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Sunday, November 1, 2009

eGov News: Libya launches national services portal

By:
Abdel Eljaroshi
Project Management Specialist
IT&IS Engineer
ABDELSALAM KHALIL ELJAROSHI
Libya eGov Portal

In a poor excuse of a national services portal, Libyan Information Agency launched a website claiming it to be a Libyan Electronic Services Portal.


The news was spread on local newspaper, and the General Information Agency of Libya informed local newspapers on Saturday (the day of officially launching the trial version), GIAL informed them that the portal will provide services to Libyan citizens through the internet to reach the eGov concept.


I hope they do reach level of competency, because most of the terminology used in this country isn't exact to be fair. In November 2006, in Salt Lake City, Utah, United States of America, my study buddies decided to choose and mandate a graduation project for a degree in IT&IS Engineering at WGUni, they asked me to propose a subject, and without any second thoughts I said:

Establishing and Maintaining eGov in Libya

Why: Libya, because even bureaucracy did not succeed in this country, clients do not come first, and they are always wrong. So that was the challenge: Establishing a non-bureaucratic totally independent electronic services based community, in a society that can never leave the paper work, and also could never be organized with it, or without it.


The project was a study to defuse issue facing implementation, analyze the risk, and come out with an applicable plan to classify needs of services, and execute them to offer services from server based applications, to client end.


And now look what happened, 3 years from that project, Libya is trying an itsy bitsy portion of the eGov frame. I hope they succeed, but based on what we anticipated back in 2006, it will need not a lot of financial resources, but a whole lot of patience.


As for Libya Portal www.bawabtlibya.com, it lacks everything, as for now it is just a blog for newscasts and posts, nothing more, nothing less. But will it be a portal to the new Libyan electronic government, that we'll have to wait for to see.



Thursday, October 15, 2009

Electronic Banking, in Libya!

bankofcd

The first privately operated Libyan banking service provider, Bank of Commerce and Development, launched an e-banking service, an Online Bank they called it, but my question is: Is it secure?

Banks deal with very sensitive data, its sensitivity comes from having to deal directly with bank accounts, and those have MONEY in them. So is the quality of services that high? Did Libyan banks, private or government owned, become that capable of providing such service, and running it without the risk of an info leak, or a security breach?

I guess not, my answer will be... But what might you think? My advice: Do not use such services, or any other kind of service that might make you the victim of online banking theft crimes, and believe me, there are a lot of those who can hack into banking systems and rob them clean.

Abdel Eljaroshi - IT&IS Engineer\Project Management Specialist

Abdel Eljaroshi: Libyana goes a long way the other way!

Libyana Mobile Phone

Not a long time ago, I was installing some games on a friend's portable computer, and I was amazed to find on his computer a copy of Libyana Mobile Phone Company's client's database, containing all kinds of very important information, to name a few: names, phone numbers, and addresses, I asked him: Where did you get this? He said: Everyone has it.

I found some people I know, and this just disturbed me, if they have to have it, they have to take care of it.

The other issue is the use of this database goes against all ethics, Islamic teachings, and it just disgusted me.

Please be aware that Libyana's database contains more then 2 million users, that just make the concept of Information Security trash material in Libya. And they get paid 150 Dirhams per minute, what a waste of time, money, and what a risk we take giving our REAL information for those people.

Saturday, October 10, 2009

The Windows Ecosystem Readiness Program ensures compatibility for Windows 7

Greg Shultz explains how Microsoft is using the Windows Ecosystem Readiness Program to ensure compatibility. How does your organization fit in?

—————————————————————————————

We all remember what a compatibility nightmare Microsoft Windows Vista was between the time that it launched in January 2007 and the release of SP1 in April 2008. Unfortunately, software and hardware manufacturers and Microsoft were not on the same page when Vista launched, and it took them close to a year to get to that point.

This fact is clearly spelled out in this excerpt from the “Application and Device Compatibility” section of the Overview of Windows Vista Service Pack 1 document, which emphasizes a dramatic increase in the number of compatible products:

In the past year, the ecosystem has made dramatic progress in addressing Windows Vista compatibility issues. More than 2,500 applications and 15,000 components and devices have earned either the “Works with Windows Vista” or “Certified for Windows Vista” logos. As of December 2007, 93% of the 200 top-selling applications and 46 of the top 50 downloaded applications on Download.com are Windows Vista compatible…. A year ago, when Windows Vista launched, there were 13,000 additional components and devices supported by Windows Update; now, there is support for more than 54,000 components and devices.

As you can imagine, the folks at Microsoft are very determined not to repeat that bit of history with Windows 7.

This blog post is also available in PDF format in a free TechRepublic download.

Compatibility

In addition to improving the overall performance of the new operating system, Microsoft has put a great deal of effort into making sure that Windows 7 is extremely compatible with new and existing hardware and software. To boost this effort, Microsoft has focused a lot of effort into fine-tuning the advances made with Vista such that all the work done by developers on Vista compatibility will transfer directly to Windows 7 and will allow them to build on those efforts as they work toward Windows 7 compatibility.

In fact, in February of this year Microsoft announced the Windows Ecosystem Readiness Program, which is designed to help Independent Hardware Vendors (IHVs), Original Equipment Manufacturers (OEMs), developers, Independent Software Vendors (ISVs), and Original Device Manufacturers (ODMs) work toward compatibility with Windows 7 by providing them with access to all kinds of resources and by providing more direct contact with Microsoft, including access to application testing labs through Microsoft Connect.

You can read more about the Windows Ecosystem Readiness Program along with an interview with Mike Nash, who is the Corporate Vice President of Windows Product Management, in an article on the Microsoft PressPass site.

Ecosystem Readiness

Now, it’s important to note that even before its official inception, the Windows Ecosystem Readiness Program was already at work and making great strides in preparing the way for Windows 7 to be one of the most compatible-ready operating systems to date. In fact, at the October 2008 Professional Developers Conference, Microsoft partners received an API complete developer build of Windows 7 so that they could begin working directly with the new operating system a full year before the proposed release date.

Three months later, developers got access to one of the most stable Beta releases in recent history and were able to step up their development strategies. Five months after that milestone, developers received the Release Candidate and as such have had a good five and half months to fine-tune their product development while working with a very stable, feature-complete version of the Windows 7 operating system.

