You really do have to read and understand the ingredients list of any food you buy. Even places like Whole Foods need to be carefully checked. Yes, the same Whole Foods that charges "whole paycheck" prices to supposedly only sell food that's good for you.
The Whole Foods brand Olives
Whole Foods is a grocery store with a huge selection of products produced by others. Whole Foods also has its own brand of products, some with standard packaging and some that are custom-packed. Someone I know went shopping there the other day and bought some Whole Foods olives, intrigued by what olives with "tangerine and chilis" would taste like.
After getting them home, my friend opened up the package and tried a couple of the olives. Yuck, what's this? These taste outrageously sweet! These are supposed to be flavored hot and with citrus! What's going on? At that point she took a closer look at the label:
Surprise! The third ingredient after olives and water is "cane sugar." More sugar than oil, more than vinegar, more than tangerines, more than red pepper and more than salt.
This being Whole Foods, the ingredient of salt isn't just any old salt, it's supposedly "sea salt," which sounds like it's better for you somehow. And the sugar isn't any old sugar, it's "cane sugar" -- oh, right from sugar cane, it's "natural," right?
Sugar is a Big Problem
Most people like sugar, which is part of why deserts can taste so good. The trouble is that people who make food only care that you like it and want to buy more of it; they mostly don't care whether the food is healthy for you to eat. Regardless of what they say. Therefore, sugar of one kind or another is added to an astounding range and variety of foods, including ones that are "supposed" to be sweet.
Even the CDC, the well-funded government organization whose whole purpose is to keep us healthy, agrees that sugar is a problem.
Weight gain and obesity, type 2 diabetes and heart disease. Is that all? In the section on obesity, the CDC admits that obesity itself is a serious problem:
This being the CDC, all they do is admit that obesity is "associated with" those fatal things and nowhere do they spell out the curse of sugar added to foods and the need to read the ingredients. The picture above shows obviously sweet cupcakes, while much of the problem is with foods that aren't obviously sweet.
Getting information about sugar
You may have noticed my use of phrases expressing cynicism about the CDC. Although the statements I've excerpted above are true, they have appeared on the CDC after decades of being studiously ignored by this corrupt agency. This is because the CDC has long practice in putting its authority and the patina of "science" behind what various powerful pressure groups want to advance their own interests.
Sadly, like with so many other things, it's up to each person to look out for him/her self. In this case, it's pretty simple: moderate your ingestion of sugar in any form; avoid buying and eating packaged food that has any form of sugar added to it; for this purpose, trust only the small-print list of ingredients.
Conclusion
You can't depend on the idea that a "health oriented" store will only sell you healthy food. You can't depend on how a food product is labelled. You have to take control of your own health, which means taking control of what you eat, which means taking care about the ingredients of the food you buy. It's not too hard, it doesn't take much extra effort, and the payback in terms of length and quality of life are more than worth it.
Once computers were invented and started being used, people discovered that writing programs for them was brutally hard. It didn’t take long before some smart folks figured out ways to make it easier, taking two giant steps forward in ease and productivity in quick succession.
After that wonderful start, people kept on inventing new languages, but somehow never made things better – in fact the new languages often made programming harder and less productive, a situation that the experts and exalted Professors studiously ignored. They never even bothered to spell out what makes one language better than another, which you'd think would be at the heart of promoting a new language.
I this post I’ll discuss a major category of new languages that keep getting created, receive passionate kudos, are rarely used but refuse to die: functional languages. In a subsequent post I'll describe the truly good idea that lurks inside the madness of the functional language world.
The core idea: time and timeless, music and math
I learned math as a kid. In high school I took the most accelerated and advanced courses available, finishing with a course in calculus, which I aced while mostly sitting in the back of the classroom teaching myself differential equations from my father’s grad school text book. I liked it. At the same time I got into music of multiple kinds but with a strong preference for classical. The strong connection between music and math has often been noted.
During my junior year of high school I took a course in computer programming, with FORTRAN as the language. Our “teacher,” scrambling to keep a chapter ahead of us in the text book, had arranged machine time for the class on Saturdays at a computer at a nearby rocket firm, Reaction Motors. After lots more programming, by my first year of college, it was clear that math took a distinct second place to both music and software in my heart.
In this post I explain where software comes from and its relation to music. The key concept is that, while you can read a page of music or software or math, math usually exists in a world “outside” of time – at most, time is a dimension like space; think for example of a proof in geometry. Music and software, by contrast, can only be understood as flowing through time. When you look at a page of music or software you naturally start at the beginning and hear/see it flow through time in your mind, just like reading a page of text.
What this means is that there is a fundamental dis-connect between math and computing. I explore this disconnect here. The math types are always trying to turn software into math, for example plodding for decades on a fruitless pursuit for ways to “prove” the correctness of programs.
This is the best way to understand both the failure and the refusal to admit defeat of the math types to develop a practical math-like way to write software, an effort and category of languages that is usually called “functional.”
Turing had nothing to do with making software programming practical. That amazing job fell to others, who created the two giant advances in software language development. But since the math types were hanging around computers in the early days, particularly because doing math calculation was one of the earliest tasks to which computers were applied, finding a way to make programming more math-like, essentially eliminating the factor of time from software was a top priority.
I had already done serious programming, including working on a giant FORTRAN project to optimize oil refinery operation, when a friend introduced me to functional programming for the first time. The language was APL. It came a bit closer to being able to handle practical math than many of the other non-functional "functional languages" because of its focus on the matrix, but it was as easy to read and understand as advanced math. I could and can imagine that it would be appropriate for representing certain math transformations in a compact way, but why anyone who wasn't being tortured would agree to use it for general programming remains beyond me -- assuming of course that what you want is to ... radical idea here, be warned! ... get stuff done. As opposed to demonstrate and revel in your ideological and mathematical purity and exalted status in the pantheon of Computer Science greatness.
None of this is any concern to the cultists, who march on inventing an endless stream of "new" functional languages. Among the names you might see if you look into this are OCaml, Scheme, Haskell, Clojure, Scala. There are even a few that are object-oriented on top of being functional, like Erlang. Articles continue to pop their heads up out of the underground insisting that functional languages really are making inroads in commercial applications, better for getting a job, more effective to use to create your ground-breaking start-up, etc. I predict no end to the flow.
The fact that functional languages are mostly of interest to a cult of fanatical core believers minimizes their widespread, on-going pernicious impact on software development, fueled by the near-universal math orientation of academic and corporate Computer Science. Functional concepts keep getting introduced by language fanatics into otherwise-sane normal languages.
Conclusion
Computer software is rarely driven by purely practical considerations much less objective knowledge and definition of what constitutes "good" in a language. But when an approach like functional programming is pushed that leads to results that are often 10X worse on multiple dimensions than "normal" programming, the problem is so large that people who aren't already committed members of the cult notice the difference and refuse to put up with the nonsense.
In spite of all this, there is an amazing valuable insight at the core of the functional language movement that leads to highly productive, real-world-valuable results when embodied in the right way. I will spell this insight out and illustrate its use in a subsequent post. The heart of the insight is taking a declarative approach instead of an imperative one when and to the extent that is appropriate.
Yelp is a Big Tech company that isn't listed when people talk about "big tech," but it's nonetheless all about tech and it's unarguably big, with well over 100 million unique visitors per month to their site and a valuation in the $ billions.
