co.uk	£18.00
Company formation	£16.99
TOTAL:	£43.49

That's a total of £52.19 inclusive of the new 20% VAT rate - the equivalent of a couple of months' mobile phone costs, or less than a tank of petrol.

Alternatives to a Limited Company

You don't have to have a Limited Company; there are other options. One that will appeal to group consultancies, and the likes of solicitors and accountants, is the Limited Liability Partnership, or LLP. This is a kind of half-way house between a conventional Partnership and a Limited Company. Unlike a traditional Partnership, where its membership is written into its Articles, the LLP is an independent legal entity. Partners can enter and join without major upset. Whilst each partner is responsible for their own actions, and jointly liable for the LLP's, they are not responsible for each other's.

An LLP can reduce paperwork, compared with a Limited Company. LLP registration can be a lot more expensive than a Limited Company's, though: ex-VAT prices vary from £94 to £150 or more. I find this strange, as Companies House charges only £15 (or £30 for same-day service). If you are thinking of forming an LLP, I'd suggest doing so directly with Companies House, and sourcing a standard Partnership Agreement (optional, but advisable) separately.

Banking

Now you've formed your company - from now on, I'll use that to mean either Limited Company or LLP - you need to consider banking.

If you're expecting to handle significant amounts of cash, or if you're going to need a direct relationship with a named account maanger, you should probably be looking towards branch-based banking. Branch accounts are generally a little more expensive to operate. Beware of non-optional "optional" extras: Barclay's, for example, likes new companes to rent accounting software from them, and it can be a bit difficult to persuade them that you want a basic account.

If you don't have those requirements, and you're happy to deal with centralised internet-based banking, I'd recommend Santander Business Banking (http://www.santander.co.uk/business/), currently operated under their recently acquired Abbey Business marque. Almost all transactions are free "forever", provided you don't exceed a substantial turnover level (£1 million at time of writing), and you can still pay in cash amounts (up to £3000 per month) free at Santander branches. They don't charge for cheque books or paying-in books, nor for cheques issued. For a small to medium sized business, that's a pretty good deal. The one warning I'd give is that they inherited Abbey's creaky computer systems. I think they're improving, though.

[Later note (2012-01-25): they didn't, and we sacked them in favour of HSBC Business Banking. In particular, we got very, very tired of Santander not being part of the BACS Faster Payments scheme, so that our payments to other UK banks were delayed by most of a working week, and any payments over a few hundred pounds having to be confirmed as non-fraudulent before they would be passed. That kind of fraud prevention may be fine for low-net-value personal accounts, but not for business accounts, where there's an established trading pattern, and transaction accounts are routinely in the thousands. There were other problems too, including more computer problems and outages at their end. HSBC offers small businesses an initial year of fee-free banking, and then a transition to a primarily online account that has no fees for normal operation, and this is now my recommendation.]

Your web site

So you've got your domains, and your company. Now, and finally, you need a shop front: a web site and corresponding letterhead. For these you need three groups of helpers here, and often you can find them all in one place. The really good news is that at Adeptium Consulting, we can provide all of these for you, and we're not as expensive as you might think, so don't panic! More about that at the end of the article.

The first helper is a designer. You've got a company name, and that's the starting point for creating a corporate image that fits it. Now, you may think, "Why do I, just a singleton consultant, need a corporate image?" Believe me, a good logo combined with a complementary colour scheme makes a great impact, whether it's on a letterhead or a web site. If you're handy with graphical design packages and/or fonts, you might even take this part of the work yourself, but if you do, do pleasse get opinions on your ideas from both strangers and potential customers.

The second and third groups are web site designers and web site hosting providers.

For the design, you'll need to work with a company that creates good, clean web sites that can be maintained and extended by someone who's not a computer guru. After all, you may want to be writing articles yourself when you get new contract wins, without having to pay someone else to do it. That's only the starting point, though.