More significant is the fact that in a recent Windows 7 Team Blog, Mark Relph, the Senior Director with the Windows Ecosystem Team, reported on the success of the Windows Ecosystem Readiness Program by pointing out that over 50,000 developers from 17,000 companies are taking part in the program. He also highlighted the fact that more than 6,000 hardware and software products have received the Compatible with Windows 7 Logo. As you can see, comparing these numbers to those mentioned in the SP1 document reveals a dramatic increase in developer participation.

In addition, Ralph pointed out that while many other companies are not participating in the Logo program, their products will just work, because of the compatibility efforts built in to the operating system itself.

Mark also talked about Microsoft’s Ready. Set. 7. Web site where you can find a list of companies and detailed descriptions of the products that have received the Compatible with Windows 7 Logo. In addition to the Ready. Set. 7. Web site, you will be able to find more detailed information about compatible products on the Windows 7 Compatibility Center Web site, which will be officially open for business when Windows 7 debuts on October 22.

Windows XP Mode RTM

While working to make as many products as possible compatible with Windows 7 is Microsoft’s main goal, it is important to point out that in a roundabout way, Windows XP Mode is also very much about compatibility. While I wrote about Windows XP Mode when it was in Beta, development and significant improvements have been underway, and the Windows XP Mode add-on has been released to manufacturing and will be ready for download on October 22. You can learn more about Windows XP Mode improvements in a recent Windows 7 Team Blog by Brandon LeBlanc.

What’s your take?

As you can probably tell, I’m very excited about Windows 7 and the compatibility efforts that Microsoft has put into the development of the new operating system. What’s your take? Are you ready to give Microsoft a second chance when it comes to compatibility? As always, if you have comments or information to share about this topic, please take a moment to drop by the TechRepublic Community Forums and let us hear from you.

TechRepublic’s Windows Vista and Windows 7 Report newsletter, delivered every Friday, offers tips, news, and scuttlebutt on Vista and Windows 7, including a look at new features in the latest version of the Windows OS. Automatically sign up today!

Microsoft is trying hard to make Windows 7 as compatible as possible from the word go. Do you think they will achieve that goal?

Wednesday, September 16, 2009

Oracle ends computer tie-up with HP


Tue Sep 15, 2009 11:18pm EDT

BOSTON (Reuters) - Oracle Corp has ended a high-profile computer-building partnership with Hewlett-Packard Co as Oracle prepares to acquire Sun Microsystems Inc, a rival of HP.

Sun, the world's No. 4 server maker, and Oracle have jointly developed a second-generation version of a specialized database computer, dubbed Exadata. Oracle and HP launched the first version a year ago.

Oracle Chief Executive Larry Ellison unveiled the new machine on Tuesday, almost a year after he announced his company's entry into the hardware business with help from HP. At the time, he said that HP would be a key ally in that effort.

But the dynamics of that relationship have changed since April, when Oracle agreed to buy Sun for more than $7 billion. Hewlett-Packard and Sun are fierce rivals in the markets for server computers and storage equipment.

The new Exadata computer is the first of what Ellison has said will be many products that wed Sun's hardware with Oracle's software.

An Oracle spokeswoman said Oracle would continue to sell the Exadata computers, built in partnership with HP, until existing inventory is sold out, if customers request that model.

Officials at Hewlett-Packard could not be reached for comment.

When Ellison unveiled the HP partnership a year ago, he told customers that the product could not have been developed without that company's assistance.

On Tuesday he bragged that Sun's technology made the database computer far superior to hardware from rivals including Teradata Corp and Netezza Corp.

"Everything is bigger about Exadata, Version 2. Everything is faster about Exadata, Version 2," he said during a presentation to customers that was broadcast over the Internet.

Oracle does not break out sales of the Exadata machine. But during the company's most recent earnings call, Ellison said that it was one of the most successful products he had launched since he founded the company more than 30 years ago.

(Reporting by Jim Finkle, editing by Matthew Lewis)

Read on Reuters.

HP shows off new ultra-thin PCs, stylish netbook


Tue Sep 15, 2009 10:38pm EDT

By Gabriel Madway

SAN FRANCISCO (Reuters) - Hewlett-Packard Co unveiled several new products for the important fall season, including thin and light laptop PCs and an eye-catching new netbook.

The world's No. 1 PC maker has ably navigated a steep industry downturn in computer sales, managing to grow its global market share to 20 percent even as consumers and businesses dial back on spending.

With the forthcoming launch of Microsoft Corp's new Windows 7 operating system on October 22, many analysts expect PC sales to begin a slow recovery from lows seen earlier year.

And despite the recession, PC makers continue to see a market in more expensive and stylish models for those who can afford them.

HP is marking its entry into the high-end, ultra-thin consumer PC market with its new Envy sub-brand. The Envy checks in at under an inch thick and less than 4 pounds, and will have a customized software interface that HP says makes the device more personalized, a growing trend in the PC space.

It will go head-to-head with Apple Inc's MacBook Air and Dell Inc's Adamo. The Envy will start at $1,700, while both the Air and the Adamo start at $1,500.

With 'thin and light' all the rage, HP will also launch a pair of more affordable PCs in the category.

The company is calling its new business PC, the ProBook 5310m, the "world's thinnest full-performance notebook" at 0.9-inches thick and an affordable entry point of $699.

The new HP Pavilion dm3, which has an optional CULV low-power processor from Intel Corp, starts at $549. It also measures less than an inch in thickness and claims up to 10 hours of battery life.

Consumer PCs have fared much better than business PCs in the downturn, helped by the sharp growth of netbooks, low-cost devices that are changing the face of the computer market. Ultra-portable and used primarily for Web surfing, email and other simple tasks, many consumers have flocked to the devices.

At the same time, PC makers are increasingly emphasizing design as a way to differentiate their PCs, and HP has been actively pushing its creative side.

On Saturday, it used a catwalk at New York's Fashion Week to unveil its latest collaboration with designer Vivienne Tam, a gold "digital clutch" netbook adorned with butterflies. The limited edition model won't be available until next spring.

HP is launching another netbook this fall designed by Dutch artist Tord Boontje, which has a floral and environmental theme etched in a three-dimensional design. The white device, which is targeted more at the youth market, will sell for $400.

It will also offer a new netbook model, the Mini 311, which features a slightly larger screen at 11.6 inches and Nvidia's Ion platform, which pairs Intel's Atom chip with an Nvidia graphics processor. It will also sell for $400.

(Editing by Muralikumar Anantharaman)

Read on Reuters.