How good is their software? Are they a company from which non-tech corporate America should poach talent to upgrade their in-house tech? I recently had occasion to spend a little time with Yelp, and found that they are indeed an exemplar of the Big Tech tradition of tech bumbling as I have documented.
Harvard Business School famously teaches according to the case study method. Students are presented the case and challenged with figuring out what to do. Yelp would make an excellent case study. Any of the bright, aggressive b-school students who declared that the "solution" to the case was to fire all the executives and replace the entire product and tech team with talented high school grads, would get at least a B. Anyone who further suggested avoiding hiring anyone with a Computer Science degree would get an A.
Yelp and Local Business
Yelp is an advertising company that features listings of local businesses and user-generated reviews of those businesses.I recently visited my local dentist and received excellent care on the way to getting a crown put on one of my teeth. She knows I'm a computer guy and I've helped her out in the past, so she brought up her concern about a couple of malicious false reviews that were posted to her Yelp page. I'd said I'd check it out. I did. The results were illuminating. I sometimes complain about bumbling big corporate companies and their painful but fixable software problems. Yelp provides a great example of how second-tier Big Tech companies are no better at building software than the super-famous first tier ones are.
Yelp and a Local Dentist Business
I checked out Yelp's page for my dentist, Doctor Vu. It had a couple long negative reviews. So I posted a review of my experience, along with a selfie of me at her office.
I went back after a couple days to check out the page in more detail.
At the top of the page:
I see that she has 5 reviews with an average score of what looks like 3.5.
I scrolled down and found the photo section with the photo I had posted:
I took the selfie in her office holding the coaster I had given her last year that I couldn't resist buying at my favorite store in Cape May. She's had it in her waiting room ever since; I hear it often elicits amusement. It just seemed right to take the picture at the end of a visit to get a crown. :-)
After scrolling through ads and other information I got to the reviews. Mine was first:
I scrolled through the rest, including the two 1-star slams. Something didn't seem right. I went back and carefully counted the reviews. I double-checked. There were 6 reviews! The header at the top said 5! Then I made note of the star ratings. The two super-baddies were 1 star and the other 4 were 5 stars each. That's 22 points divided by 6 reviews = 3.67. Looking carefully at the points at the top, the dividing line is clearly at the top of the star, so Yelp thinks it's 3.5.
But then Yelp said there were only 5 reviews in spite of displaying 6. Is it 22/5? Nope, that's 4.4. A complete mystery. Maybe I'll figure it out later.
At the end I found this:
What's this about? In faint type 16 other reviews? I check it out. At the top of the page that shows up there's a video I can watch and this long, serious-sounding thing about how Yelp cares and they're smart and they're doing the best for everyone:
Impressive! Finally I scroll down to check out these malicious reviews and here's the first thing I see:
Wow. Billions of data points! That software must be good, right? So I scroll down to see these scurrilous reviews. Imagine my surprise when I see this:
Wow. My review. Again!
At least the mystery of the rating average is solved. Even though my review was shown among the legit reviews -- first, no less -- it appears that their ludicrously bad software had marked it as not recommended and so some piece of software decided there were just 5 reviews. So 3 5-star plus 2 1-star is 17 stars, divided by 5 is 3.4. Close enough to the 3.5 average rating they displayed.
Even better -- I received a congratulatory email from Yelp after posting the review with the picture, saying how great it was and I should post more pictures along with my excellent reviews. My picture is indeed featured. And my review is both first on the list of legit reviews AND first on the list of those not recommended. Score! This is what you get by employing thousands of Silicon Valley's best super-programmers...
Those billions of data points must have somehow confused the Yelpers. And their software.
Finally I read through the rest of the reviews that weren't recommended. There was nothing fake about them.
I visited Dr. Vu again to get actually crowned -- the first visit was just preparation. She told me she had contacted Yelp about the situation. First she learned that the Yelp algorithms were state-of-the-art great, and in any case there was nothing a Yelp employee could do to alter their results. Second she learned that she really should pay Yelp lots of money so she could fix up her page, post pictures, etc. Maybe if she paid something could be done about those bad reviews...
My conclusion from this wasn't hard to figure. Yelp is corrupt (pay to play!). Yelp is incompetent (bad algorithms, double-posting, bad arithmetic). Sensible people should ignore Yelp.
Conclusion
I'm tempted to say that Yelp fits right in with its first tier Big Tech buddies, and of course it does. If you can stand it, check out the summary of their issues on Wikipedia. I did and also went to some sources to make sure it wasn't a Wiki hit-job. I also checked out the disastrous business and personal judgment and behavior of the leaders. Pathetic. Yelp is now on my blocked list of websites.
I have described the concept of automation depth, which goes through natural stages starting with the computer playing a completely supportive role to the person (the recorder stage) and ending with the robot stage in which the person plays a secondary role. I will illustrate these stages with a couple examples that illustrate the surprising pain and trouble of going from one stage to the next. Unlike the progression of software applications from custom through parameterized to workbench, customers tend to resist moving to the next stage of automation for various reasons including the fear of loss of control and power.
I will use companies to illustrate this progression that are known to me personally but not widely known. Software history generally is the history of the winners as written by the winners, like most history. However if you want to guide your own software strategy by taking advantage of the clear patterns of history, it is essential to include examples of companies that are rarely discussed.
Nextpage
NextPage was active from 1999 to around 2010. It had a distributed document management product that was prominent in service industries, for example lawyers and accountants. The product operated at a “recorder” level in terms of automation depth. It wasn’t directive, it just sat there waiting for a document request, and when it got one, responded with a list of applicable documents and lets you view the documents.
They and some of their larger customers saw that, in fact, many of their engagements weren’t so very different. As a high-powered, highly paid lawyer, you may think that every job is unique and your ability to handle the differences very important, but it was obvious to people involved that certain transactions involved very similar documents and workflows. It made sense to attempt to capture and automate the similarities.
With the cooperation of one of the world’s largest law firms, NextPage built a new product on top of the existing distributed document platform; this new product was automation at the “power tool” level. While recognizing that each transaction of a particular type would end up producing a unique set of documents, for example, it operated like a series of factory distribution belts, assuring that all lawyers working on an M&A transaction, for example, worked on the right things in the right order with the right base documents, reviewed in the right order by the right people, etc. etc. Lawyers continued to craft their documents. But instead of treating each (for example) M&A transaction as though it were the first one the firm had ever handled, the new system treated them like a repeatable process, with variations.
But the lawyers didn’t think of it that way at all! They were used to thinking of themselves as powerful, autonomous, self-directing agents. Now they were to be subservient to an assembly line in a factory, having their work and output measured as though they were hourly workers? No way – I’m a professional – there’s no way I’m going to put my head in that yoke!
NextPage had a good position in the market, existing customers, a prestigious lead customer for the product, a strong business case, and tangible results. But the resistance to moving to a “power tool” level of application was stronger than the force NextPage was able to bring to bear at that time, and the effort failed to bear fruit. Anyone who looks at the application knows it’s going to happen, the benefits are definitely there. But anyone with sense would be reluctant to predict even the decade when it would be likely to actually happen.
