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Software configuration management (SCM) systems have long been the Rodney Dangerfields (the American comedian "who gets no respect') of the tools market. Although not at the top of most checklists, virtually every development team with ongoing projects usually has some version control tool in place to keep developers from tripping over old code.
In most cases, the systems have been limited to workgroups numbering at most 20 – 30 developers. The tools are either primitive homegrown applications or databases, off-the-shelf products limited to 20-30 person workgroups, although a couple repository-based, enterprise-scale offerings, including of Merant's PVCS Dimensions or Rational's ClearCASE, have emerged. But in most cases, the tools have been taken for granted.
With today's release of Rational Suite 2001, the latest in a round of semi-annual rollouts by Rational, competition in the entry-level SCM (software configuration management) market has ratcheted up. In additional to other tools covering the AD life cycle, the new Rational Suite includes ClearCASE LT, a new low-end version of the company's existing SCM offering.
Offered as part of the suite or a la carte at $1500/seat, ClearCASE LT is roughly at price parity with PCVS Professional, the best-known workgroup-level tool—and is roughly half the cost of enterprise-level offerings. Rational's pitch is that, unlike other workgroup offerings, which also include the free, open-source CVS; Starbase, the web-oriented tool often embedded with Java frameworks; and Microsoft's Visual SourceSafe; ClearCASE LT is actually a miniature version of the full enterprise product. The implication is that migration paths should be easier. By comparison, to go from PCVS Professional to PVCS Enterprise requires an automated wizard that parses out data from the workgroup product's flat files into the federated database and source code repository structure of its enterprise equivalent.
For AD teams, the choice is not just around which tool provides upgrade paths, but what other goodies may come alongside it. For instance, while Rational offers unified change management, a component of Rational's unified process, Merant has begun offering standalone companion tools that track changes in packaged applications, beginning with Oracle Financials (it might eventually integrate them). Other common features high on AD team checklists are defect tracking, issue management, change management, and requirements management.
Thanks to e-business, AD teams are having to cope with more complex, highly intertwined applications that must be developed on increasingly short fuses. That's placed a premium on buying suites or best-of-breed solutions, rather than point tools. However, due to workflow variability and the shortcomings of today's repository technologies, no vendor yet offers a completely open, integrated solution spanning the entire AD life cycle, from designer to developer and tester. For that, we will probably have to wait for XML frameworks.
Nonetheless, the renewed attention to SCM points out that this is becoming one of the hottest contested portions of the AD tools space. That's ironic given that Rational's 1997 acquisition of PureAtria (the source of ClearCASE) was initially given such poor reviews by Wall Street.
The web application server business just got a bit more consolidated, with HP's acquisition of Bluestone Software, announced during Fall Internet World in New York. As websites begin adding industrial strength commerce and transaction processing the application server has become strategic linchpin. As J2EE standards mature, the application server itself is becoming commodity. There is little room left for niche middleware players. For too long, Bluestone has been the small software company with big technology.
Why have application servers so important to the web, and why have they become strategic application platforms for major e-business hardware and software vendors?
In short, the answer is scalability, availability, and reliability. When an ad appears on television or when B2B trading partners begin collaborating on their supply chains, web commerce sites cannot afford to slow down or fail. And lesson one for any e-business application designer is that, compared to internal applications, those that reach outside the enterprise cannot easily control or predict their user bases and transaction loads.
The logical approach to providing always-on capability is to start distributing databases and business logic on different machines, so capacity can quickly be added wherever and whenever it is needed. In e-commerce, it's hard to know when you're going to need another database or application machine. And, in so doing, industrial strength application and database management strategies grow necessary, because loads must be balanced and failover must be applied. While distributed architectures did not start with the web, the web has made them more mission-critical.
Because the web is inherently stateless, the housekeeping functions traditionally performed by the operating system must be performed by something else. Although the database could—and in many cases does—perform services such as persistence and object/relational mapping, the conventional wisdom in high-end web application design is to move that overhead to the application layer, because the database is already pretty busy. Enter the application server. With Oracle 9i, even the venerable database vendor has gotten the message, elevating the application server to the same prominence as its database.
With the emergence of J2EE (Java 2 Enterprise Edition), a framework has emerged that specifies transaction and related services, including object/relational mapping, database transaction persistence, component generation, web page generation, along with APIs to directory services, transaction management, messaging and database access. Today, J2EE is the dominant architecture for web applications that are serious about scalability.
That makes the application server an increasingly strategic buy. Ask most web teams about their short list, BEA WebLogic, IBM WebSphere, and iPlanet (formerly Netscape) Application Server generally make the first cut. Significantly, two of the three are legacy buys—IBM, because of the natural link with mainframe operations; iPlanet, because of its Netscape heritage; and BEA, because they were extremely aggressive in hopping on EJBs before everyone else. What's also interesting are the once-popular names that are no longer there: NetDynamics, which embraced Java, but not Java Beans, early, and HAHT, whose architecture was C++ based.
Today's second tier survivors are players that were willing to embrace the J2EE transition and eat their young. SilverStream, which like NetDynamics, embraced Java early, has recently migrated its architecture from proprietary Java components to J2EE; Iona and Gemstone, whose roots were in the ORB and object database fields, respectively, repositioning their technologies as building blocks of J2EE servers.
Last, but not least is Bluestone, which probably made the toughest transition of all. Like HAHT, it had its own proprietary development language (Sapphire), and it was largely C and C++ based. A couple versions ago, Bluestone bit the bullet and made a wholesale migration to a complete Java architecture, rather than take the path of least resistance by "protecting" its legacy base and making only cosmetic changes at the API level. Yes, it would provide migration tools to Sapphire customers, but no, it wouldn't continue the dated architecture.
It has made some smart technology bets, beginning with its early emphasis on load balancing and failover, which are now taken for granted in the space. Bluestone also hopped the XML bandwagon early, initially with a giveaway XML server product that it eventually incorporated into the core platform. Recently, Bluestone made a shrewd acquisition of Arjuna, a German software firm that developed the first Java-based transaction server, which provides a needed counterweight to BEA's trove of database-oriented middleware.
The dilemma remained: Bluestone generally got high marks for technology, was effective at getting its message out, but remained stuck in second-tier position in a product category which emerging standards were transforming into a commodity. In short, it faced the usual battle for niche software vendors: swallow quickly or get swallowed up.
Bluestone, which exhibited typical performance for the early stages of a public company, was beginning to show signs that it might finally enter the black. Annual revenues have doubled year over year through 1999, and three quarters in CY and FY 2000, they have already hit the 2x mark, at $28 million. But the company, which focuses on large accounts, has been heavily reliant on its top 10 customers, which last year accounted for over half the revenues. With Enterprise Java technology becoming commodity, it needs the critical mass to convince large accounts that it would be safe to buy Bluestone products.