Google updates browser, plans to gain share


Tue Sep 15, 2009 1:26pm EDT

By Alexei Oreskovic

SAN FRANCISCO (Reuters) - Google Inc has rolled out a new version of its Chrome Web browser and a version of the Mac browser for mainstream users will be available within months, as the company moves to double Chrome's market share.

Almost exactly one year into Google's high-profile entry into the browser market dominated by Microsoft Corp, the Internet search giant is a distant No. 4, with a market share of roughly 2.8 percent.

For Google, Chrome is more than simply a browser, but part of a grand strategy to create a new Web-based operating system that could one day challenge Microsoft's control of the computer software market.

The Internet search company is readying a battery of updates, along with efforts to forge new distribution partnerships it hopes will soon make Chrome a much more significant player.

"If at the two-year birthday we're not at least 5 percent (market share), I will be exceptionally disappointed. And if at the three year birthday we're not at 10 percent, I will be exceptionally disappointed," Chrome Engineering Director Linus Upson said.

He noted the internal goals are even more aggressive than doubling share every year.

A much-anticipated Mac version of Chrome, currently only available for testing, will be released by the year's end, Google Product Management Vice President Sundar Pichai said recently during the same interview with Reuters at Google's headquarters in Mountain View, California.

Version 3.0 of Chrome for PCs, released on Tuesday, brings improvements to the browser's interface, including faster performance and "themes" that allow users to customize how the browser looks.

Analysts say Chrome's focus on performance has won it fans among the technologically savvy, but say the company needs to do more as it strives to broaden the product's appeal beyond the 30 million users Google currently claims.

"For people that care about it (speed), they've already made that switch," said Forrester Research analyst Sheri McLeish. "By and large, it's a high hurdle to get people to pick-up and change technology they've been using for a while."

According to market research firm Net Applications, Internet Explorer had roughly 67 percent of the worldwide browser market in August, while the Mozilla foundation's Firefox had 23 percent and Apple Inc's Safari browser had 4 percent.

The fact that Microsoft's Internet Explorer comes pre- installed on Windows PCs is another key obstacle facing Chrome, said Gartner analyst Ray Valdes.

Google recently signed a deal with Sony Corp to pre-install Chrome on certain Sony PCs, allowing it to reach a potentially new pool of users. Pichai said Google is talking with all the major PC manufacturers about similar deals, although he declined to provide any details.

While the Chrome browser does not contribute any revenue to Google -- which generated nearly $22 billion in revenue last year -- the product plays an important strategic role at the company.

In addition to Google's oft-cited credo that anything that improves the online experience will ultimately benefit its Internet advertising business, Google also sees Chrome as an important plank in developing online software such as email and word processing, which it refers to as "Apps," or applications. The software is free to consumers, but Google sells enterprise- grade versions to corporations.

(Reporting by Alexei Oreskovic; editing by Andre Grenon)

Read on Reuters.

Facebook makes money, tops 300 million users


Wed Sep 16, 2009 7:32am EDT

By Alexei Oreskovic

SAN FRANCISCO (Reuters) - Facebook is making enough money to cover its costs and now has 300 million users, the world's largest social networking site said on Tuesday, proving the Internet's newest star industry can be a viable business.

Facebook is now generating enough cash to cover its operating expenses, as well as the capital spending needed to maintain its fast-growing service.

Analysts said this shows the financial viability of Facebook, which has faced questions about its underlying business model, despite its popularity, and was a good sign for a potential initial public offering.

"It's certainly meaningful to show that this is absolutely the real deal," said Broadpoint Amtech analyst Ben Schachter. "They are executing. People are spending money on the site."

Since its creation in a Harvard dorm room five years ago, Facebook has emerged as one of the Internet's most popular destinations and is increasingly challenging the Web's established powerhouses like Yahoo Inc and Google Inc.

Facebook unveiled a revamped search engine last month and is currently testing an online payment system. Facebook users have tripled from about 100 million a year ago.

Facebook Chief Executive Mark Zuckerberg said in a blog post on the company site on Tuesday that Facebook reached its goal of being free cash flow positive in its most recently ended quarter. The company had previously projected reaching the target sometime in 2010.

"This is important to us because it sets Facebook up to be a strong independent service for the long term," said Zuckerberg in the blog post.

Facebook spokesperson Larry Yu said the free cash flow metric does not include any cash from private investment.

In May, Facebook announced a $200 million investment from Russian investment firm Digital Sky Technologies in a deal that valued the company's preferred shares at $10 billion.

DST valued Facebook's common shares at $6.5 billion in a subsequent deal to purchase shares from Facebook employees.

Facebook's becoming cash flow positive ahead of schedule provides another nugget of data to back up the lofty valuations, and according to one analyst, makes Facebook a more attractive candidate for a potential public offering.

"They can command higher confidence from investors now," said Collins Stewart analyst Sandeep Aggarwal, who noted that he believes Facebook could go public in the second half of 2010, or in 2011.

Zuckerberg said in May that any IPO is "a few years out."

Facebook did not provide any other financial details on Tuesday. The company has previously said its revenue was on track to grow 70 percent this year.

Facebook board member Mark Andreesen told Reuters earlier this year that the company will surpass $500 million in revenue this year.

Zuckerberg said in his post that the company is exploring ways to make the service perform faster and more efficiently as the number of Facebook users continues to grow.

(Reporting by Alexei Oreskovic; Editing by Gary Hill, Richard Chang and Bernard Orr)

Read on Reuters.

Friday, September 4, 2009

Google Loses Top China Executive


September 3, 2009, 11:36 pm

In what is likely to be seen as a blow to Google’s ambitions in China, Kai-Fu Lee, the prominent head of the company’s operations there, is leaving for an unspecified new venture.

Alexander F. Yuan/Associated Press Kai-Fu Lee

Google said in a news release early Friday in Beijing that Mr. Lee, who was president of Google Greater China and vice president for engineering, would leave the company in mid-September. Two current executives will take over Mr. Lee’s engineering and sales roles. Boon-Lock Yeo, currently director of Google’s Shanghai engineering office, will take over engineering responsibilities for Google China, and John Liu, vice president of sales and operations, will assume business and operational responsibilities.

Mr. Lee’s tenure began tumultuously. Shortly after he was hired as Google’s first employee in China in 2005, Mr. Lee’s former employer, Microsoft, sued Google, claiming that Mr. Lee had an agreement that precluded him from working for a competitor. The suit, which gained wide attention, was settled a few months later. The terms of the settlement were not disclosed.