The pattern of resistance encountered by Nextpage was strongly correlated with the prestige and power of the people whose work would be affected. The same resistance is seen elsewhere; for example, how eager are the highly paid and prestigious category of medical doctors to have their work automated?
Captura/Concur
My VC firm invested in Captura, which is now part of SAP Concur, the leader in on-line expense management systems. These applications basically automate the process of filling out expense reports, getting them checked and approved, and finally paid.
If you think about expense reports, you imagine a form that you fill in with your expenses during a trip. You then attach your receipts, drop it off, and eventually get reimbursed for out-of-pocket expenses. So it seems like it would be a “recorder” type application. In fact several companies were started and eventually failed with products that weren’t much more than recorder type applications, with some automatic routing added on. This kind of application didn’t provide enough value to offset the expense of installing and running it.
Captura went much farther. While parts of this application operate at the “recorder” level, particularly the entry of un-automated expense information, much of it actually operates at the “robot” level, which is why the payback for its use is so high. It has built-in rules for approval levels and documentation requirements and many other things. It knows whether and when and to whom expense reports should be routed for approval from the HR system. It gets feeds from the corporate card system. It kicks out exceptions. It allocates expenses to the right accounts. It feeds directly into the accounts payable system to cut checks. When it needs something it can’t get from a computer, it asks a human for it, and otherwise does its job without help.
Unlike other “power tool” type applications, this application tended not to threaten people who were powerful in the adopting organizations. The most powerful people who used it tended to regard it as saving them time, and everyone got their reimbursements more quickly and accurately. The administration group saw it as saving thankless clerical work, and the accounting executives saw automatic enforcement of all their standards. Still, this application category didn’t really take off until the cost of implementation was reduced to a painless level; in other words, it had to wait for nearly universal access to the web to be practical and affordable. And it worked much better as a secure service than as an enterprise application, because the burden of installation and maintenance on IT added so much friction that only the most motivated potential customers would go for it.
ClickSoftware
ClickSoftware provides a classic example of a “robot” level application. It takes the problem of a field service operation, in which there are calls for service from companies in different locations, with different equipment to be repaired, with varying levels of urgency and service level agreements, with different hours of operation and times to travel to them, and finally with different service technicians who have varying skills and qualifications and constraints about hours of work. Who gets sent to which location to fix which problem in which order?
Without something like Click Software, this problem is solved in a rudimentary way by the service manager, who uses some combination of experience and common sense to work out the best solution. However, for a large service organization, the difference between a good solution and the optimal solution can be worth a great deal of money. Click Software takes all those inputs and produces the optimal solution, and asks the human manager for help when the problem simply can’t be solved; in response, for example, the human may ask a critical resource to work overtime, or might call a customer and see if their request can be deferred.
Click illustrates another characteristic common to robot-type applications. It is typical that “power tool” type applications do not become robot type ones by incremental addition. A robot application requires a whole new approach to the problem, and a level of math programming that is likely to be entirely foreign to the software group that wrote the power tool application.
Tape backup systems
In tape backup, whenever a new platform has come out, tape backup software products tend to emerge in the same order, starting with products that just record what the backup operator does, moving to power products that give the operator hints and suggestions and automate the repetitive operations, and ending with true robot products, which are driven by a set of rules and which request operator intervention at only and exactly those times when human intervention is required. For example, Palindrome and Cheyenne (now part of CA) introduced robot-level backup products in the early 1990’s for the PC server platform, at a time when similar products had been in general use on earlier platforms (e.g. IBM mainframe) for decades.
Having cycled from primitive to robot level automation several times as new platforms came out that had tape backup, the whole category is dying, frozen in time as the latest computer systems use the kind of disks that have become incredible cheap and tape has become obsolete.
Conclusion
It seems inevitable that an industry would move, step by step, towards robot-level automation. The historical fact is that while the incentives for advancement are always there, advancement happens only when an industry is "ready" to move, which can be decades after it is technically possible and economically practical.
I’m glad I have health insurance; I’ve had some health problems, now under control, that were expensive to fix. My insurance company, Anthem, has paid the claims.
Still, I can’t help being impressed by how many actions of this health insurance giant are stupid, wasteful, incompetent and worse. To be clear: I don't claim they're worse or better than the others; they just happen to be the one that I have.
I’ve just had a new stupidity inflicted on me by them that is low on the “it matters” scale, and high on the “a smart high school student could have done better” scale. What's interesting is that while the stupidity itself is minor in the overall scheme of things, it's the result of a serious dysfunction causing widespread trouble and hassle for patients and providers, while adding expense to Anthem. The extra painful thing is that, for anyone with a moderate amount of software knowledge, it could easily be fixed!
When I think about all the big, important, highly paid executives involved in and in charge of this, it does make me wonder whether we’d all be better off if they refused to hire any more people with college degrees for any job, and in particular, management.
The only reason this story is worth telling is that it's not about Anthem; it illustrates how the techniques taught in business and computer science schools and embodied in endless standards and regulations keep large organizations locked into acting in ways that are both expensive and ineffective.
Summary
The root of the issue is my company negotiating a new plan for its employees. Anthem then sent an email (how modern!) welcoming me and inviting me to go digital with card images and an app. I suspect there were self-congratulatory executive meetings about the wonderful modernity of all this. See this for the inexcusably bumbling reality.
A few weeks ago I went to the dentist, got an exam and cleaning and then scheduled for a crown. My dentist submitted claims as usual and got denied, and I received denial EOB's in the paper mail. I sent my new digital card to the office, and that led to another denial and another paper EOB. Finally the office person was able to get through to a human being at Anthem and somehow resolved the issue.
Then I received a survey from one of Anthem's contracted firms to see how impressed I was by Anthem's new plan signup experience. The survey design and implementation resembled a 1995 paper-based process cluelessly "updated" to use, uhhhh, computers.
The whole mess could have been avoided by having a simple system that took incoming claims and checked them against a database of patients and plans, including plans that had been updated and/or replaced. When a claim arrived for a person with a no-longer-in-effect plan, a simple lookup would enable translating it to the new plan information and everything would take place seamlessly, with ZERO action, trouble or inconvenience to patient or provider. You wouldn't even need to send out a survey to ask how the transition went, because it would have been seamless.
An Email asking for Feedback
Some Anthem exec wanted to get some customer feedback about how their new plan roll-out was going. I got an email. Here’s the lead paragraph:
As you’ll guess from my past blog posts regarding Anthem (a summary with links is below), I clicked, hopeful that they’ve gotten moderately competent, but suspecting that some new sophomoric amateur-hour performance will ensue. (BTW, I’ve always been curious about the use of “sophomoric,” since it is the second year of a four year education program. Shouldn’t a performance that’s worse than “sophomoric” be called “freshmanic” or something?)
Sure enough, I clicked, my browser came up and showed me … a blank screen. Yup, nothing. Nada. I refreshed, tried again, same results. Then I thought, “remember this is Anthem we’re dealing with here; what would someone who dropped out of Computer Engineering 1.01 do? Sure, they’d test their stuff on their favorite browser and declare it working!” I strongly suspected that the kid’s (or highly paid seasoned professional with the skill of a kid who dropped out) browser was today’s most widely used one, Chrome. The next one is Safari, Apple’s browser on the Mac. Behind Safari’s share but still with substantial use are Firefox and Microsoft’s Edge. I copied the URL, brought up Edge and plugged it in. It worked! But it failed totally with my Firefox browser. I visit a large number of websites, and this is the first time in years that I’ve gone to a site that managed a complete face plant on Firefox. It takes a certain kind of perverse skill to pull off a feat like that!