You're going to need two sites - one that's "live", and one that's a private prototype area not accessible by the public, which parallels the live site. The objective is to make all your changes to the prototype site, never to the live site. Once your prototype site looks good, you've proof-checked it, and you are ready to roll it out to the live site, you need an easy and secure way to make that happen. Finally, the vital bit that many new business people forget - you need backup! Backups should happen regularly, and before each live rollout. Those backups should be sent securely to a server on a different network, so that if your web server fails completely, or a hacker wipes its disk, you can get up and running in minutes, not days or weeks.

Your hosting providers must be able to provide stable, reliable and scalable site hosting. If your business takes off, you want to be able to boost the hosting facilities to manage the increasing load, without visitors ever noticing. Your site designers should be able to work with your hosting providers to set up everything for you and document how to operate your site.

Epilogue

I wrote this blog article to help other business people and pass on some of the tips and tricks I've learnt, having formed quite a few companies, and set up many clients with web hosting, but I'm going to make no apology for a bit of promotion. After all, you got all this advice for free!

One of the companies I've formed, Adeptium Consulting Ltd., can help you with every stage of starting a new company - whether it's just setting up your web service, or the whole package from helping you find a company name, through registration, to sorting out your IT. We can even provide you a portfolio (that's to say, part-time and pay-as-you-go) Technical or IT Director who can be named on your Companies House register of Directors, to advise you on your technical needs, and help you present a much more attractive proposition to prospective customers or potential investors.

Finally, I'd like to make it clear that, with the exception of Adeptium, I have no beneficial interest in any of the companies I've recommended. That is to say: at the time of writing, I don't hold shares in any of them, I don't sell products or services to any of them, and I get no benefit from the recommendations. I have been a satisfied customer of products or services provided by them, and it's solely on that basis that I make the recommendations.

Musical finds, fiends, friends and enemas

Every now and again, I feel the urge to write something about musicians I've discovered or been pointed towards. This posting is sponsored by Spotify and the letter 'F'. Or not. Depending.

At this time of the year, the BBC publishes its list of musicians to watch for in the coming year. You'll find the current list on the Sound of 2011 mini-site. Usually, it's a pretty reliable selection of really decent talent. The 2010 list, for example, included Ellie Goulding, Marina and the Diamonds, The Drums and Owl City, all of whom were doing stuff that was fresh and good. (Marina's my favourite - she's intelligent, barking mad, and a damn good songwriter too. What more could you want?)

BBC's Sound of 2011 list is a bit of a disappointment.

The 2011 list, though, is a bit of a disappointment. I've watched all the videos, to spare you the indignity - and the only artist that got my attention was a grime MC who goes by the tag of Wretch 32. That's a pretty hefty indictment of the others, as hip-hop's not usually my bag, but this guy's good, and the production on Traktor was really slick. If his other tracks are as good, I'm getting the album. As for the other artists - sorry, but ... whatever. There was little else that wasn't derivative. Maybe I'll revisit the site in a while and have a second listen.

All of which means I have to do some actual research and find some names for you. Spotify's a great tool for finding artists you'd never heard of - just type a random word into the search box, listen to a few tracks and discover. Today, it's thrown up a strummer new to me: Paul Gilbert. Formerly of Mr. Big, and now with Racer X, he's a powerhouse guitarist who plays with accuracy and precision. For me, he's way ahead of Joe Satriani, whose work Gilbert's resembles. Much fuzzbox and overdrive, but the tunes aren't samey.

Something hip-hoppy, folky and ... Basque?

Fancy something hip-hoppy, folky, trance-y, techno-y and ... Basque? Look no further than Crystal Fighters. Mix Catalan instruments with Marina and an MC - and you've almost totally failed to grasp their range. Earlier in the year, they performed on Later with Jools: you can see the performances here.

More when I remember them.

I told you so!

Regular readers will remember that I dropped a hot little piece of tittle-tattle about a month-and-a-half ago. In this blog posting, I happened to mention: "Will we see Windows and Office for ARM? Well, here's a bit of gossip: keep your eyes open in the next twelve months."

And, lo, it came to pass.

Today, The Register published an article that blew the secret wide open.

So was it just speculation on my part? No. What I wasn't allowed to say in that November blog piece was that I'd got the information from an authoritative source within Microsoft. In fact, I'd been sitting on the coup for about two months because I wanted to leave enough time that the source in question couldn't be traced - and it still hasn't been.