Google credited Mr. Lee with bolstering its operations in China, releasing Google.cn, the company’s Chinese-language search engine, and hiring a team of top-notch engineers and scientists.

“Kai-Fu has made an enormous contribution to Google over the last four years — helping dramatically to improve the quality and range of services that we offer in China and ensuring that we continue to innovate on the Web for the benefit of users and advertisers,” Alan Eustace, senior vice president of engineering, said in a statement.

But Google has struggled in China, where it has lagged far behind the home-grown search engine Baidu. It has also come under criticism from human rights groups and has had its services intermittently blocked by the Chinese government.

Google said Mr. Lee would be “establishing a new venture in Beijing.”

Read on NY Times

Auto-Tune Isn’t Dead. It’s Coming to Your iPhone





September 4, 2009, 12:01 am

Despite Jay-Z’s best efforts, it looks as if Auto-Tune, the software that adjusts the pitch of a singer’s voice, isn’t destined for the graveyard after all.

Instead, it’s headed to the iPhone.

An application called “I Am T-Pain,” after the rapper who most recently popularized the Auto-Tune software with a liberal use of it in his songs, transforms the iPhone into an auto-tune microphone. The application was developed as a joint collaboration between T-Pain, Antares Audio Technologies, the company that produces the software that creates the vocal effect, and Smule, a start-up that develops applications for the iPhone.

Smule is the company behind Ocarina, a popular iPhone application that turns the phone into an ancient clay wind instrument.

“This is our latest experiment,” said Ge Wang, co-founder and chief technology office at Smule. “There’s no shortage of celebrity apps in the App Store, but the feeling was that a lot of them didn’t capture the essence of the artist.”

Mr. Wang said that T-Pain was a fan of Smule’s musical applications and approached him about the collaboration. They worked with Antares to develop the application.

The application, which costs $2.99, turns the iPhone into an Auto-Tune microphone, allowing users to sing alongside popular T-Pain tracks. “I Am T-Pain” comes bundled with five songs, including the radio hits “Bartender” and “Sprung.” Players will also have the option of buying more songs via the application to digitally harmonize along with.

In addition, players can create and record songs using a “freestyle” Auto-Tune effect, which can be uploaded to the Web and sent to friends via e-mail, Facebook and MySpace.

Read on NY Times

Europe to Investigate Oracle Takeover of Sun




Thierry Roge/Reuters - Neelie Kroes, Europe’s competition commissioner.

September 4, 2009

BRUSSELS — European regulators delayed the proposed takeover of Sun Microsystems by the software company Oracle on Thursday, indicating that the combination could squelch the growth of a popular, free corporate database program owned by Sun.

The decision by the European Commission to extend its investigation into the deal, worth $7.4 billion, is especially sensitive because the Justice Department has already approved the merger. Regulators in the United States questioned Oracle’s market power in some areas of its business but raised fewer concerns than the Europeans about open-source software.

The European Commission’s assertiveness has conflicted in the past with the Justice Department’s judgment. It has objected to mergers of American companies on several occasions, but in 2003, it outright rejected the merger of General Electric and Honeywell after the American authorities approved it. Mario Monti, competition commissioner at the time, said that G.E. would become too dominant in markets for aircraft engines.

In recent years, Mr. Monti and Neelie Kroes, the current European Union competition commissioner, have found themselves at odds with some of their American counterparts over whether to force Microsoft to change its Windows operating system.

American and European antitrust officials, legal experts say, agree far more often than they differ, other than in a handful of cases. “But there are somewhat different sensitivities,” noted Andrew I. Gavil, a law professor at Howard University. “Even after the change in administrations in Washington, the American level of concern about postmerger price increases tends to be less than in Europe. And European antitrust officials are more protective of consumers and more confident of the beneficial consequences of intervention.”

Samuel R. Miller, a partner at Sidley Austin in San Francisco who acted as special trial counsel for the Justice Department’s first antitrust case against Microsoft, said, “This action reflects a continued pattern of aggressive antitrust enforcement regardless of whether the companies are based in Europe, the U.S. or Asia.”

Oracle has tussled with European Union regulators in the past over its ambitions but has overcome initial opposition. In 2004, the commission approved Oracle’s acquisition of PeopleSoft without conditions after subjecting the deal to the kind of in-depth inquiry now under way over its purchase of Sun. The Justice Department had opposed that merger, but lost in a legal battle with Oracle. The following year the European commission also approved Oracle’s acquisition of Siebel Systems, again without conditions.

In announcing the decision Thursday, Ms. Kroes warned that the acquisition could hamper development of an important software product owned by Sun, which specializes in computer hardware. The product, MySQL, is the most widely used corporate database software in the world, and it competes with software produced by Oracle.

Ms. Kroes said preserving access to open-source software was vital when much of the world, including Europe, might just be emerging from a deep slump.

“In the current economic context, all companies are looking for cost-effective IT solutions and systems based on open-source software are increasingly emerging as viable alternatives to proprietary solutions,” Ms. Kroes said. She said a longer investigation was needed “to ensure that such alternatives would continue to be available.”

Oracle had no comment on the action.

The commission has at least three months, or until Jan. 19, to decide whether to clear the deal or issue an order blocking it.

European and American antitrust authorities have sought to narrow their differences in recent years in an effort to avoid disputes that have marred trans-Atlantic relations this decade.

Antitrust experts said the decision to investigate the effects on open-source software of Oracle’s acquisition of Sun showed that differences persisted between American and European regulators.

“Europeans still have a lot more concerns than Americans about companies using strong or dominant positions to create bottlenecks for competitors in the information and technology sectors,” said Peter Alexiadis, a partner at the law firm Gibson, Dunn & Crutcher who is based in Brussels.

“Any whiff of dominance over different platforms used to deliver information raises particular concerns,” he said. “This may in part explain why Europeans, who are used to multiple business traditions, might be less inclined to view Oracle’s traditional strengths in databases as not posing competitive concerns.”

Mr. Alexiadis also noted that a German company, SAP, was an example of a European software company that fiercely competes with Oracle on a number of relevant markets affected by the deal.

In the beginning, writers of open-source software did not see it as a source of profit. More recently, companies with open-source operations have begun making large amounts of money on those products by providing support services to go along with them. That bundle of software and service is still often priced at a discount to software sold by companies like Oracle.