With such a great start, who knows what joys would follow? Could this be a candidate for “freshmanic” status??
The Survey
The very first question puts this survey in the running for un-great-ness. Would you take a look at the never-before-seen way for formatting answers to a multiple choice question? With the major choices ending with “that”?
The second question continues the fun.
After asking me whether I remembered receiving this or that communication and answering “no,” the next question was always an huge graphic reproducing what they sent with the question (in effect) now do you remember? Not once -- several times.
Finally came a request to allow Anthem to follow up with me to help improve their experience. To see what would happen, I said yes.
I then got a form in which I was supposed to enter my name, telephone number, email, and best time to reach me. Right. You already know all this. Anthem gave you my email with an ID. All you need to do is give them my answers with the associated ID. That would make it easy for me. Instead, in typical brain-dead, big-corporate manner, you make me enter all the information you already know AGAIN. So NO, I’m not going to fill it in. So I hit Next. What do I get? You can guess, I bet. Yup!
Lots of red with the same questions in red backgrounds. Of course if this stupidity was supposedly all about protecting my privacy, they could have said something about that, apologizing for the inconvenience of entering information they already have. But no. Just ERROR. And I've already agreed to have my answers and identity shared with Anthem!
I could have just closed the browser, but they provided a button labelled “log off.” Which leads to a screen titled “Logged Off,” informing me of my “success” in logging off. But I haven’t “exited” the survey! They close with “Please close your browser to exit the survey.” OMG! If I don’t close the browser I haven’t “exited” the survey even though I’ve “logged off of this survey.” All these years in the business and I’m only just now hearing a new level of sophistication, about how “exiting” and “logging off” are different. Could I possibly screw things up here?
The Anthem Market Strategy and Insights team
I went back to the original email, and clicked on the link “To find out more about Anthem’s research surveys.”
I found out lots of interesting things like how “we’ll never ask for any personal data in our surveys, like social security or ID numbers.” I guess my name, phone, email and (on another question) age aren’t personal. Who knew?
I found out that the geniuses who put together this survey are just one of a crowd:
Always friendly, always available to answer your questions:
I could go on, but what’s the point. Anthem is incapable of doing the simplest kind of market research on their own, so they turned to a bevy of outsiders who can’t do it either, but Anthem can’t tell the difference between good and bad, so who cares? Except it takes a certain kind of genius to consistently pick the worst on multiple dimensions. I guess that’s why they have a “team” working on it – no mere “department” could do it on their own.
How Anthem could leap decades ahead and get to 2010
Anthem doesn't need to invent a thing. All they have to do is copy methods that are decades ahead of the ones they use -- and are quicker, cheaper and more effective to boot. Here are things they could do:
Make the transition of employees to a new plan seamless.
The best thing would be to keep the plan number the same and put in a switch to adjudicate and give plan information according to the date of the switch-over. No new cards or numbers, digital or otherwise!
The next best thing would be to issue new numbers but keep a database of employees/patients enrolled in the prior plan, and automatically update things like newly arriving claims with the old numbers to the new ones as needed.
If you do one of these you won't need a survey!
Dump the whole survey thing.
Track customer actions in detail like modern web companies do and detect when things don't go as they should. If someone isn't getting what they want, detect it and fix it, and give them an opportunity to tell you what's wrong at the time they experience it.
Dump the whole paper thing.
I've opted out of paper every way I can at Anthem. I still get loads of paper mail. Why is it so hard?
Fire your design department and start over.
I get lots of to-the-point communications from Amazon. Copy them!
Keep it simple. Test everything in small scale with real people before inflicting it on your customers.
Those are just highlights. There's lots more Anthem could do if their august team of highly experienced professionals would stoop to it. See the next section for some samples.
Past Anthem issues
Just to make it easy for anyone researching giant health insurance company outstanding achievements, here is the list of Anthem issues that I’ve looked into.
Again, I make no claim that Anthem is better or worse than any other insurance company. It’s just the one I experience, so theirs are the stories I tell.
I discovered on my own that my data was in the stolen data. Anthem then offered a worse-than-useless plan to “help” me.
Somebody at Anthem decided that I would be cheaper to insure if I acted better and made an expensive botch job of offering a pre-paid card as an incentive.
At one point they decided to send me an email to get me to use a primary care physician they had selected for me. Everything about the experience was a nightmare. A case study in stupidity.
Then I discovered on an offer on Anthem’s website to enable me to pay my patient co-pays. Wonderful idea! Except it doesn’t work. Not just a big screw-up, a huge face-plant.
While I was discovering the joys of Anthem’s inability to help with co-pays, I got and responded to a customer survey. It was a model of how to p*ss customers off, not to mention being decades behind standard practice.
Most recently I discovered that my insurance ID changed and that they botched the change and the wonderful new app that was supposed to replace my card.
Conclusion
Big companies can't build software that works. They can't even do surveys. Hiring people from Big Tech companies doesn't help, because they can't do it either. The good news is, that gives LOTS of room for small, innovative groups that get stuff done that people need, building effective software that works quickly along the way. Hooray!
It's something I always knew, but I just couldn't make the nagging doubts that would pop up from time to time go away. Finally, at long last, the evidence has arrived: experts really are super smart and expert at what they say and do!
This is an extra relief to me personally, since I've expressed such strong support for the authority of experts in the past, giving examples of their prescient ability to analyze and predict with super-human accuracy.
I need worry no more. The evidence has arrived. Experts truly are everything I had hoped they were!
What's inside the food I'm eating or the substance I'm putting in my body? As I hope we all know, two of the most important factors in health and sickness are WHAT and HOW MUCH we ingest. You would think that paying attention to what we ingest and its varying impacts, good and bad, would be front and center in research and education. Yes, we're told to have a "healthy" diet. We're told some things about what that means. Sadly, a great deal of what we're told is wrong, and even worse, few people pay attention to the actual SUBSTANCE, i.e. the ingredients, of what we eat.
Even though lists of ingredients are printed on food packages in tiny print, how many people read them and make informed decisions based on what they read? Based on the incredible and growing fraction of people in our society who are overweight, I think it's fair to guess that the number of people who make such judgements for themselves is minuscule and, unlike their bodies, shrinking.
A Lesson about Reading the Ingredients by the Dentist
I went to the dentist last week for a periodic cleaning and exam. At the end the hygienist prepared the little plastic bag she gives patients containing a toothbrush, paste, and floss. They are freebies by the manufacturers hoping to win new customers. The hygienist added an extra box of a different toothpaste, saying that my gums bled quite a bit and I should try this toothpaste that reduces gum bleeding.
OK, I thought. I had a couple minutes waiting for the X-ray and for the dentist to come examine me, so I examined the box.
See the red streak on the bottom, drawing your attention to "Helps prevent bleeding gums?" My next thought was "I wonder how it pulls that off?" Yes, I know, I'm a nerd, but that really was my next thought. So I turned to the ingredients. Here they are:
My curiosity was immediately piqued. Just one active ingredient! And it's fluoride, the thing common to all toothpastes. 0.454%. Pretty exact amount. It's purpose is stated to be "Anticavity, Antigingivitus." Nothing about bleeding!