As the last major software player without an application server strategy, HP Software Division's acquisition of Bluestone at first glance appears quite logical. HP has recently begun making waves to challenge Sun's dominance of the e-business space, courtesy of more powerful hardware, tighter relationships with Oracle, a new e-Services initiative, and a president—Carly Fiorina—who is striving to shake the company of its plodding, consensus-driven culture, with a more entrepreneurial focus that is more open to risk taking.
To the uninitiated observer, HP Software sounds like an oxymoron. The company's tagline, "Invent," harkens back to a history where clever engineers did neat things devising electronic instruments in the backs of their garages. The company has always had a strong product engineering bias. This author is currently working with one of the fruits of that culture: a 10-year old HP LaserJet II-P which continues to effortlessly turn out 4 pages of high-quality copy every minute, refusing to become obsolete.
But then again, the old AT&T had a similar reputation. Its products were built to last, and with Bell Labs it had state-of-the-art R&D. Chances are, if you took the company up on its offer to buy the phones that it used to rent, prior to the company's 1984 split-up, chances are the units would still be ringing. Yet, the technology business is littered with the corpses of engineering-driven companies that were tone deaf to marketing, with AT&T the poster child. The Baby Bells spun off from AT&T, which were left with lower margin businesses, have reinvented themselves, with many of them looking far more attractive to investors than Ma Bell herself. Yet, as this report was going to press, AT&T was trying to extricate itself from its latest missteps by once again breaking up the company into business units that might make smarter decisions.
When we look at HP Software, we think of OpenView, a product that invented SMTP network management market. And, in spite of HP's neglect, OpenView's Network Node manager has managed to remain the gold standard for network management, even as rivals like CA and BMC begin adding sexier neural network/genetic algorithm technologies to do forward prediction of network operations. This is the same OpenView that withstood the HP hardware company's embrace of CA's Unicenter two years ago as the preferred framework for HP-UX platforms.
Since then, HP has formed a software business unit around OpenView. Like IBM Software, HP is striving to form a real software business from a vast array of market-leading and obscure point products. With OpenView providing the pillar into enterprise computing, HP began enunciating its strategy for e-business. the other major pillar of the software: The e-Speak XML framework, and e-Process, for providing high-level tools for designing and managing e-business workflows.
e-Speak, a framework of XML-related, covers XML communications, and the management of XML transaction services. In other words, the concept is sufficiently broad yet vaguely defined that at this point it is difficult to tell whether it will compete with competing frameworks from players such as Microsoft. e-Process is more tangible, currently consisting of ChangeEngine, a tool for developing e-Business processes and workflows, and HP Service Delivery, a telecommunications solution which embeds the WebMethods Enterprise EAI engine.
Bluestone fills a key gap in HP's e-business solutions strategy. Previously, HP attempted to partner closely with BEA/WebLogic, but found itself in a position where it was in the passenger, not the driver seat, when it came to selling e-business solutions. HP realized that, to make its way to the table, it had to put skin the game.
For both HP and Bluestone, the acquisition didn't come out of the blue. Both have been gradually ramping up their relationship since they announced an interface between Bluestone's Total e-Business and HP's ChangeEngine earlier this year. And the possibilities of leveraging Bluestone's XML server capabilities could go far in helping HP flesh out its e-Services product framework.
The application server market provides good examples of what can go right—and wrong—from similar acquisitions. The track records of BEA and WebLogic; and Sun, Netscape, and NetDynamics, provide black and white examples.
Back to BEA, the company struggled cobbling along a middleware strategy during the client/server era against the wrath of Oracle. BEA's battle was uphill for other reasons as well. The TP monitor notion was both behind and ahead of its time, and it was an invisible technology that was marketed during a time when most enterprise IT organizations were preoccupied fighting the ERP wars.
For BEA, WebLogic itself came along at an especially auspicious time. With client-side Java reeling from performance and Microsoft-induced marketing problems, WebLogic was the first to get its arms around Enterprise Java Beans (EJBs). It would sell EJB appservers before EJBs were even a spec. WebLogic had compelling technology, but no feet on the street. BEA was looking for a hot product that would make the rest of its strategy make sense.
The result became, in effect, a reverse acquisition. BEA bought WebLogic, and although it kept its corporate name, the WebLogic product line surged front and center. BEA used its existing middleware products, such as Tuxedo, to lend more weight to WebLogic, and in so doing won the perception battle. WebLogic Enterprise may be a group of products, but in customer eyes, they often regard Tuxedo as WebLogic's back end. Today, WebLogic is the leading J2EE application server in market share.
On the other end, the Sun acquisitions, which are now part of the iPlanet family, have suffered more lukewarm fates. Netscape originally claimed the mindshare for large-scale application servers largely thanks to its companion webserver and browser product lines. NetDynamics was known as one of the earliest application servers that used Java. However, because both products predated J2EE and EJBs, their internals weren't Java-based. That in effect made them proprietary software products that just happened to use Java. The result was, when server-based Java standards emerged, neither could provide the degree of openness that was part of the Java promise.
When Sun bought NetDynamics, the company was one of the top players in the low-end appservers space. However, after it acquired NetDynamics, the company lost key personnel, and more importantly, market momentum, given Sun's lack of experience in marketing software. By the time that Sun acquired Netscape's application software business, spinning it off as iPlanet, it grew obvious that the NetDynamics' product line's days were numbered, given Sun's strategy to tackle higher-end accounts. IPlanet's execution, not its strategy, was flawed. It delayed in getting the message out to NetDynamics and Netscape customers, and in so doing, lost market share (in many cases, to BEA).
Since then, Sun has also folded Forte into iPlanet. Significantly, the management team that was responsible for Forte's revival in fortunes did not survive the acquisition. Today, iPlanet's software business continues to be run by the same management team responsible for the slow NetDynamics/Netscape consolidation. Significantly, the team lacks anyone experienced in the software business.
A major condition of acquisitions, especially those that look good on paper, is cultural fit. On one level, there shouldn't be a problem: both companies have traditionally been very engineering-driven. But in the e-business market, that is not necessarily an advantage.
Another concern is the general question that arises anytime a large company swallows a smaller one: Will the buyer stifle the speed and agility of the buyee. The concern is especially acute for HP, which acted in characteristic, consensus driven fashion while courting Bluestone. Obviously, acquisitions aren't casual matters, but once the deal is consummated, the newly joined parties must be braced to jump ahead at Internet speed.
From recent history, it appears obvious what must happen for HP's Bluestone acquisition to pay off: Steal a page from BEA and make it a reverse acquisition.