A major concern cited by European investigators was what would happen to MySQL once Oracle took it over.

They expressed concern that Oracle would have an incentive to stymie the development of MySQL as a way of improving the sales of its competing database products.

Some experts said the concerns of Ms. Kroes were probably unfounded.

Bo Lykkegaard, an analyst with IDC in Copenhagen, said Oracle had bought Sun for a variety of reasons and that MySQL was not among Oracle’s priorities.

Even so, Mr. Lykkegaard said that Oracle, by keeping MySQL’s open-source status, would be able to develop parts of its business by reaching out to small companies or departments within large companies that were seeking value-priced software for running operations that were not necessarily “mission critical.”

Another issue that may have led the Europeans to take more time with the case is the way that Oracle has handled regulators on both sides of the Atlantic.

Oracle notified European Union regulators of its deal in late July, more than two months after it informed American officials.

European merger watchdogs can take a dim view if companies spread out their notifications between jurisdictions over long periods of time, and they have said in the past that such tactics might be aimed at pressuring the Europeans to give the green light to takeovers already approved in the United States.

David Jolly contributed reporting from Paris, Steve Lohr from New York, and Miguel Helft from San Francisco.

Read on NY Times

Wednesday, September 2, 2009

Libya Internet Services Comparison

By: Abdel Eljaroshi


I held a comparison study to compare Internet Service Providers operating in Libya, and I have published its summary on TechnoLibya technology news magazine.

The companies that were compared in this study are all owned by the General Post and Telecommunications Company of Libya, head by Libyan leader's son Muhammad Mu'ammer Algadhafi. And those are LTT, Libyana, and Almadar.

Click here to view study summary.

Libyana launches UMTS Internet

By: Abdel Eljaroshi


After a long wait, and a lot of anticipation, Libyan mobile phone services provider: Libyana, launched its internet service: LibyanaNet. The service was expected to be of higher quality, speed, and better prices.

The disappointment caused by the not so good service offered by the company, and the prices that are not encouraging for prospective clients, had the audience not even willing to try the services.

LibyanaNet is offering a mobile UMTS (moderated GPRS) in a price triple the price of the DSL service offered by Libyan Telecom and Technology.

Tuesday, July 21, 2009

LTT with the same story!



Tuesday - 7/21/2009
By: Abdel Eljaroshi (ABDELSALAM KHALIL ELJAROSHI)



In the last few days Libyan telecommunications and technology corporation LTT, which is the main provider of internet services in the country, posted a notification on their website saying that there will be some difficulties in page loading while browsing on the internet, the reason as they claimed is that a fiber optic cable has been (damaged), therefore communications are negatively effected.

The company assured that maintenance crews are working to resolve the issue, I my self am still wondering: WHY IS IT THE SAME LOUSY EXCUSE ALL OVER AGAIN?

Can't those guys admit that they lack a bit of knowledge, can't they say that they need to learn, and cannot remain accurate 100% of the time? Is it wrong to admit ones fault? So I guess everytime that there is a power drop or loss, water leakage or insufficient pressure, telecom (unexpected) under performance, I guess they will always blame the hardware and equipment, not their genius out-of-space brains.

Monday, July 20, 2009

Music Industry Lures ‘Casual’ Pirates to Legal Sites

The New York Times


July 20, 2009
By ERIC PFANNER

PARIS — Record company executives say there are three kinds of music fans. There are those who buy music, and those who get a kick out of never paying for it. And then there are those whom Rob Wells at Universal Music Group calls “dinner party pirates”: the vast majority of listeners, those who copy music illegally because it is more convenient than buying it.

If those low-level copyright cheats could be converted to using legal music services, the digital music business would get much-needed help. Yet even industry executives acknowledge that until recently, they were not giving those listeners many ways to do what they wanted: to sample new music and to play it back anytime, at little or no cost.

Over the past year, however, as sales of CDs have continued to fall and paid-for downloads from services like Apple’s iTunes have fallen short of hopes, record companies have moved to embrace casual file-sharers. Legal services offering free, unlimited streaming of music, rather than downloads, are proliferating. According to a survey published last week, they are taking some of the wind out of the pirates’ sails.

“Consumers are doing exactly what we said they would do,” said Steve Purdham, chief executive of We7, a service that says it has attracted two million users in Britain in a little more than half a year by offering unlimited access to millions of songs. “They weren’t saying, ‘Give me pirated music’; they were saying, ‘Give me the music I want.”’

The music industry has high hopes that the growth of sites like We7, whose investors include the former Genesis musician Peter Gabriel, can change the reputation of Europe as a hive of digital piracy. Similar businesses include Deezer, in France, and Spotify, which was started by two Swedish entrepreneurs and has grown rapidly in Britain and elsewhere. All of them are licensed by the music industry and hope to make money from advertising.

Last week, Microsoft said it, too, planned to offer a music streaming service in Britain, via its MSN Web business, though it provided few details.

Meanwhile, the survey by two research firms, Music Ally and Leading Question, showed that Britons were adopting such services in large numbers. Among British teenage music fans, 65 percent said they listened to streamed music at least once a month, with 31 percent saying they did so every day.

The survey showed a striking decline in the number of British teenagers who said they had regularly engaged in unauthorized file-sharing; only 26 percent said they had done so as of January, when the survey was taken, compared with 42 percent in December 2007.

Music industry executives say that does not mean the piracy problem has been solved. The survey results did not distinguish between licensed and unlicensed streaming services or others, like YouTube, where both kinds of music can be found. Illegally copied music still accounts for the vast majority of digital listening, they add.

Still, executives say there are some promising signs. Rather than cannibalizing existing digital businesses, they say, the new services are often attracting people who previously shared files illegally. According to research by one of the major record companies, nearly two-thirds of Spotify users say they now engage in less piracy.

Spotify says it has two million registered users in Britain and another two million in Sweden, Spain and France. Paul Brown, managing director of its British arm, said it wants to expand to the United States by the end of the year.

There, it would go up against a number of digital businesses that also offer free music in various ways, including MySpace Music, Imeem, Last.FM, Pandora and others.

While Pandora has said it expects to be profitable by the end of the year, analysts say most other free streaming services are still losing money. Some advertising-supported free music sites, like SpiralFrog, have already gone out of business.

“You only have to use these services for a while to realize that there’s not a lot of advertising on them,” said Paul Brindley, chief executive of Music Ally.