Let's look at the other box, the one with the "regular" toothpaste. Let's see what's different about the ingredients. Maybe there's a different amount of fluoride?
Wow. Exactly the same active ingredient, the same in every detail. But the purposes! The same animosity towards cavities and gum rot, but somehow in this toothpaste the fluoride has a new, added purpose: fighting hypersensitivity! I wonder if that's accomplished by putting the fluoride through extra training or something to give it a new purpose in life? What's that about?
Let's look at the front of the box:
Things are getting clear. The normal toothpaste is called Sensodyne, supposedly to attack sensitivity. With fluoride. Same active ingredient.
It's clear, number one, that our wonderful regulators don't care how products are described or sold, so long as the universally-ignored ingredients list in tiny print is accurate.
Oh, wait! Maybe I'm being too hasty! I'd better check the so-called "inactive" ingredients. Maybe one of them is the key thing that makes the difference.
Here we are for Sensodyne:
And the corresponding information for the terrific product that helps prevent bleeding:
A careful check shows that the two products have the same, the identical blankety-blank ingredients!
I'm a complete, total pain in the neck, I know, so I mentioned this politely as a question to my dentist and hygienist. They had no explanation. Oh, the hygienist said, it's what the salesperson said.
I've had many different dentists over the years as I've lived in different places. I've always gotten the little bag of freebies at the end. Has there been an uprising in the dental professional community about this decades-long lying and misrepresentation? If you've heard of it, please let me know.
Conclusion
The big companies making toothpaste and other things you put in your mouth depend on their ability to lie about the virtues of what they're selling and get away with it. They know through experience that no one pays attention to ingredients and that the relevant professionals ignore the issue if they're even aware of it.
The example I've given is trivial. It's just toothpaste and whatever you pick is unlikely to hurt you. But things that you put in your mouth and then swallow or breathe in are a whole different matter. The trouble is that exactly the same blatant lying goes on with food products as I've illustrated here with toothpaste. It would stop if the government made it stop. But it won't. It's the government, after all, the same government that continues to dish out misinformation about nutrition.
It will only stop when consumers rise up and act: start paying attention to ingredients and stop buying products with ingredients that are bad for them. Do schools teach this? I would say that schools spend 10X more time on sex education and political indoctrination than they do on teaching kids what ingredients mean and how to select and control what they eat -- except that implies that the amount time spent on that is greater than zero, which it probably isn't in most cases.
I will return to this health-essential issue in future posts.
Software automates human effort to varying degrees. In doing so, software emerges that performs this automation to an increasing extent. In this post I'll describe the basic stages through which automation progresses. In later posts I'll give specific examples.
Automation depth
Automation depth can be understood in terms of the extent to which human effort, observation, knowledge and control is replaced by the computer system.
Stages: help a human do something; do something a human would otherwise have to have done; make a decision a human would have made; gather information about all the work that is arriving, in process and completed; make work and resource allocation decisions. There are a few different ways automation depth can be understood. Here are a couple of them:
Stages: As depth increases, the human does things faster and has less work to do.
Automation depth is correlated with moving from an “open loop” system to a “closed loop” system.
Effort. In the earlier stages the computer augments or replaces the person’s efforts. This is like power steering in a car, in which everything is the same except turning the wheel takes less effort.
Knowledge. As automation depth increases, less knowledge is in the heads of people and more in the computer.
Control. As automation depth increases, the human loses control and eventually becomes controlled by the computer.
Automation depth has these basic levels:
Recorder
The software essentially tracks what people do and records the results of what they create or decide. The most primitive software of this class does this for a single job task. More advanced software does it for multiple tasks, eventually for a person’s whole job.
Power tool
The software takes high-level instructions from the operator, and does most of the work. In less skilled environments, the power tool will often select and order the work to be done.
Robot
Like an auto-pilot, the software replaces the human for most functions, performing those functions better than a human could, leaving the humans only to set goals and processing rules, and handle exceptions.
Unlike some of the software evolution progressions I've described, iIt is not generally a quick win to get to the next level of automation depth. An industry can stay stuck at a level of automation depth for decades. Normally, the people directly involved with an application strongly resist moving to the next level of automation depth, because they see it as deeply threatening to their autonomy, power or skills.
If a company tries to go to the next level, it is essential that it understand its position, and have the backing to last out the transition and the flexibility to keep trying until it establishes a beach-head from which it can expand. The benefits have got to be dramatic and tangible. Feel-good stuff tends not to work here. Some people are going to get bent out of shape, and managers of managers have got to impose the solution. The only way that typically happens is if things are arranged for their risk of failure to be low and the rewards great, and indisputable when they actually happen.
I will give examples of this progressions in future posts.
Micro-services are one of today's leading software fashions; see this for more on software fashions in general. I have treated in depth the false claims of micro-services to make applications "scalable," and separately treated in depth the false claim that micro-services enhance programmer productivity.
Where the heck did such a crappy idea that has taken such a large mind-share in the software and management community come from?
I don't know. Who knows why skirts are short or long this year? Or whether shirts are tucked or not tucked? What I do know is that bogus fashion trends infect the software industry, some of them delivering decades of perniciousness. Looking at the spectrum of software fashions, I've noticed similarities among some of them. Some fashions well up, spread and peter out, only to recur again later with minor changes and a new name. The new name appears to be important, so that everyone is fooled into thinking the hot fashion is truly "new," not tarnished by the abject failures of its prior incarnations. I describe a clear example of an old idea with new name here.
The History of Micro-services
Why do we have micro-services? How did this bad idea get to be so popular? Was it someone's recent "great idea?" There are probably people who think it's their idea.
Do micro-services have a history? Of course they do! Nearly every major practice in software has a history of some kind. The number of software practices that are newly invented is truly tiny and going down rapidly. So why do we hear about software advances and the "new thing" so often? The whole field of software ignores its own history in truly radical ways. It even ignores what other software people in other fields and domains are doing.
Nonetheless, anyone who knows a broad range of software practices over a period of decades can easily recognize similarities and patterns -- patterns that surely constitute "history" whether or not the actors recognize the precedents of what they do.
What are Services?
Let's step back and understand what "micro-services" are. By the name, it's obvious that a micro-service is an itty-bitty "service." So what's a service? Once you peel back all the layers, a service is a plain old subroutine call with a bunch of fancy, time-consuming stuff stuck in between the code that calls and the code that is called. See this for my explanation of the fundamental concept of the subroutine.
Subroutines (or functions or methods or whatever) are an essential aspect of programming. Every programming language has its syntax, statements and other things that people get all wrapped up in. Every programming language also has an associated library -- as in function/subroutine library. If you look at a manual for a language and one for the associated library, the library is nearly always larger. The richness of a library is a key factor in the utility of a language. In modern terms, an associated framework serves essentially the same purpose; an example is the RAILS framework for Ruby, without which Ruby would just be one line on the ever-growing list of mostly-forgotten languages.
When you're writing a program, knowing and making great use of the associated subroutine library is essential. But what if you see that you're doing the same kind of thing over and over in your program? It makes sense to create a subroutine to perform that common function as part of the overall application you're building. As time goes on, most well-structured applications include a large portion of nested subroutines.