On this front, the early news is good: Bluestone will become the headquarters of HP Software's Middleware Division, with Bluestone president Kevin Kilroy taking over the unit. And, when it comes to e-business middleware, HP is almost a blank slate, with one obscure product and another that is still primarily high concept. Compared to other large recent acquisitions, Bluestone should have relatively few feet to step on. Lets hope it still has the feet to do the stepping. HP must hang onto Bluestone's development organization, which knows a thing or two about change.
The Middleware Group should call the shots when it comes to e-business platform product direction, sales, and marketing, rather than waiting for consensus. There are obvious synergies with OpenView, which can be used to manage the back end systems that feed web commerce. And it shouldn't shy away from rebranding: Who knows what ChangeEngine and HP Service Delivery really mean anyway? All e-business products should share a common branding—Bluestone Total e-Business and HP e-services and ChangeWhatever, alike. They need to mobilize all the feet on the street, from sales to service. The last part could be tricky, especially if HP's crazy obsession to spend $20 billion on PwC diverts badly needed resources.
And, as long as we're shaking things up, how about getting the web site up to date? Today, the web page containing the production description for HP Service Delivery lists Active Software's ActiveWorks as the integration engine. For the record, WebMethods acquired Active Software back in May, and subsequently renamed the product WebMethods Enterprise.
Systems management has traditionally been the domain of high-end corporate sales. A glance at BMC's own product description for PATROL sums it best. "PATROL for Enterprise Management provides the business process, enterprise-wide view of your environment. It provides a central point of control for all applications, computers, LANS, WAN and communications devices throughout the enterprise." These solutions are often overkill or unaffordable for SMEs.
Yet, the emergence of dot coms means that there are a lot of new, small companies with big company computing needs. And in most cases, they probably lack the DBAs or network managers to do it.
That's in large part the explanation behind the emergence of application service providers, for example. Yet, ASPs alone, only allow aspiring dot coms to export their problems, not necessarily solve them. Emerging dot coms and recently spun-off business units require products and solutions, not just services, to manage their computing requirements.
Software vendors like BMC need opportunities like this to distract from their post-Y2K blues. Like much of the enterprise software industry, 1999 and 2000 have been a tale of two cities. BMC, which grew at a 30% clip last year, just reported its third straight disappointing quarter this year. The September 30 figures showed revenue drops of 7% below the same quarter of last year, with per-share profits coming in at only half of Wall Street's expectations.
At Oracle OpenWorld, BMC announced the formation of a new business unit, Data One that will have over 300 professionals—including sales and marketing, product development, customer service, and consulting. The new unit's mission is to come out with simpler, cheaper, almost shrink-wrapped versions of BMC's PATROL (distributed systems management) products—like WebDBA, a $495/seat product released in the summer that allows DBAs to manage Oracle databases remotely through any HTML web browser.
Aside from WebDBA, DataOne does not yet have any specific products, nor has it firmed up product plans or timelines. So why announce now? According to Anthony Brown, director of marketing for DataOne, "This is a good time give our customers an understanding of where we're going with our technology," adding that the Oracle OpenWorld event just happened at the time that they were ready to go public.
The new DataOne business unit inherits roughly 30 PATROL products covering SQL development, database change management, performance tuning and optimization, maintenance optimization, backup and recovery, and business information management. With the exception of some front end beautification, these products are currently the same PATROL offerings aimed at Global 2000 organizations.
The long-term goal is to come out with integrated solutions aimed at companies scraping by with one or two inexperienced DBAs, who require easy to use solutions with liberal use of preconfigured templates. In most cases, WebDBA will serve as the front end to these new solution sets.
To accelerate products out the door, BMC has begun adopting larger-scale beta testing programs. A program associated with the initial WebDBA release attracted 100 custom,ers. BMC claims that over 2000 customers have volunteered for the next beta phases, aimed at adding new utilities to the WebDBA palette. Although DataOne has not yet announced product plans, BMC promises to begin offering incremental integration between WebDBA and some of these utilities as early as the next 60 days. Among the early targets, BMC will likely address change management first, followed by performance monitoring and maintenance optimization.
BMC's moves are not surprising. Given that existing enterprise markets have flattened, it has to figure out some way of penetrating smaller organizations that are largely virgin markets. The task is daunting; database management is full of arcane concepts such as disk defragmentation and tablespace reorganization that typically require years of experience to master. In fact, the need for simpler, preconfigured tools extends beyond small organizations, because even large enterprises are having hard times finding experienced DBAs in tight labor markets.
BMC's moves are hardly unique. On the database side, the recent Sun/Oracle/Veritas alliance to certify specific database/hardware configurations reflects a need that fast-growing enterprises need databases-to-go. In the ERP space, giants like SAP have introduced fast track ASAP programs, which feature liberal pre-configured templates. The difficulty of the task is reflected in the fact that ASPs have struggled to keep customers happy with plain vanilla configurations of enterprise software. Although, at a certain level, databases are more generic, in a distributed computing world, there are always bound to be variations in the way that functions or tables are deployed.
Although Sun et al have recently resisted expanding their database/hardware pre-certification programs, these efforts are the logical place for ventures like BMC's DataOne to gain traction.
Suppose they gave a war but nobody came? The Windows 2000's coming out party held just after Valentines Day in San Francisco came off almost as an afterthought. Although over 20,000 attendees were expected, actual turnout was barely a fraction of that. There were few if any vendor bashes that usually accompany breakout events. The headline was Michael Dell backtracking on his previous week's lukewarm comments on W2K, which triggered a run on Microsoft stock.
Like any Microsoft operating system, Windows 2000 has huge promise to fulfill. And if W2K ever delivers on the promises of scalability, reliability, Intellimirror desktop control, Active Directory, hot plug and play, and other features, that would do wonders for TCO. But getting there will be most of the "fun." Gartner Group's predictions that 25% of existing Windows applications having problems making the transition are probably conservative, as previous experience going from 16- to 32-bit Windows demonstrated.
Take the scalability issue. Dell says it's comfortable running its web site on clusters, while Data General, IBM and others believe that the high end will be best served by grander parallel architectures. Significantly, Compaq, which otherwise boasts a highly diverse line of platforms, was caught flatfooted having to have an answer for an environment—Windows 2000 Data Center edition—which doesn't yet exist. Although Compaq promises a new high-end architecture redolent of the old Thinking Machines design by 2001, it felt compelled to OEM 32-way machines from Unisys as a bridge strategy just in case W2K Data Center comes out before then.
No wonder W2K show turnout was so light. IT users are scared of the future, while the major PC platform vendors are sending mixed signals on where W2K will initially play strongest, when sales will outpace NT 4, and, in the long run, what's the most cost-effective way to scale. Better let the experts duke it out before committing real IT bucks.
Unlike Windows 95, 2000 promises real features that could generate TCO breakthroughs. But for now they're just promises.
It's become fashionable lately to deride business-to-consumer e commerce web ventures as victims of hype. The newfound caution about the growth of B2C is certainly warranted, given the near-term opportunities for business-to-business web commerce.