Analysts say the European services like Spotify, We7 and Deezer are different from most of the American streamed offerings because they focus on the music, rather than using it to build, for instance, a social networking service. They also give users more control than, say, Pandora, which is more like an online radio service, with preselected programming, rather than on-demand listening.

To try to supplement advertising income, Spotify offers users a premium service, priced at £9.99, or $16.32, in Britain, which eliminates advertising. The company also plans to add other enhancements to the premium service, including a mobile offering for Apple’s iPhone and other devices.

Mr. Brown declined to say how many users were upgrading to the premium service, but added: “Each new addition creates customers who say, ‘Hey, I want that.’ It’s not just about the ads.”

Over all, he said, revenue has doubled every month since the company began its commercial operations in Britain in February.

Costs are rising, too, because Spotify and similar services pay royalties to rights holders, including music companies, every time a track is streamed.

Those payments are turning into a promising revenue source for the record companies.

In Sweden, a market where piracy has been rampant, Spotify is already the biggest digital revenue earner for Universal Music, even though it has been operating for less than a year, said Mr. Wells, senior vice president of Universal’s international digital operations.

Analysts say record companies have agreed to reduce licensing costs slightly in recent months, with the typical going rate dropping to about 0.8 cent a track from 1 cent a track. The labels are also striking different kinds of agreements, insisting on equity stakes in some cases, or a share of revenue from advertising or subscriptions, in an effort to ensure that they benefit from the growth of the new services.

“Now they have to turn these into sustainable businesses,” said Dan Cryan, an analyst at Screen Digest in London. “You can have 1,001 start-ups, but if they all close down after two years, you’re not any better off.”

Why Japan’s Cellphones Haven’t Gone Global

The New York Times



July 20, 2009
By HIROKO TABUCHI


TOKYO — At first glance, Japanese cellphones are a gadget lover’s dream: ready for Internet and e-mail, they double as credit cards, boarding passes and even body-fat calculators.

But it is hard to find anyone in Chicago or London using a Japanese phone like a Panasonic, a Sharp or an NEC. Despite years of dabbling in overseas markets, Japan’s handset makers have little presence beyond the country’s shores.

“Japan is years ahead in any innovation. But it hasn’t been able to get business out of it,” said Gerhard Fasol, president of the Tokyo-based IT consulting firm, Eurotechnology Japan.

The Japanese have a name for their problem: Galápagos syndrome.

Japan’s cellphones are like the endemic species that Darwin encountered on the Galápagos Islands — fantastically evolved and divergent from their mainland cousins — explains Takeshi Natsuno, who teaches at Tokyo’s Keio University.

This year, Mr. Natsuno, who developed a popular wireless Internet service called i-Mode, assembled some of the best minds in the field to debate how Japanese cellphones can go global.

“The most amazing thing about Japan is that even the average person out there will have a superadvanced phone,” said Mr. Natsuno. “So we’re asking, can’t Japan build on that advantage?”

The only Japanese handset maker with any meaningful global share is Sony Ericsson, and that company is a London-based joint venture between a Japanese electronics maker and a Swedish telecommunications firm.

And Sony Ericsson has been hit by big losses. Its market share was just 6.3 percent in the first quarter of 2009, behind Nokia of Finland, Samsung Electronics and LG of South Korea, and Motorola of Illinois.

Yet Japan’s lack of global clout is all the more surprising because its cellphones set the pace in almost every industry innovation: e-mail capabilities in 1999, camera phones in 2000, third-generation networks in 2001, full music downloads in 2002, electronic payments in 2004 and digital TV in 2005.

Japan has 100 million users of advanced third-generation smartphones, twice the number used in the United States, a much larger market. Many Japanese rely on their phones, not a PC, for Internet access.

Indeed, Japanese makers thought they had positioned themselves to dominate the age of digital data. But Japanese cellphone makers were a little too clever. The industry turned increasingly inward. In the 1990s, they set a standard for the second-generation network that was rejected everywhere else. Carriers created fenced-in Web services, like i-Mode. Those mobile Web universes fostered huge e-commerce and content markets within Japan, but they have also increased the country’s isolation from the global market.

Then Japan quickly adopted a third-generation standard in 2001. The rest of the world dallied, essentially making Japanese phones too advanced for most markets.

At the same time, the rapid growth of Japan’s cellphone market in the late 1990s and early 2000s gave Japanese companies little incentive to market overseas. But now the market is shrinking significantly, hit by a recession and a graying economy; makers shipped 19 percent fewer handsets in 2008 and expect to ship even fewer in 2009. The industry remains fragmented, with eight cellphone makers vying for part of a market that will be less than 30 million units this year.

Several Japanese companies are now considering a push into overseas markets, including NEC, which pulled the plug on its money-losing international cellphone efforts in 2006. Panasonic, Sharp, Toshiba and Fujitsu are said to be planning similar moves.

“Japanese cellphone makers need to either look overseas, or exit the business,” said Kenshi Tazaki, a managing vice president at the consulting firm Gartner Japan.

At a recent meeting of Mr. Natsuno’s group, 20 men and one woman crowded around a big conference table in a skyscraper in central Tokyo, examining market data, delivering diatribes and frequently shaking their heads.

The discussion then turned to the cellphones themselves. Despite their advanced hardware, handsets here often have primitive, clunky interfaces, some participants said. Most handsets have no way to easily synchronize data with PCs as the iPhone and other smartphones do.

Because each handset model is designed with a customized user interface, development is time-consuming and expensive, said Tetsuzo Matsumoto, senior executive vice president at Softbank Mobile, a leading carrier. “Japan’s phones are all ‘handmade’ from scratch,” he said. “That’s reaching the limit.”

Then there are the peculiarities of the Japanese market, like the almost universal clamshell design, which is not as popular overseas. Recent hardware innovations, like solar-powered batteries or waterproofing, have been incremental rather than groundbreaking.

The emphasis on hardware makes even the newest phones here surprisingly bulky. Some analysts say cellphone carriers stifle innovation by demanding so many peripheral hardware functions for phones.

The Sharp 912SH for Softbank, for example, comes with an LCD screen that swivels 90 degrees, GPS tracking, a bar-code reader, digital TV, credit card functions, video conferencing and a camera and is unlocked by face recognition.

Meanwhile, Japanese developers are jealous of the runaway global popularity of the Apple iPhone and App Store, which have pushed the American and European cellphone industry away from its obsession with hardware specifications to software. “This is the kind of phone I wanted to make,” Mr. Natsuno said, playing with his own iPhone 3G.