What if there's a program that can only run on another computer and you want to call it as a subroutine -- give it some data to work on and get the results back? This problem was addressed and solved in many variations decades ago. It's most often called an RPC -- Remote Procedure Call. To make a call to a distant subroutine you implement a version of it locally that looks and acts the same, but does some networking to send the fact of the call and the parameters to a cooperating routine on the distant computer. That routine gets the network call, retrieves the data, and makes a local call to the subroutine. When the return happens, the data is sent back by the same mechanism. It's just like writing a memo and putting in your out-box. The clerk who picks up the outgoing memos delivers the ones that are local, and puts the ones that aren't into an envelope, addresses it and puts the memo with return instructions into the mail. And so on. The calling code and the called code act like they normally do and the RPC makes it happen.
Along comes the internet. People notice that http is supported all over the place. Why not leverage it to implement the mechanics of the RPC? Voila! Now we have SOAP -- Simple Object Access Protocol, which uses http and XML to send and return the data. A subroutine with a SOAP interface was called a "service." This all got standardized roughly 20 years ago. Then along came a simpler version to use that had even more overhead called Restful, which is still in widespread use.
If you need to call a subroutine that can't or shouldn't run on your computer but on some other computer, having some form of RPC is extremely useful. The time penalty can easily amount to a factor of thousands or even millions compared to a normal local subroutine call, but you'll gladly pay the price if there's no other way.
Now let's recall what all this amounts to. A "service" is a subroutine that has a HUGE amount of overhead. There is no reason to ever take on the overhead unless, in the vast majority of cases, the service you want to call is on a different computer than the one doing the calling, a computer that can only be accessed by some kind of networking.
Prior Incarnations of Service Insanity
There have been a couple waves of service fashion mania. One of the waves took place roughly twenty years ago during the internet bubble. People were very concerned to be able to support growth in the use of their applications by unprecedented factors. Expert opinion rapidly agreed that building a "distributed application" was the way to accomplish this. The idea was that the load on the computer would greatly exceed the capacity of even the largest, most capable computer to handle it. To anticipate this, the application should be architected to be able to run on multiple computers that could be changed at will. Instead of a "central" application, the application would be "distributed." This was further elaborated by replacing the simple RPC mechanism with queues called "service buses," as in a bus to route large numbers of service calls from one place to another. The bus itself had to be robust so that messages weren't dropped, so it evolved into an "enterprise service bus," something which exists today. A huge, complex mechanism for accomplishing this became part of java, J2EE (Java 2 Enterprise Edition). See this for the complex, reincarnating history of the transaction monitor.
It turned out that building a "distributed application" was vastly more expensive and time-consuming than just building a plain old application, the kind that today is sneeringly dismissed as being "monolithic." The computational and elapsed time running cost of such an application was also huge. Hardly any applications had loads so large that they needed to be distributed. Even worse, the few applications that ended up with huge loads that required many computers found vastly simpler, more effective ways to get the job done. It's worth noting that articles with titles like "Why were we all fooled into thinking building distributed applications was a good idea" never appeared. The whole subject simply faded away. Here's a description from another angle of the distributed computing mania.
Another incarnation of this nutty idea took place largely inside large enterprises. Many of these places had highly diverse collections of applications running the business, accumulated by acquisition, multiple departments building applications for themselves, etc. Instead of doing the sensible thing of reducing the total number of applications by evolving the best versions to be able to handle more diverse tasks, the idea of a SOA, service-oriented architecture, became the focus. All these applications could be turned into services! Instead of building new applications, people would now build services. Tools were built to manage all these new services. There were directories. There was tracking and control. All sorts of new demands came latching onto the IT budget.
SOA never got to the fever pitch of distributed applications, but it was big. It went the same way -- fading as it turned out to be a lot of time and trouble with little benefit.
Now we come to the present. Remember that the original motivation of the RPC in any form is that a subroutine you want to call is ONLY running on some other computer. An RPC, whatever the form or cost, is better than nothing. Sensible then and sensible now. Then came ways of building programs so that their parts COULD BE run on different computers, if the computational requirements became huge. This also turned out to be rarely needed, and when it was needed, there were always better, faster, cheaper ways than a service approach. Now, with micro-services, we have reincarnated these proven-to-be-bad ideas, claiming that not only will micro-services effortlessly yield that wonderful virtue "scalability," but it will even make programmers more productive. Wrong and wrong.
Conclusion
I like the phrase "oldie but goodie." Sometimes it's applicable. In computing when a hot new tech trend comes along that "everyone" decides is the smart way to go, it rarely is. It most often is an "oldie but baddie" with a new name and new image. You would think that software people were so facts-oriented that they wouldn't be subject to this kind of emotionally-driven, be-part-of-the-group, get-with-the-program-man kind of thinking. But most people want to belong and want increased status. If believing in micro-services is the ticket to membership in the ranks of the software elite, a shocking (to me) number of people are all in.
Years ago when I encountered big-company software flubs that were screamingly bad I would wonder about them: all those people, all that money, all those MBA-led processes and controls -- how could they screw up basic software things? What's wrong with them?
Now I know more. I know the flubs I saw weren't exceptions. They were and are the rule. I know that big corporate and government organizations are incapable of building reliable, cost-effective software. I have identified many of the contributing causes to this disturbing phenomenon, but there's much that isn't known. What's worse, all of the important people, leaders of academia, government and industry, ignore and/or deny this fact.
Yet Another Inexcusable, Simple Stumble
I've covered many big organization face-plants in the past. In order to make it clear that the awfulness isn't just crippling software fails but encompasses a broad range of consumer-dissing inconvenience, I'll show some software that "works" but puts customer inconvenience front and center.
I got a bill from my gas utility provider. Utility company billing has been around for awhile, right? Treating your customers decently and getting paid should be high on the list of any company's priorities, right? How long have auto-pay and e-billing been around -- just flew out this year, didn't they? Bad joke. We all know that auto-pay of some kind has been around for decades, and so has some form of e-billing. So how long do you think it should take for a giant, lumbering company to modify their billing software so that auto-pay is handled reasonably well? Common sense says it should only take a couple months, but rich, giant company maybe a year? Two years? Let's say that by any reasonable measure it should have been completely nailed by 2010, over a decade ago.
Let's look at a bill I just got from my local gas utility. It was an e-bill -- hooray!
I read the above. I immediately think -- hey, I've got this account on auto-pay; what's this with Click here to make a payment?? I'm on auto-pay!
I keep reading and next see this:
Great. If -- If -- If I'm enrolled in Auto Pay? What??? You guys don't know if I'm enrolled in auto-pay?? Your software went to my account master record in your database. You extracted my name, billing address, e-mail address and current amount owed. It's hard to imagine that my auto-pay status isn't also there -- after all, you knew enough to send me this e-mail.
Couldn't you possibly, while you were there with your ancient gnarly claws on my account data, also have extracted my auto-pay status and congratulated me for being enrolled? Couldn't you have assured me that this e-mail was for my interest only and was being paid as usual?