Although Gartner's recent prediction of trillions of dollars in B2B within the next 2-3 years smacks of the same hype that previously afflicted B2C, the prognosis that B2B has greater near-term potential remains sound. Businesses already have the right bandwidth connections, with competitive pressures forcing more and more of them to at least dip their feet in real on-line transactions.
But don't totally dismiss B2C. The issues are adjusting expectations—especially when it comes to creating new branding identities. Remember, the attraction of going on line is to add convenience and create value by allowing consumers to do more things with the business that they must transact. Although the emergence of new brands like Yahoo or Amazon make it tempting to predict that pure on-line plays will revolutionize consumer buying, recent history has shown that when familiar brands deliver real value and convenience, consumers will go back to the familiar every time. Remembering every new dot com in the long term will prove more effort than it's worth.
Therefore, while new, on-line pure plays like the First Internet Bank or E*Trade may draw the attention of the downtown media, the Citibanks of the world have golden opportunities to enhance their brand identities by adding new capabilities that allow consumers to have more control and visibility into their bank or investment accounts. We recently had the chance to visit yodlee.com, part of a new generation of on-line service providers whose products—in this case, consolidation of consumer financial statements—could provide exactly the type of service that can help click and mortar brands, like Wells Fargo Bank, make their services even more compelling. It may not be as exciting as inventing the next Yahoo, but in the long run, the flowering of the B2C market development will more likely be driven by new under-the-hood technology that reinforces the names we already know.
Several years ago, open source theorist Eric Raymond released a well-known essay extolling the virtues of open source, comparing traditional, vendor-lead proprietary software development—the "cathedral"—against the more populist open source model—the "bazaar." Raymond argued that, what looked on the surface to be a more chaotic approach to development—open source—was actually more efficient than its supposedly more orderly vendor-based proprietary counterpart.
Until now, the IT world could easily dismiss these arguments as leftovers of the 60s generation. Open source did have a sort of free love utopian air to it, with its ideals that anybody could make software as long as they contributed it to the communal good.
What IT manager that wants to keep his or her job could afford to take the notion of ownerless software seriously? When it's 3am, and your server blows up, the idea of a vendor's warm proprietary embrace sounds a lot more comforting, because at least, somebody takes responsibility for the code.
So why are household names like IBM, Intel, Compaq, and Dell making big noises about their Linux strategies? To be blunt: It's the reliability, stupid. An interesting survey conducted by IBM and Oracle found that 55% of all Linux resellers came out of the NT world, with another 18% coming out of the NetWare community.
Although Linux true believers still talk about clients, for now, it's the back end that's making waves. The experiences of Linux pioneers, who generally locked their servers away back room cabinets, rebooting them at most once or twice a year, is beginning to make real impressions on vendors pressed to deliver lower cost-of-ownership solutions. Not surprisingly, the idea sounds quite enticing to weary LAN administrators tired of constant fire fighting.
At the LinuxWorld conference, the announcement of the 2.4 kernel's timetable (maybe in the next 6 months), or the latest dot releases from the major distributors, was the least of the news. Instead, pay attention to the expanding array of 24 x 7 support programs from IBM, Compaq, and HP that are aimed at changing the misconception that nobody's responsible for open source software.
Maybe open source process encourages more frequent updates to the kernel. Maybe talk from the Linus Torvalds of the world about "the good fragmentation" that comes with Linux sounds overly chaotic to administrators worried about avoiding another crash from undocumented or unsupported code. But if you stick with a major Linux distributor and platform provider, you won't be worrying about which dot.dot release kernel is the absolute latest. Your updates will be controlled by the vendor's schedule. It will become, in effect, like choosing whether you want the latest SAP R/3 update or if you'll wait for the next major dot release. Maybe the bazaar won't seem so bizarre after all.
Those are certainly fighting words. Sun has enjoyed a nice five-year run thanks to two factors: Its smart acquisition of the "right" portion of Cray, giving it the E10000 Starfires, and its invention of Java, the de facto language of e-Business.
Sun is still doing quite nicely, thank you. Q2 results beat the Street by a penny, as order streams avoided Y2K slowdowns. By comparison, HP's Q4 was weak.
However, a few warning signs recently emerged. Sun's once-cozy relationship with Oracle has grown more arms-length, now that HP is threatening to become first among equals. HP also won a high-profile deal at Amazon, although it was debatable whether HP clinched the deal with faster clockspeeds or fatter financing.
HP has recently made some shrewd moves in the promising ASP space, especially with its $500 million investment in building SAP hosting centers with Qwest. By comparison, what did Sun do with its $500 million? It bought Forte. Question: Which $500 million investment will be more lucrative in the long run?
These events should serve as wake-up calls for Sun. While all good things eventually come to an end, Sun's e-Business ride still has plenty of upside ahead. But it shouldn't fool itself. Java may make Sun relevant to dot coms, but as more enterprises adopt dot com strategies, they will need ASPs to get them there—and that's where the bucks will be. HP is making the right noises and investments, but the jury is still out on whether it can execute in Internet time. That's never been Sun's problem, but going forward, it needs to cop some ASP wins to ensure that McNealy and Co. remain the dot in dot com.
The recent announcement that Bill Gates was giving up the day to day running of Microsoft was given more press attention than it deserved. There was nothing shocking about the succession. The handwriting has been on the wall since Gates first gave up the presidency last year. Although Gates is very much a technologist, Microsoft's success came under his watch, so he must have done something right in managing, selling, and marketing. As chairman, Gates, the technologist, will get to devote more attention to The Road Ahead.
The Ballmer succession will mark a needed change of tone for the company. As Gartner Group analyst Michael Gartenberg put it, Ballmer will give Microsoft more of a human face. At the Gartner Group Symposium last fall, just about the only newsworthy event was when Ballmer promised to take as action item an audience request to loosen licensing restrictions on customers sharing beta release results for BackOffice and Exchange. Although trivial in the overall scheme of things, the episode indicates a new tone for the software giant. Expect more humility from Redmond, a quality that will become necessary when Windows 2000 makes its play for data centers. When that happens, Microsoft customers will need better hand holding than Redmond has ever delivered before.


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Electricity, Gas, Oil
DESFA market test for North Macedonia gas pipeline link in March
DESFA to continue leading energy developments at home and abroad
DEPA discounts for consumers on a month-by-month basis
DESFA tender demise tempts gov't to rethink energy sales
Last week's end without a deal in Greece's long-running effort to sell a 66 stake of DESFA, the natural gas grid operator, has tempted government officials to reconsider the privatization plans offering stakes in the energy firms PPC (Public Power Corporation), ELPE (Hellenic Petroleum) and DEPA (Public Gas Corporation).