The conflict between Japan’s advanced hardware and its primitive software has contributed to some confusion over whether the Japanese find the iPhone cutting edge or boring. One analyst said they just aren’t used to handsets that connect to a computer.

The forum Mr. Natsuno convened to address Galápagos syndrome has come up with a series of recommendations: Japan’s handset makers must focus more on software and must be more aggressive in hiring foreign talent, and the country’s cellphone carriers must also set their sights overseas.

“It’s not too late for Japan’s cellphone industry to look overseas,” said Tetsuro Tsusaka, a telecom analyst at Barclays Capital Japan. “Besides, most phones outside the Galápagos are just so basic.”

Thursday, July 16, 2009

Collaborating for Profits in Nanotechnology

THE economic news in California has been pretty bleak lately. Its businesses, small and large, are becalmed by the recession. The state has taken to issuing i.o.u.’s in the wake of political wrangling over how to resolve a $26 billion budget deficit. Most ominous, the state’s once-great public universities and its community colleges and local schools face budget cuts that amount to critical surgery.

Yet in the midst of all that, there is a promise for the future in the collaboration by California’s university research centers, small companies and venture finance firms in an emerging area called nanotechnology.

Working with materials that are a thousandth the diameter of a human hair, nanotechnology companies do not produce finished products in any one industry. Rather, nano particles improve performance and open new possibilities in activities as varied as water purification, biomedicine, battery power, environmental repair and agriculture.

The universities have been essential in this development process. In some cases, they make direct equity investments in start-up companies. Other times, universities grant licenses to their research and give small companies access to expensive laboratory equipment in return for user fees. And some universities have set up incubators where small companies develop technological products and processes.

Why are universities investing scarce budget cash in start-up companies? “Partnerships with private industry are a way of making this new technology available for public benefit,” said Leonard H. Rome, interim director of the California NanoSystems Institute at the University of California, Los Angeles. Also, in times of strained budgets, such partnerships bring needed funds. The NanoSystems Institute, Mr. Rome said, “has attracted more than $350 million in research and development grants from industry.”

Moreover, the new nanotechnology industry demands interdisciplinary collaboration. “The medical school needs to be collaborating with the engineering school,” said Mr. Rome, who is also senior associate dean of research at the university’s School of Medicine. In fact, the institute was first authorized in 2000 as part of a $100 million grant from the state of California to spur university research.

Examples from several universities and fledgling companies demonstrate the potential. NanoH2O Inc., for instance, uses nano materials to improve the performance of reverse osmosis membranes in making dirty water clean or in desalination. Two years ago, the company licensed the membrane research of Eric Hoek, a professor of environmental engineering at U.C.L.A. Then it leased lab space in the NanoSystems Institute, which opened in 2007, because being at U.C.L.A. allowed the company to use expensive electron microscopes and other equipment.

“Being able to use the core facilities of the university couldn’t help but accelerate our progress,” said Jeff Green, chief executive of NanoH2O. It also helped attract $20 million in venture capital from Oak Investment Partners and Khosla Ventures. Now, NanoH2O is moving to a factory where it can manufacture membranes composed partly of nano-size elements of alumina and silicon. The membranes filter out salts and impurities yet allow water to flow faster, thus saving energy in desalination or water reuse processes.

Matrix Sensors Inc. is a new tenant at the NanoSystems Institute. The company is developing nano membranes that are so sensitive to resonance they can detect molecules of bacteria as well as proteins and DNA and thus diagnose early stages of illness. Matrix Sensors is working on licensed research of three professors, James K. Gimzewski of U.C.L.A., and Calvin F. Quate and Butros T. Khuri-Yakub of Stanford University. U.C.L.A. and Stanford have invested in the company, along with Miramar Venture Partners of San Diego, which has put in $1 million. That is a sign, said Michael Cable, chief executive of Matrix, that investors, even in the recession, are supporting nanotechnology.

QuantumSphere Inc., in Santa Ana, Calif., is approaching nanotechnology on a broad scale by making an array of catalysts that allow batteries to operate for longer periods, electronic displays to be manufactured at lower costs and ammonia fertilizers to be produced using less energy while also generating less carbon dioxide.

“It’s not a question of making nano materials alone but what applications are you using nano for,” said Kevin D. Maloney, president of QuantumSphere, a seven-year-old company that got its start with $100,000 investment from two angel investors: Jon Faiz Kayyem, a trustee of California Institute of Technology, and Marc H. Goroff, who has a doctorate from Caltech and is the founder of several companies.

The reason infinitesimal nano particles can give batteries more power is, paradoxically, “that at the nano stage there are more atoms available on the surface of a molecule proportionate to its volume, so there are more active atoms to store and release electricity,” said Douglas Carpenter, co-founder and senior science adviser of QuantumSphere. Mr. Carpenter designed rocket fuel for aerospace companies for many years and helped invent Quantum’s nano catalysts.

“At the nano level, elements change their properties,” Mr. Carpenter explained. Aluminum, for instance, cannot burn at micron levels, or one millionth of a meter, but burns and gives off an intensely glowing light at nano levels, or one billionth of a meter. QuantumSphere gets to do research on powerful microscopes and other equipment at the University of California, Irvine, paying fees to the university for each use. It has raised $17 million from private equity and venture funds, including $2 million from OM Group Inc., a specialty chemicals company based in Cleveland.

In an example of global collaboration, Rachid Yazami, research director of France’s National Center for Scientific Research, has done his work on battery technology since 2000 at Caltech. He is co-founder along with a Caltech professor, Robert H. Grubbs, of CFX Battery Inc., of Azusa, Calif., which makes lithium ion batteries that can power electric cars, medical devices, mobile phones and computers. The technology transfer office at Caltech invested in CFX and helped raise $15 million to get the company started.

“But lithium is expensive and coming into short supply,” Mr. Yazami said. So he is trying to develop a battery powered by nano particles of sodium and water. “You know the work of Jules Verne,” Mr. Yazami asked, referring to “20,000 Leagues Under the Sea.” “He wrote of using seawater as a battery.”

A Virtual Game to Teach Children Languages


July 16, 2009, 1:20 am

The star video game developer behind Age of Empires has turned his gaming talents to something new: teaching children languages.

