Will you read this on an e-reader?

10 05 2012

IMG_1188_610x458I have wondered lately if I should buy myself an e-book reader. With the recent burst of the market offer, the good news is competition has a positive impact on prices and features. Besides, seeing all these folks in the train e-reading while I am still paperbound makes me feel a little obsolete.

I am a compulsive reader. Not as much as Tirzah Price… but still. As we are now approaching summer time, we are truly bombarded with ads on e-readers, promoting “more books for less weight”, and I start to think that it could be a good idea especially when travelling overseas. On the positive side, it is true, you have access to dozens, hundreds of books. OK, fine. Am I to read all of these ? I can also go to the library store. Generally a book I buy is about 500 to 1000 pages. So buying one means I will probably spend a few days to read it. Access to all these books has only one purpose: making sure I change myself from a compulsive reader into a compulsive buyer. No-go. What typical book has less pages and more issues? Can I read comics on these readers? Well in general they are black and white, so that wouldn’t work. Besides, I figured out one thing reading all the good articles below. Forget about weight, about available titles. When paying a visit to a friend or a colleague, one of the first things I am looking at is the pesonal library. “Show me what you read, I will know who you are.”

Related Articles

  • U.S. Warns Apple, Publishers at The Wall Street Journal
  • Amazon’s Kindle Fire Tablet vs. the Competition: Spec Showdown  at PCWorld
  • Retail Tablet Wars: Target to Expel Amazon’s Kindles from Store Shelves at PCWorld
  • Kindle vs. Nook vs. iPad: Which e-book reader should you buy? at cnet.com
  • The Death of Paperbound Books? by Shannon Dyck at The Mark
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Red Hat EMEA Partner Summit

25 05 2011

The fourth annual Red Hat & JBoss EMEA Partner Summit took  place in Dublin, Ireland from 5th to 8th June 2011. HP was Gold sponsor of the event and presented RISC to HP ProLiant/Xeon/RHEL migrations, detailing a customer reference in a KVM Virtualization Data Center context. My colleague Bruno Cornec has blogged on this.

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Edit: EMEA Red Hat Partner Summit 2011 in Dublin travel report available in multiple entries at Bruno’s blog:





No RISC more FUN… get rid of legacy IT!

25 05 2011

1295700707040It’s been more than 2 years now that I’ve been working on migration projects with customers willing to modernize their IT and keen to replace legacy, costly, outperformed systems.

Besides the usual reasons given for IT and services upgrades(appearance of social medias, new business models, new devices…), there are clear drivers for migrating and companies which are limiting themselves to a mere Unix strategy need to understand that there are issues on the horizon. Aging RISC infrastructure with leases expiration leading to short term refresh or renewal, important CAPEX (Capital Expenditure) requirinq longer amortization, high consumption costs (power, data center space, cooling), knowledge reduction inside and outside the company (people just don’t want to work on old technologies!) and an increased dependency on 3rd Party Prodcuts (3PP) are the most obvious challenges.

The aging RISC infrastructure and the infamous vendor lock-in situation is by far the main driver. Looking at a sample on Oracle/Sun’s strategy, there is no product roadmap for SPARC processors and the SPARC-based server portfolio split between CMT/SPARC and Fujitsu MSeries is unclear – the least to say, even with the newly introduced T3. The OpenSolaris project was shut down by Oracle and replaced by Solaris 11 Express. Oracle runs numerous license changes and the confusion affects IT consolidation strategies. In the end, the monolithic, all-inclusive hardware/software offering creates a new risk for the end customer.

So options are to change now or later, but the necessity to change is not questionable nor it is questioned. However and even when the decision to modernize is taken, there are still migration roadblocks to overcome. Predictable blocking points generally include the complacency of (large) organizations or the resistance to change when the latter is considered a technological jump / a disruptive change. The traditional challenges in such a change are to maintain functionality, to optimize performances while reducing TCO, leveraging in-house engineering expertise, facilitating change management and streamlining development operations.

… it is all about taking smart risks when the stakes are high.

Related Information





No Waste No Run…

29 11 2010

DSC01434Last weekend I went to my favorite sports shop. I must say I was pretty proud, finding myself in buying running clothes (pants and shirts). Point is they had a 30% discount if you buy both pieces at the same time instead of just having one. So I spent like 65€ because I did not want to spend more than 40€ per item. But anyway, I was happy with it, so sure I had a good deal.  Picked up new socks as well, went to the cashier. Back home I started to cut all various parts that are useless or must be gone to avoid beeping at the first next alarm checkpoint. After I was done, I had a stack of 20 to 25 pieces of paper, anti-theft system, info coupons and so on… that just went directly into the can. So the question is: “can’t we just avoid this stuff which does not bring value, pollutes the environment and adds unnecessary costs?”





Tips for a better job interview

15 06 2010

index-management-efficacite-personnelle-358652 In my experience of being a business manager, I have met a fair amount of candidates applying for engineer or consultants positions. Obtaining a job interview can be really challenging these days. You really don’t want to ruin all your efforts simply beause you did not prepare correctly. These are simple, hopefully useful tips based on what I have seen… or not.





Seeking consensus @ all cost ?

27 04 2010

Strength in Numbers Managing a team or a project can be really harsh when conflicts arise between the members. It is quite certainly part of the normal lifecycle of any project, and managers usually expect to face one or more in their career. Yet the question comes in to decide whether or not to seek consensus between the parties. Back in 1999 already, Cornell (1) had issued a study that showed managers when to use consensus decision-making, and when it won’t work. “Consensus decision making has its place, since it results in greater satisfaction and acceptance among group members. But it doesn’t work when members have fundamental differences”, Peterson says in his article.

Let us exagerate for some time. To what extent could we consider that systematic consensus seeking paves the way to open conflict? Our surroundings are rich with examples of cases where efforts towards achieving conciliation appear – posterior to the case – not the right approach. In January 2009, Co-Director of the Campaign for America’s Future Robert L. Borosage commented on “The Price of Consensus: Obama and Congressional Republicans” (2). Borosage argues that inviting political opponents (Republicans) to the table when “swift and bold action” is required, “insures only one thing – delay”. On a different topic, there are numerous blogs from American fellows kinda frustrated by Obama’s approach, as on the Afghanistan case. Carl Nyberg has an excellent article on this (3).

N26FabiusCunctatorOur history as well. Father reminded me of Fabius Maximus Verrucosus (4) aka Cunctactor (“Delayer”), famous for his tactics in deploying his troops and avoiding battles. For doing so, he was also called a sheep by his very own opponents.

The question might really be different. What compromises are we ready to accept to achieve consensus? Do we really need to try everything to reach this goal? Aren’t we generating more difficulties by exploring all options and therefore delaying the decision?

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The negociation of the curd

15 02 2010

20090807_secret_story Last Tuesday I had lunch with a colleague but still a very good friend. We ordered our meals (some would say “typical French cuisine”): he had a beef carpaccio and I went in for a tartare. I was served first and when his carpaccio arrived, it was still frozen so he had it changed. Took them forever to come with a new plate, I was able to finish my meal before he could start. Now for the dessert. I choosed a chocolate biscuit and a coffee and he asked for a curd with marmelade. I was done with my coffee, he was still waiting for his curd. Asked the waitress if he did anything wrong. She was very sorry, said that oops she had forgotten. When we asked for the bill, she came to us and said that she wanted to apologize so she told him the curd is mine, and she scratched the line on the bill. But she also added “tell the chef you wanted a crumble and there was no more so you could not have a dessert”. She was putting us into the secret so we could not blame her and getting our free crud. One smart way to put the pressure on the customer. She’s definitely good at negociating!