Party officials at leftist Syriza, the coalition's leader, have never really fully embraced the bailout-linked plans to privatize energy firms and would much prefer solutions retaining 51 percent stakes for the Greek State.
Since last week's demise of the DESFA sale attempt, government officials have focused their intentions on a relaunch that would offer a minority stake of the operator. The DESFA sale collapse is sure to delay the sales of DEPA (65%) and ELPE (35%).
The effort to privatize DEPA would previously require finalization of the sale of any stake in DESFA, currently a wholly owned DEPA subsidiary. This would allow the seller and any prospective DEPA buyers to know exactly what is being sold. The same goes for the Greek State's stake in ELPE, which, in turn, holds a 35 percent stake in DESFA. The state's share in ELPE would be expected to be placed for sale once the DEPA privatization has been completed.
The subsequent delays of the DEPA and ELPE sales, combined with a series of obstacles in the bailout's unfinished second review, have offered Greek officials time to reconsider the country's energy-sector privatization plans.
Questions concerning the national energy policy that needs to be pursued, the country's strategic direction, and how the Greek State could maintain control over networks and pivotal firms are some of the issues preoccupying the minds of Greek government officials.
Given the country's bailout requirements, the actualization of such thoughts cannot be taken for granted. Greek government officials know well that the country's creditors would not easily allow the already-endorsed privatizations program to be dismantled. The creditors have already voiced strong objections to any changes.
The creditors expect a total of 2.2 billion euros to be raised through Greece's privatizations agenda in 2018.
Whatever the outcome, the Greek government has certainly gained additional time for the DESFA sale and other energy-sector firms, which can be regarded as a success in itself. If the country is led to early elections in 2017, then the hot potato of an issue will need to handled by the next government.

redpajama_set_name: RedPajamaCommonCrawl


The article tests a couple of hypotheses relating to markets where demand is not taken as a given, but subject to sophisticated and encompassing price-building strategies. The study uses a data set that provides quoted dealer prices for medium-sized works of 100 leading visual artists from 1970 to 2004. These data are compared with auction price results for works by the same artists. The study reports significant discrepancies with respect to the relationship between the age of artists and prices paid for their works in the two markets, and with respect to general price developments in the two markets as measured by indices.
The authors would like to thank Ariane Berthoin Antal, Bernd Frick, Felix Oberholzer-Gee, and two anonymous referees for their comments and remarks.


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NWC Defends SEC Whistleblower Program Amid Growing Attack On Commission Chair
Washington, D.C. June 15, 2015. In a letter sent today to President Obama, the National Whistleblower Center responded to a growing attack on the Chair of the Securities Exchange Commission. The National Whistleblower Center strongly praised the new SEC whistleblower program and warned that efforts to ensure corporate transparency and accountability would be stifled if the President removed Chair White from her position.
The letter pointed out the important SEC ruling outlawing restrictive corporate nondisclosure agreements as an example of the important whistleblower protection rulings made by the Commission under its current Chair.
National Whistleblower Center Executive Director Stephen M. Kohn wrote:
"To suggest at this critical time the removal of the Chair of the SEC, who had the foresight and courage to take on outrageous corporate practices and to support whistleblowers, in light of the apathy and inaction of other agencies, would be a blow to transparency, and a grave set back to the government's ability to fight financial corruption and effectively use insider information to hold corporate wrongdoers accountable."
The National Whistleblower Center played a major role in ensuring that Dodd-Frank Act contained provisions protecting employees from retaliation and that the SEC's whistleblower reward program was effectively implemented by the Commission. Today's letter was sent to ensure that the progress made by the Commission bolstering its whistleblower program would not be undermined by efforts to have Chair White fired.
National Whistleblower Center's June 15, 2015 letter to President Obama
National Whistleblower Center's Dodd-Frank Act Resources


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The Swan Princess: A Royal Myztery
Find out where to watch The Swan Princess: A Royal Myztery tonight at the Canadian Streaming Guide
► Watch on CTV
When the letter Z appears as a mark on the palace's residents, Princess Odette, Scully, and friends work together to investigate.
Genre - Adventure/Fantasy/Animated/Children
Stars Nina Herzog, Yuri Lowenthal, Jennifer Miller, Joseph Medrano, David Lodge, Jayden Isabel, Grant Durazzo, Tobias Booker
More shows at the Canadian TV Listings Guide..
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Canadian Streaming Guide
Disney Plus Canada


iGenics Review – Does iGenics Really Work? Find out in this iGenics Review!
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Suspect in Deadly BART Stabbing of Nia Wilson Pleads Not Guilty by Reason of Insanity
By Bay City News	• Published November 22, 2019 • Updated on November 22, 2019 at 2:17 pm
A transient man pleaded not guilty by reason of insanity on Friday to a murder charge for the fatal stabbing of 18-year-old Nia Wilson at the MacArthur BART station in Oakland last year.
Acting against the advice of his attorney, John Lee Cowell, 29, also asked for a speedy trial, so Alameda County Superior Court Judge Kevin Murphy set a Jan. 6 trial date for him.
Cowell is charged with murder and attempted murder for allegedly stabbing Wilson and her sister, 26-year-old Letifah Wilson, on the platform at the MacArthur station at 9:36 p.m. on July 22, 2018.
Cowell also is charged with a special circumstance allegation that he killed Wilson while lying in wait, a charge that could have resulted in the death penalty if he's convicted in a criminal trial.
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However, prosecutors said in August that they won't seek the death penalty against Cowell and instead will focus on convicting him and having him sentenced to life in prison without the possibility of parole.
Superior Court Judge James Cramer suspended the criminal proceedings against Cowell last Dec. 27, saying there was "substantial evidence" that he's mentally incompetent to stand trial.
But at a hearing on July 17 Cramer reinstated the criminal proceedings against Cowell, based in part on a recent doctor's report that found that Cowell is now competent to stand trial.
At Friday's hearing Judge Murphy denied a defense motion to dismiss the charges against Cowell.
In addition, because Cowell pleaded not guilty by reason of insanity, Murphy will appoint two doctors to evaluate his current mental state.
Copyright B
OaklandBay City NewsAttorneyAlameda County Superior CourtSuperior Court


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Food Additives That May Make Our Gut Leaky
Written By Michael Greger M.D. FACLM • September 20, 2016
Last updated: February 25, 2022 • 4 min read
Image Credit: Graphic Stock. This image has been modified.
Crohn's disease is an autoimmune disorder that affects more than a million Americans. It is an inflammatory bowel disease in which the body attacks the intestines. There is currently no known cure for Crohn's disease; current research focuses on controlling symptoms. There is no definitive medical or surgical therapy. The best we have is a plant-based diet, which has afforded the best relapse prevention to date.