Of course you could have. A trivial addition. Instead you make me wonder whether you have somehow dis-enrolled me as a sneaky way of tacking on a late charge? How can I find out? Then you give this:
Yeah, dial that number and wait around. Send an email. Sure. Or go to your generic website and try to pass the obstacle course to getting the information I need. That's what I did. I got through the obstacle course and verified that I'm in auto-pay and in fact owe nothing. Thanks for nothing, South Jersey Gas.
This is such an obvious thing. Maybe they're too small? It turns out that South Jersey Gas is a public company with $1.5 Billion in annual revenue and 1,100 employees. They serve 400,000 customers.
Maybe they're desperately searching for programmers? I looked at their job openings. No programmers. But there is a technical kind-of job that they're seriously looking to fill:
Yup, a complete b.s. job, whose only relevance is to produce reports and do things to make the bureaucrats in government agencies who wouldn't know a line of code if it bit them on the ear stay calm.
Here is the first sentence of the job description, which is followed by paragraphs of similar verbiage:
The role will be responsible for establishing appropriate Critical Access and SOD rule sets for different applications (Workday Financials and HCM, Oracle Customer Care & Billing (CC&B), Maximo and Hyperion), managing IT organizational policies and standards in support of legal and regulatory compliance needs, designing and testing general IT and organizational information security controls and interfacing with Internal Audit and business leaders to ensure that controls are designed and operating effectively.
Got it? I looked through the rest of the details, and nowhere was "common sense" or "assure at least moderate levels of customer respect" mentioned or even hinted at.
Conclusion
The South Jersey Gas e-mail bill notice is a hardly-worth-mentioning issue given the massive fails that these organizations regularly commit. But when you consider that auto-pay is a good thing for customers and for the gas company and that about 5 minutes of real work is all it would take to fix the problem, and you think back on the important, well-paid job they're advertising for, you realize that the software problem is wired into the system and that everyone whose opinion matters thinks things are fine.
Maybe they should buy software instead of building it? They do buy software. They can't handle that either. See this for a great example with links to more.
Subroutine calls are glossed over as yet another thing to learn when software is taught or described. The fact is that subroutine calls are one of the most amazing, powerful aspects of computer programming. They are the first step up the mountain of abstraction, the path towards creating software that solves problems with optimal efficiency, effectiveness and ease.
What's a subroutine? In common-sense terms, it's like a habit. I hope you have the habit of brushing your teeth. Calling a subroutine is like deciding you should brush your teeth. The subroutine itself is like the steps you take to brush your teeth: open your medicine chest, get out your toothbrush and toothpaste (probably always in the same order), etc. When you're done (you've rinsed your mouth and put stuff away for the next time) the subroutine is done and it "returns" to whatever called it -- what was I doing when I decided it was time to brush my teeth, you might think, but a computer subroutine always returns to exactly where it was before making the subroutine call.
In computer subroutines this calling behavior can get more elaborate. Subroutines can call (start) other subroutines, which can call yet others, without end. This is called "nested" calling.
The teeth cleaning subroutine ends with (we hope) clean teeth. Computer subroutines can end with (return) lots more. Suppose you're researching political revolutions and are making lots of notes. Then you decide it's important to study the 1917 Russian revolution. You put your general revolution notes to the side and dive into Russia. You start taking notes and then realize how important the Menshiviks and Bolshiviks are. You put the notes you've taken so far on 1917 on top of the general notes and dive into the next subject. When you've gone as deep down the rabbit hole as you can stand, you take the top notes from your stack on the side, and fill in the notes of what you've just learned. Eventually you pick up the next notes from the stack and so on until you're back to your revolution notes. It's also a bit similar to clicking on a web page, and then on that one and then again, and finally hitting the back arrow until you're back on the page where you started. Each new subject you dive into is like calling a subroutine, from which you can make further calls, eventually returning from each to the place you left off, only now with additional knowledge and information.
Just like in real life, when you call a subroutine you pass it information (parameters). The information you pass tells the subroutine exactly what you wish done. When the subroutine is done it can pass information back to the caller. You might pass dirty plates to the dishwasher subroutine, for example, which passes clean plates back when it returns. Or more elaborately you could pass a bunch of ingredients to the bake-a-cake routine and it would return a cake.
Some Technobabble
Computer software people aren't as clear as you'd like them to be with the names they use. The term I'm using here, "subroutine," is out of fashion these days, though still in use. In different software languages or programming communities a subroutine could be called a routine, subprogram, function, method or procedure.
Let's start with the basics of programming languages. Here's an overview of the bedrock on which everything is built, machine language, and the higher-level languages that have been built on that foundation. When you look at the memory of a computer what you see is data. It's all one's and zero's. But some of that data can be understood by the machine to be instructions. An instruction may include a reference to a memory location, an address. The instruction could ask that the data at the given address replace the value in a register, be added to it or other supported functions. There is always a "jump" instruction, which instructs the machine not to execute the next sequential instruction as it normally would, but to execute instead the instruction at the address in the instruction. There are test instructions that normally cause a jump if the specified condition is met.
The Subroutine call
Amongst the rich jumble of instruction types is one that stands out with amazing power: the subroutine call. A subroutine call, sometimes implemented directly in machine language and sometimes in multiple machine language instructions, does a couple things at once.
It saves the address of the location after the subroutine call somewhere, usually on a stack.
It puts some parameters someplace, often on a stack.
It transfers control to the starting address of the subroutine.
The subroutine then:
Executes its instructions, getting parameters from wherever they were passed to it.
Returns to the address after the caller as stored on the stack
Optionally gives a "return value" to the calling code.
Call by value vs. call by reference!
It's a bit esoteric, but there's an important distinction between two basic ways parameters can be passed to a subroutine: pass by value and pass by reference. Some languages can handle both kinds, while others can only handle one. This sounds abstract but it's important and easy to understand. Passing by value is like when you put the ingredients for a cake into a box, pass the box through an opening to another room, where a baker turns the ingredients into a cake and passes the cake (the value) back through the opening. Passing by reference is like when there's a larger kitchen and one of the people working there is a baker. You ask the baker to bake a cake, and the baker goes into the different storage places, gets the ingredients she needs and turns them into a cake on the spot. In passing by value the subroutine only gets what you give it. In passing by reference, you tell the subroutine (by address pointers) what it should work with. In the peculiar world of object-oriented thinking, the equivalent of calling by reference is sacrilegious. But that's a subject for another time.
Subroutine Power
Subroutines are the first step towards reducing the size and complexity of applications, increasing their level of abstraction, and making them easier to change and enhance with minimal trouble and error. Subroutines are high on the list of fundamental concepts of computing.
I have described the way that once an application appears on a software platform, there is a consistent way the category of applications evolves on that platform. In this post I'll describe examples of this pattern. Briefly, the sequence starts with a prototype, and goes through these stages:
Custom application
Basic product
Parameterized product
Workbench product
There can be several levels of sophistication at each of these levels. The sequence is important because each step increases the speed and decreases the cost of making a body of code meet a set of customer needs.