The Register's earlier article mentioning the Microsoft/ARM pact shows how much they'd been misled - or misled themselves. El Reg had speculated that the ARM licensing was to do with the next generation of XBoxen. With the advances made in recent ARM architectures, that might yet come to pass, but the real deal was the one that no-one had dared suggest: Windows and Office on ARM.

Glad to be of service.

Musings and Microsofts

You know, some of my recent blog posts (here, here, and here, for example) probably make me look like a rabid Microsoft-hater.

But I'm not. Not any more.

Sure, I don't like their business methods, and never have. Their software products in general are heavily bloated and inexplicably resource-hungry. (MS SQL Server 2005 Express needs over 1.3GB of disk space! How can a SQL server possibly need that much disk space?) They produce a very small amount of genuinely innovative technology (Kinect), and a lot of mediocrity. They are constantly trying to shoot down Open Source, a battle they know they can never win.

There's a lot to like, or at least admire, about Microsoft

However - there's a lot to like, or at least admire, about MSFT. They have some very smart people indeed. I've worked alongside or for a number of them, in my career, and I can't think of one who didn't deserve respect. (Declaration of interest: MS tried to head-hunt me once. I took a rain check.) Microsoft are superbly good at owning and controlling a market - try to buy a PC without Windows from a major retailer, and you'll see what I mean. Their marketing is sometimes hilariously inept ("I'm a PC!" - what, you're beige inside and out? "Windows 7 - my idea!" Yeah? I bet you drive your Ferrari 430 everywhere in first gear), but it clearly works sufficiently well. Some of Microsoft's products are rather good: their keyboards and mice are largely bland, but solidly built and just keep working; their Visual Studio development environment is recognised as probably the best in the industry.

The thing is, we - all of us - need Microsoft. We need their products to set a certain performance and behaviour standard, so that its competition knows how far they have to extend to better them and distract the public eye. The haters need a bugbear they can fulminate against. The City folk need a bellwether for the health of the technology industries.

However much MSFT huffs and puffs, Open Source isn't going to blow down.

I used to hate Microsoft too, for stifling technological progress and competition, but I think their Big Bad Wolf has come up against the brick house at last, and it's called Open Source. However much MSFT huffs and puffs, that house isn't going to blow down. If it wants inside, Microsoft is going to have to put the teeth away, ask nicely, and try not to eat the occupants.

It used to be the case that big corporate and Governmental buyers would call in the Microsoft guy with the clipboard and the tick list, much as their predecessors did with IBM and their mainframe products. The adage always was, "You can't get sacked for buying [IBM, Microsoft]." But things have changed. After a ropey start, Open Source is now considered commercial-grade, enough to get the attention of the big buyers. For some time, we watched MS offer Government purchasers ludicrously low prices for Windows and MS Office licensing. You don't often see those stories now, and it's not clear why. I suspect it's because the buyers' attitudes have changed. Where once they would raise the spectre of Open Source, to force Microsoft to discount their pricing below cost, now they're just not interested in paying for MS products any more, so there's no point having the conversation.

I don't want Microsoft to fail: I want them to change their approach.

I don't want Microsoft to fail: I want them to change their approach. I can't see Windows or Office going Open Source, however much I might wish it, but I can envisage a Microsoft that is driven by its market, rather than vice-versa; a Microsoft that engages with open standards without a killer agenda; a Microsoft that collaborates, not competes. It sounds like a hippy agenda, but it's not. IBM switched to that model, and saved itself from destruction. Sun Microsystems tried, but it was too late, and didn't fit well with a business model dependent upon declining chip and system sales. I don't think MSFT can make that change with Steve Ballmer at the helm (although I hear he's handy at rearranging furniture), but I have my doubts that Ballmer will hold his tenure for much longer. Windows 7 has gone some way to recovering from the train wreck of Vista, but Open Source is hurting Microsoft, and the hurt's only going to get worse. Ballmer's combative style is looking more and more outdated in the face of the modern market.

Another thing I never thought I'd say: good luck, Microsoft.