Researchers got the idea to try a plant-based diet because diets rich in animal protein and animal fat have been found to cause a decrease in beneficial bacteria in the intestine. So, researchers designed a semi-vegetarian diet to counter that, and 100 percent of subjects stayed in remission the first year and 92 percent the second year. These results are far better than those obtained by current drugs, including new "biological agents" that can cost $40,000 a year, and can cause progressive multifocal leukoencephalopathy, a disabling and deadly brain disease. And a healthier diet appears to work better.
But what about preventing Crohn's disease in the first place? A systematic review of the scientific literature on dietary intake and the risk of developing inflammatory bowel disease found that a high intake of fats and meat was associated with an increased risk of Crohn's disease as well as ulcerative colitis, whereas high fiber and fruit intakes were associated with decreased risk of Crohn's.
These results were supported more recently by the Harvard Nurse's Health Study. Data revealed that long-term intake of dietary fiber, particularly from fruit, was associated with lower risk of Crohn's disease. Women who fell into the highest long-term fiber consumption group had a 40 percent reduced risk, leading the accompanying editorial to conclude, "advocating for a high-fiber diet may ultimately reduce the incidence of Crohn's disease."
The irony is that the highest fiber group wasn't even eating the official recommended daily minimum of fiber intake. Apparently, even just being less fiber deficient has a wide range of benefits, including a significant reduction in the risk of developing Crohn's disease, but why? The authors suggest it's because "fiber plays a vital role in the maintenance of our intestinal barrier function."
Our skin keeps the outside world outside, and so does the lining of our gut, but in Crohn's disease, this barrier function is impaired. You can see this under an electron microscope as shown in my video Preventing Crohn's Disease With Diet. The tight junctions between the intestinal cells have all sorts of little holes and breaks. The thought is that the increased prevalence of inflammatory bowel diseases may be due to dietary changes which lead to the breakdown of our intestinal barrier, potentially allowing the penetration of bacteria into our gut wall, which our body then attacks, triggering the inflammation.
We know fiber acts as a prebiotic in our colon (large intestine), feeding our good bacteria, but what does fiber do in our small intestine where Crohn's often starts? We didn't know, until a landmark study was published. Researchers wanted to find out what could stop Crohn's associated invasive bacteria from tunneling into the gut wall. They found the invasion is inhibited by the presence of certain soluble plant fibers, such as from plantains and broccoli at the kinds of concentrations one might expect after eating them. They wondered if that may explain why plantain-loving populations have lower levels of inflammatory bowel disease. But, the researchers also found that there was something in processed foods that facilitated the invasion of the bacteria. Polysorbate 80 was one of them, found predominantly in ice cream, but also found in Crisco, Cool Whip, condiments, cottage cheese—you just have to read the labels.
What about maltodextrin, which is found in artificial sweeteners like Splenda, snack foods, salad dressings, and fiber supplements? Maltodextrin markedly enhanced the ability of the bacteria to glob onto our intestinal cells, though other additives, carboxy-methyl cellulose and xanthan gum appeared to have no adverse effects.
This may all help solve the mystery of the increasing prevalence of Crohn's disease in developed nations, where we're eating less fiber-containing whole plant foods and more processed foods. What we need now are interventional studies to see if boosting fiber intake and avoiding these food additives can be effective in preventing and treating Crohn's disease. But until then, what do we tell people? The available evidence points to a diet low in animal fat, with lots of soluble fiber containing plant foods, and avoiding processed fatty foods that contain these emulsifiers. We also want to make sure we're not ingesting traces of dishwashing detergent, which could have the same effect; so, make sure to rinse your dishes well. Researchers found that some people wash dishes and then just leave them to dry without rinsing, which is probably not a good idea. We don't currently have studies that show that avoiding polysorbate 80 and rinsing dishes well actually helps. Nevertheless, advice based on 'best available evidence' is better than no advice at all.
Here's a video about using a more plant-based diet to reduce the risk of relapses: Dietary Treatment of Crohn's Disease.
I get a lot of questions about additives like polysorbate 80. I'm glad I was finally able to do a blog about it. Here are some videos on some others:
Is Carrageenan Safe?
Titanium Dioxide and Inflammatory Bowel Disease
Aspartame and the Brain
If you, like me, used to think all fiber was good for was helping with bowel regularity you'll be amazed! See for example, Dr. Burkitt's F-Word Diet.
Michael Greger, M.D.
PS: If you haven't yet, you can subscribe to my free videos here and watch my live, year-in-review presentations—2013: Uprooting the Leading Causes of Death, More Than an Apple a Day, 2014: From Table to Able: Combating Disabling Diseases with Food, 2015: Food as Medicine: Preventing and Treating the Most Dreaded Diseases with Diet, and my latest, 2016: How Not To Die: The Role of Diet in Preventing, Arresting, and Reversing Our Top 15 Killers.
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Michael Greger M.D. FACLM
A founding member and Fellow of the American College of Lifestyle Medicine, Michael Greger, MD, is a physician, New York Times bestselling author, and internationally recognized speaker on nutrition. Dr. Greger has lectured at the Conference on World Affairs, testified before Congress, and was invited as an expert witness in the defense of Oprah Winfrey in the infamous "meat defamation" trial.
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Home / Game News / Titans, and Witches, and Bears! Oh My!
Titans, and Witches, and Bears! Oh My!
Posted on Wednesday, Mar 18 2015 11:00AM Wednesday, Jul 13 2016 5:43PM
Game News, Press
2015 products, Bears! Trail Mix'd, GAMA Trade Show, game news, new games, product announcement, The Dark Titan, The Village Crone
This week we're at the Game Manufacturers Association (GAMA) Trade Show in Las Vegas. We're really excited to take this opportunity to officially announce our 2015 product releases!
We have three new products scheduled to hit store shelves this year.
Our first release this year is The Dark Titan, the second expansion to our popular cooperative game Castle Panic. The Dark Titan features new Monsters, new cards, and new support tokens. The main threat is Agranok, the Dark Titan who has escaped exile and returned to exact his revenge on your Castle. The Dark Titan requires Castle Panic (2009) to play and takes approximately 1 hour. The game supports 1 to 6 players, ages 12 and up, and retails for $14.95. It is also compatible with The Wizard's Tower (2011) for an even greater challenge. The Dark Titan releases April 1 and is currently available for pre-order.
Keep calm and roll on this summer when our fast and furious dice game Bears! (2011) gets its own expansion. Bears!: Trail Mix'd gives you 6 new rules for the original game to really mix things up. This expansion features a die that is rolled before each round, changing up the rules that affect pairing and scoring for even more versatility and unexpected results. It accommodates 2 or more players, is recommended for ages 7 and up, and retails for $4.95. Bears!: Trail Mix'd is available in June 2015.