Wiz World Online, developed by 8D World, a start-up based in Shanghai, China, and Woburn, Mass., was built by Rick Goodman, who developed the popular games Age of Empires and Empire Earth. In his latest virtual world, instead of re-enacting historical battles, Chinese children can learn English.

Alex Wang, the company’s chief executive and co-founder, said the idea grew out of his personal experience landing at the San Francisco airport on his first visit from China, 21 years ago, when he was in his 20s.

Though he had studied English for years and scored well on the written part of the GRE test, he discovered that he could not read the McDonald’s menu in the airport, nor could he converse with the server. Alhough he was hungry, “I was never in that kind of conversation before, and I ended up with a jumbo Coca-Cola with tons of ice,” he recalled.

“Hundreds of millions of people experience the same problem worldwide, particularly in Asia,” he said. “People study languages, but cannot talk, cannot communicate.”

The biggest problems, he said: children studying languages do not get to practice the language in their daily lives, they do not get much attention from teachers in large classrooms and they are often afraid to make mistakes when they do try to speak different languages.

Those are the problems that Wiz World Online aims to solve. Kids choose an avatar and pick a scene, like a castle in a fantasy land or a supermarket in the United States. They are confronted with challenges, like dodging flying monsters or buying fruit, all of which ask them to use English. If they hit a ceiling in their language capabilities, they go to the wizards’ library and read so-called magical books that teach them lessons.

The company is initially focusing on kids age 7 to 12 in China but plans to expand globally, eventually teaching many different languages to kids all over the world.

Venture capitalists and entrepreneurs are increasingly interested in Web companies that have to do with education, an area they say has not yet been transformed by the Internet.

“The fundamental education business models are coming down,” said Alex Finkelstein, a general partner at Spark Capital, which led a $7 million venture capital round for 8D World.

Only a few years ago, he said, people did not think education could be done on the Web, but companies like Rosetta Stone, a language learning Web company that went public this year, has proven them wrong. “Those are educational products that not only teach people but are becoming very very big, profitable companies,” he said.

Mr. Goodman and Mr. Wang met at Boston Post Mortem, a group of game developers that meets regularly. They started the company in 2007 but kept its educational purpose a secret. Some bloggers guessed that it would be a massive, multi-player fantasy world. This summer, they unveiled Wiz World Online in Shanghai.

Though China has cracked down on some Internet companies, Mr. Finkelstein called the Chinese government “our best distribution partner.” Shanghai public schools are using Wiz World Online in classrooms and in July, the Shanghai government will launch the Wiz World Cup, an oral English competition.

Wiz World Online is free for now as it works out the kinks, but the company plans to charge $120 to $150 a year for subscriptions starting in September. Down the road, the company could also make money selling virtual goods or sponsorships to advertisers, Mr. Finkelstein said.

Twitter Hack Raises Flags on Security


July 16, 2009

SAN FRANCISCO — You might think your password protects the confidential information stored on Web sites. But as Twitter executives discovered, that is a dangerous assumption.

The Web was abuzz Wednesday after it was revealed that a hacker had exposed corporate information about Twitter after breaking into an employee’s e-mail account. The breach raised red flags for individuals as well as businesses about the passwords used to secure information they store on the Web.

On Web sites containing personal information like e-mail, financial data or documents, there is usually just a user name and password for protection. More individuals are storing information on Web servers, where it is accessible from any online computer through services offered by Google, Amazon, Microsoft, social networks like Facebook or back-up services like Mozy.

But password-protected sites are growing more vulnerable because to keep up with the growing number of passwords, people use the same simple ones on numerous sites across the Web. In a study last year, Sophos, a security firm, found that 40 percent of Internet users use the same password for every Web site they access.

The attack on Twitter highlights the problem. For its internal documents, the company uses the business version of Google Apps, a service that Google offers to individuals free. Google Apps provides e-mail, word processing, spreadsheets and calendars over the Web.

The content is stored on Google’s servers, which can save time and money and enable employees to work together on documents at the same time. But it also means that the security is only as good as the password. A hacker who breaks into one person’s account can access information shared by friends, family members or colleagues, which is what happened at Twitter.

The Twitter breach occurred about a month ago, Twitter said. A hacker calling himself Hacker Croll broke into an administrative employee’s e-mail account and gained access to the employee’s Google Apps account, where Twitter shares spreadsheets and documents with business ideas and financial details, said Biz Stone, a Twitter co-founder.

The hacker then sent documents about company plans and finances, confidential contracts, and job applicants to two tech news blogs, TechCrunch, in Silicon Valley, and Korben, in France. There was also personal information about Twitter employees including credit card numbers.

The hacker also broke into the e-mail account of the wife of Evan Williams, Twitter’s chief executive, and from there accessed several of Mr. Williams’ personal Internet accounts, including those at Amazon and PayPal, Mr. Stone said.

TechCrunch revealed documents showing that Twitter, a private company that so far has no revenue, projected that it will reach a billion users and $1.54 billion in revenue by 2013. Michael Arrington, TechCrunch’s founder, said in an interview that the hacker had also sent him detailed strategy documents about potential business models, the competitive threat from Facebook and when the company might be acquired.

Some analysts say the breach highlights how dangerous it can be for people and companies to store confidential documents on Web servers, or “in the cloud.”

But Mr. Stone said that the attack “isn’t about any flaw in Web apps,” but rather about a bigger issue that affects individuals and businesses alike. “It speaks to the importance of following good personal security guidelines such as choosing strong passwords,” he said.

Instead of circumventing security measures, it appears that the Twitter hacker managed to correctly answer the personal questions that Gmail asks of users to reset the password.

“A lot of the Twitter users are pretty much living their lives in public,” said Chris King, director of product marketing at Palo Alto Networks, which creates firewalls. “If you broadcast all your details about what your dog’s name is and what your hometown is, it’s not that hard to figure out a password.”

Security experts advise people to use unique, complex passwords for each Web service they use and include a mix of numbers and letters. Free password management programs like KeePass and 1Password can help people juggle passwords for numerous sites.

Andrew Storms, director of security operations for nCircle, a network security company, suggested choosing false answers to the security questions like “What was your first phone number?” or making up obscure questions instead of using the default questions that sites provide. (Of course, that presents a new problem of remembering the false information.)

For businesses, Google allows company administrators to set up rules for password strength and add additional authentication tools like unique codes.

The Twitter hacker claims to have wanted to teach people to be more careful. In a message to Korben, the hacker wrote that his attack could make Internet users “conscious that no one is protected on the Net.”

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