This autumn you'll fall under the spell of our brand new game, The Village Crone. Immerse yourself in the medieval village of Wickersby as you vie with other witches for the venerable title of Village Crone. Worker placement and resource management are key as you use your familiars to gather ingredients and cast spells on the villagers to achieve goals and score victory points. The Village Crone features a modular game board for a new experience every time. It retails for $49.95, accommodates up to 6 players, ages 13 and up, and features a solo play option as well.
We hope you're as excited about these titles as we are. We'll be updating the product information pages as we get closer to release dates for each. Stay tuned for more gameplay information, including component images, unboxing and how to play videos, and more!
Share our Press Release and tell us which game you are most excited about in the comments.
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2 thoughts on "Titans, and Witches, and Bears! Oh My!"
Mark Allan Reynolds
Saturday, Mar 28 2015 11:53AM
Do you think we'll be seeing previews of The Village Crone at GenCon this year? Really excited to see the game!!
mjmccardel
Monday, Mar 30 2015 9:51AM
Hi, Mark! There is a very good chance of a preview of The Village Crone at GenCon this year. We're very excited about it as well.


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President Bush Unveils Education Plan
Aired January 23, 2001 - 1:09 p.m. ET
NATALIE ALLEN, CNN ANCHOR: We want to, again, take you to the East Room, where we expect to see President Bush at any moment. He is just being introduced. So here he comes. He is with his education secretary, Rod Paige, the former school superintendent from Houston.
ROD PAIGE, EDUCATION SECRETARY: Good afternoon. It's an honor and privilege as well for me to be here at this important period in time. I've known President Bush for many years and have had the opportunity to work with him in Texas where he distinguished himself by his commitment to quality education in public schools. He got results in Texas as governor, and he'll get results across America as president.
Today, he takes the first step towards becoming the education president by proposing to the Congress a strong program to improve America's schools. As you will see, the program is based upon the sound principles of high standards, accountability and measurements for which he's always stood.
President Bush confirms that education is his priority as president -- first in time and first in importance. I'm humbled to introduce him and to pledge to work day and night to help get the results the president and America expects.
Mr. President?
GEORGE W. BUSH, PRESIDENT OF THE UNITED STATES: Thank you. Thank you, Mr. Secretary. Appreciate you being here.
PAIGE: Thank you.
BUSH: And it's good to see a former secretary of education here.
Lamar, thank you very much for coming. Surrounded by two fine Texans, I might add.
You are in good position. I was going to say a rose between two thorns, but Diane, not the least -- she is not a thorn. She's a fabulous educator in the great state of Texas. Miller, on the other hand... (LAUGHTER)
At any rate, I'm glad you all are here. It's good to see so many faces of friends. Welcome you to our new temporary abode.
This is an important moment for my administration because I spent such a long amount of time campaigning on education reform. That's been the hallmark of my time as governor of Texas. My focus will be on making sure every child is educated, as the president of the United States, as well.
Both parties have been talking about education reform for quite a while. It's time to come together to get it done, so that we can truthfully say in America: No child will be left behind, not one single child.
We share a moment of exceptional promise: a new administration, a newly sworn in Congress. And we have a chance to think anew and act anew. All of us are impatient with the old lines of division. All of us want a different attitude here in the nation's capital. All in this room, as well as across the country, know things must change.
We must confront the scandal of illiteracy in America, seen most clearly in high-poverty schools where nearly 70 percent of fourth- graders are unable to read at a basic level.
We must address the low standing of American test scores amongst industrialized nations in math and science, the very subjects most likely to affect our future competitiveness. We must focus the spending of federal tax dollars on things that work. Too often, we have spent without regard for results, without judging success or failure from year to year.
We must face up to the plague of school violence. With an average of 3 million crimes committed against students and teachers inside public schools every year, that's unacceptable in our country.
Change will not come by adding a few new federal programs to the old. If we work only at the edges, our influence will be confined to the margins. We need real reform.
Change will not come by disdaining or dismantling the federal role of education. I believe strongly in local control of schools. I trust local folks to chart the path to excellence. But educational excellence for all is a national issue and at this moment is a presidential priority. I've seen how real education reform can lift up scores and schools and effectively change lives.
And real education reform reflects four basic commitments: First, children must be tested every year in reading and math, every single year. Not just in the third grade or the eighth grade, but in the third, fourth, fifth, sixth and seventh and eighth grade. I oppose a national test, one designed here in Washington, D.C., because I know it would undermine local control of schools and undermine state curricula. But states should test each student each year. Without yearly testing, we don't know who is falling behind and who needs help. Without yearly testing, too often we don't find failure until it is too late to fix.
Consider what some parents face under the current system in some states. The child may pass the third grade reading test. He or she gets in the eighth grade and, lo and behold, fails the eighth grade test. And the parent says, "Who do I hold accountable? What happened? My child was successful in the third and here he or she is in the eighth. What went wrong? How come? Where did the system let me down?" Too much precious time has lapsed in this case for us to achieve what we want: every child being able to learn.
Testing every child every year is the way to stop the cycle. We must care enough to ask how our children are doing. We must have the data to know how poor and minority children are doing, to see if we are closing the achievement gap in America.
Annual measurement is a special concern of mine. I understand it's crucial. It's a crucial part of a solid reform package. But the good news is, I'm not alone.
Take for example Congressman George Miller from California. Some might think it odd that a Republican president would be mentioning a Democrat member of the House, but he and I have had discussions already.
He understands the importance of strong accountability. And we're going to work together to make sure that it's an integral part of a reform package coming through the House and Senate.
Secondly, the agents of reform must be schools and school districts, not bureaucracy. Teachers and principals, local and state leaders, must have the responsibility to succeed and the flexibility to innovate. One size does not fit all when it comes to educating the children in America. School districts, school officials, educational entrepreneurs should not be hindered by excessive rules and red tape and regulation.
The principle here is a basic one: If local schools do not have the freedom to change, they cannot be held accountable for failing to change.
Authority and accountability must be aligned at the local level or schools will have a convenient excuse for failure: I would have done it this way, but some central office or Washington, D.C., caused me to do it another way.
Flexibility in education spending is a special concern of members of both parties with whom I discussed.
Today, I had a good meeting with the chairman of the Education Committee in the House, John Boehner. I know he shares my passion for flexibility at the local level, as do people like Senator Judd Gregg or Tim Hutchinson. Third, many of our schools, particularly low-income schools, will need help in the transition to higher standards. When a state sets standards, we must help schools achieve those standards. We must measure. We must know. And if a school or school district falls short, we must understand that help should be applied.
Senator Jeff Bingaman of New Mexico brought this up to our attention, about the need to make sure there's a transition period between the moment of consequence and the first indication of failure.
Once failing schools are identified, we will help them improve. We will help them help themselves.
Our goal is to improve public education. We want success. And when schools are willing to accept the reality that the accountability system points out, and are willing to change, we'll help them.
Fourth, American children must not be left in persistently dangerous or failing schools. When schools do not teach and will not change, parents and students must have other meaningful options. And when children and teenagers go to school afraid of being threatened or attacked or worse, our society must make it clear it's the ultimate betrayal of adult responsibility.
Parents and children who have only bad options must eventually get good options if we're to succeed all across the country.
There are differences of opinions about what those options should be. I made my opinion very clear in the course of the campaign. I'm going to take my opinion to the Hill and let folks debate it.
Today I was pleased to see that Senator Joe Lieberman brought up his plan that includes different options for parents. It's a great place to begin. He and I understand that an accountability system must have a consequence, otherwise it's not much of an accountability system.
These four principles are the guides to our education reform package. Yet today I'm offering more than principles. I'm sending a series of specific proposals to the United States Congress, my own blueprint for reform.
I want to begin our discussion in detail with the members of the House and the Senate, because I know we need to act by this summer so that the people at the local level can take our initiatives and plan for the school year beginning next fall.
I'm going to listen to suggestions from folks. If somebody's got a better idea, I hope they bring it forward, because the secretary and I will listen.
We've got one thing in mind: an education system that's responsive to the children, an education system that educates every child, an education system that I'm confident can exist, one that's based upon sound fundamental curriculum, one that starts teaching children to read early in life, one that focuses on systems that do work, one that heralds our teachers and makes sure they've got the necessary tools to teach, but one that says every child can learn.
In this great land called America, no child will be left behind.
It's an honor to be here. So thrilled you all came. God bless.
ALLEN: In the East Room, his first East Room appearance and the first legislation he is sending to Congress. He said, it's an important moment for his administration. He called it a presidential priority. He pointed out that in America's poorer schools, 70 percent of fourth graders are unable to read at the level they should be able to read at.
He said, let's focus on the spending of tax dollars on things that work. We need real reform.
He made four points: children must be nationally tested every year 3rd through 8th grade; that local school leaders need control over their schools and make their own decisions; that the federal government should help schools achieve high standard and have a transition period; and he talked about when schools fail three years in a row giving parents of those students in those schools, the money, federal money, to attend other schools, perhaps private school.
He mentioned Joe Lieberman who, as we mentioned, proposed a Democratic plan for improving education, which he said was similar. He looked forward to working with the opposing side, the Democrats, on trying to forge a solution.
We want to remind you Joe Lieberman will be on "WOLF BLITZER REPORTS" tonight at 8:00 p.m. Eastern.
Now, of these vouchers, supporter argue they would give parents more options and put pressure on public schools to improve. Critics, led by teachers union and their backers in Congress, counter that vouchers would siphon off much needed funds from the cash-strapped public school system, while benefiting only a small portion of the student population.


What a chapter! And of course Zeke cares about Casey, more than he knows at the moment. As he said - Casey is just him, honestly true to himself. No lies. Just the truth. Zeke isn't used to handle it that's why he want it to stop. He's in danger and he knows it! I'm very curious how this will be going, how far they will go.
Thank you for reading and your nice comment.


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A marksman living in exile is coaxed back into action after learning of a plot to kill the president. Ultimately double-crossed and framed for the attempt, he goes on the run to track the real killer and find out who exactly set him up, and why??
Shooter is the most beautiful movies of year 2007 Shooter is by far the best online movie production I've ever seen. If a movie can manage me to stay hooked on the whole movie online, that's fucking impressive.
No movie ever has filled me with so much strange energy and gotten me so immersed in it. I did not know anything about this movie before, I did not even see a trailer, but I enjoyed it very much in the first place. Shooter stand up to the test of time.
…Damn, I need to watch these movie online again. It was so good! I haven't found this full movie anywhere else so I uploaded it here on YesMovies, now you can see this movie online for free.
Director: Antoine Fuqua
Actors: Danny Glover, Elias Koteas, Jonathan Walker, Kate Mara, Louis Ferreira, Mark Wahlberg, Michael Peña, Rade Šerbedžija, Rhona Mitra, Tate Donovan
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7.3 Must nations that pose a military threat be invaded to protect lives?
7.4 Is the United States justified in preventing other countries from having nuclear weapons when it has its own?
The United States has by far the world's strongest military. The list of countries that pose a serious military threat, which one might try to distinguish from a terrorist threat, is small. It's arguable, in fact, that there is not a single country that poses a serious military threat to the United States that does not already posses nuclear weapons. However, the resolution does not say that the country must pose a threat to the U.S.; It simply says, "Nations that pose a military threat." However, using the assumption that the resolution refers to military threats to the United States, One could argue that Iran is currently posing a military threat to American forces in Iraq (see the December 2007 NFL Public Forum Debate Topic), but few Americans go to sleep at night fearing an imminent attack by Iran on the United States homeland.
Indeed, the United States has never gone to war against a country that possesses nuclear weapons, and has in the nuclear age only invaded or attacked countries that do not possess nuclear weapons. This is likely a fact not lost on countries, like North Korea, who recognized that their conventional forces would be no match for the United States'.
Justice is the obvious value, because it is stated in the resolution and is clearly what must be achieved.
The best way for the negative to establish fair burdens in this debate is likely to start by pressing the affirmative on the two extremes of this topic. Clearly, the affirmative is not going to accept the burden of proving that any and all use of military force to prevent a nation from acquiring nuclear weapons is just. The problem the affirmative has in this topic is the vagaries of the phrase "pose a military threat." The negative should insist that recognizing the United States as having a right to use its military against a country that could be said to pose a military threat to the United States is to put too much power in the hands of the United States government.
The harms possession of nuclear weapons pose are speculative at best; it is the actual use of nuclear armaments that is the problem. Indeed, no two countries both possessing nuclear weapons have ever gone to war with one another.
It is unjust for countries to try to obtain nuclear weapons because of the harm that nuclear weapons are capable of. The United States' nuclear weapons program has lead other countries, like Iran and North Korea to try to develop their own nuclear weapons. Would North Korea and Iran be seeking nuclear weapons if no other countries had them? Having countries like Iran and North Korea develop nuclear weapons could have catastrophic results.
Must nations that pose a military threat be invaded to protect lives?
Nuclear weapons kill many people and destroy the lives of others. The United States has a moral obligation to prevent any other country from attaining nuclear weapons.
Is the United States justified in preventing other countries from having nuclear weapons when it has its own?
The United States has strict measures to ensure that it only uses nuclear weapons when absolutely necessary.
The United States is not justified in doing so. The United States could theoretically kill many more people with its weapons than any other country, and certainly has the ability to attain more, so in affirming this resolution, one would be saying that the United States should use military force against itself, which would be a civil war, and would result in lost lives.