Metasys (bought by Optum), Syntra (Clearcross)
These were medium-sized software companies, with revenues of tens of millions of dollars a year, which practically no one would have any reason to know existed today. Both these companies had a “custom application” that they were attempting to upgrade to a “basic product.” Both code bases evolved from large projects that were done on a consulting basis for a particular customer. Because both companies marketed what they had as though they were real products and failed to put the intellectual energy and money into properly upgrading their code bases, they were always coming up short in terms of features in sale situations, and when they were able to get sales, the implementation and customization efforts were harrowing to everyone concerned. The plain fact was, everyone was excited by the vision of how lovely it would be if their code were at the level of “basic product” and built a sales effort as though it were, but in the end, what each had was a “custom application” that had been severely hacked and “marketectured.”
Aurum
Aurum had a “basic product” for the emerging CRM market. At the time I looked at them with my VC firm, they were trying to bring it to the parameterized level. Because of the need for extensive customization in the CRM market, most of their implementations involved source code modifications, which made support and upgrading to new releases a major challenge. We initially chose not to invest because the company failed to recognize this. Later, with new management, the company at least recognized the issue, took steps to correct it and made business arrangements to minimize the impact on customers. We then tried to invest, but didn’t have the opportunity. The company went public and was a good win for its investors, but failed to get its product to the next level, and ended up selling to what at the time was one of the major ERP companies, Baan.
Paysys VisionPLUS
This credit card processing product was a “parameterized product,” and met all the relevant criteria. The company gained ground against the competition before and during the time I was CTO of the company because it fully met the criteria for “parameterized product,” while the competition was somewhere between that and “basic product.” Customers were able to make the product perform many more functions without source code changes due to this fact, an advantage the market appreciated. If the parameters that are made available correspond to the kind of changes you want to make, a parameterized product is ideal, and worlds better than a basic product.
The VisionPLUS product had its origin in two earlier products that were created by the company. The first of these products was CardPac, a fairly parameterized product for processing bank cards, like Visa and MasterCard. The product enjoyed a good deal of success at a time when most such card processing was performed by custom applications, which only the largest institutions could afford to write. Cardpac was sold to smaller banks, and parameters were introduced to reduce the cost of customization, maintenance and support.
A couple of retail institutions approached the company and asked it to modify Cardpac so that it could process retail (closed-loop) cards. After a couple of failed attempts, the company produced a completely new product for this purpose, Vision21. This product enjoyed considerable success among high-end retailers.
Finally, there was very large processor, Household International, that was running multiple copies of both products, separate because they had been customized for a variety of reasons, for example to support methods of credit that were unique to a market (for example “hire-purchase” in South Africa). While Paysys had failed to create a generic bank/retail product when confronted with the generic problem, unifying multiple bodies of related code into a single, highly parameterized code base proved to be a far more tractable problem, particularly with a single important customer who insisted that these variations were the only ones to worry about. The unified product was called VisionPLUS.
The industry quickly rallied to this new product that could be directed at so many different problems with such relative ease. While “parameterized product” may sound like an abstract concept, it translates directly into business advantage compared to more primitive product types, by enabling the product to be customized, installed, upgraded and maintained with less labor, less time and lower risk of error.
Paysys was bought by a major card processor, First Data, when First Data needed to expand into international markets with tough requirements. First Data's code base at the time was written in assembler language and was pretty much at the basic product level with minimal parameterization. Buying the Paysys COBOL code with its parameterized power was a major step forward for them. The number of accounts managed by VisionPLUS expanded by a factor of four under its new owner, to over 600 million.
Pivotal
Pivotal was early in the CRM market with a workbench-type product. Not all markets value this implementation method equally. CRM is one of the markets that values it most highly, because nearly every installation needs to undergo substantial customization. The benefits to customers were the ability to migrate their applications to new platforms as they emerged (e.g., Pivotal automatically converted Windows apps to browser apps) and the ability to extensively alter data, screens and application logic without source code changes. These characteristics took a good deal of effort on the company’s part to explain to customers. Their early efforts were much too technical, and didn’t resonate. Once they reached a level of market penetration, however, reference selling was the key. A potential customer would talk with an existing Pivotal customer who had first installed someone else’s application that seemed similar to Pivotal’s, which in fact it probably was, as it came out of the box. Then the reference would talk about all the time, effort and money to make simple-sounding customizations. Out would go the competing product, and in would come Pivotal. Suddenly customizations were fast, low-effort and low-cost. End of sales effort. Take order.
This implementation worked in a text-book manner for Pivotal, and is typical of the pattern. The company went public in 1999. However, its further growth was greatly limited by the fact that they chose to operate exclusively within the confines of the Microsoft Office product suite.
ERP products
The major ERP products have been at various stages of parameterized and workbench for a number of years. At one point, SAP seemed to be on the way to dominating the field, and armies of consultants were engaged in years-long projects to use SAP’s proprietary language, ABAP4, to modify and customize the base system to meet customer needs. Then along came PeopleSoft, originally just a vendor of HR software, with a complete ERP suite. While the software was not as richly functional out of the box as SAP’s, everyone knew by this point that no one used the software out of the box anyway – you had to wait for years while endless customization took place. What PeopleSoft had that was different was a set of development tools, PeopleTools, which was a generation ahead of SAP’s. SAP’s ABAP4 was at the time your basic 4GL, and you could program nearly anything with it, but you did have to spend a great deal of time programming. The PeopleSoft alternative, while no technical break-through, was still miles ahead of SAP in terms of ease of use and programmer productivity; they actually had a screen painter!
PeopleSoft convinced many buyers to care more about the implementation level of the product than the base functionality, and convinced those buyers that they were farther along the scale to a truly workbench product (although that term was not used) than the alternatives. As a result, they enjoyed years of outstanding growth. They were bought by Oracle for over $10 billion.
Conclusion
While not the only factor in success, companies whose products are higher up the tree of abstraction than their competitors enjoy a clear strategic advantage over their customers. As products evolve on a platform, the ones that appear or migrate to new levels of product abstraction tend to be more successful than ones at a lower level. While the discussion within a company is often about this or that customer or feature, raising the discussion to a new level of abstraction and acting on it can provide a huge competitive boost to a company's fortunes.
There's a simple way to understand the impact of micro-services on programmer productivity: they make it worse. Much worse. How can that be?? Aren't monolithic architectures awful nightmares making applications unable to scale and causing a drain on programmer productivity? No. No. NO! Does this mean that every body of monolithic code is wonderful, supporting endless scaling and optimal programmer productivity? Of course not. Most of them have problems on many dimensions. But the always-wrenching transition to micro-services makes things worse in nearly all cases. Including reducing programmer productivity.
Micro-services for Productivity
Micro-services are often one of the first buzzwords appearing on the resumes of fashion-forward CTO's. They are one of today's leading software fashions; see this for more on software fashions. I have treated in depth the false claims of micro-services to make applications "scalable."
I recently discussed the issue with a couple CTO's using micro-services who admitted that their applications will never need to get up to hundreds of transactions a second, a tiny fraction of the capacity of modern cloud DBMS's. In each case, they have fallen back on the assertion that micro-services are great for programmer productivity, enabling their teams to move in fast, independent groups with minimal cross-team disruption.
The logic behind this assertion has a couple major aspects. The basic assertion that small teams, each concentrating on a single subject area, are more productive than large, amorphous teams is obviously correct. This is an old idea. It has nothing to do with micro-services. It takes a fair amount of effort for members of a team to develop low-friction ways of working together, and it also takes time to understand a set of requirements and a body of existing code. Why not leverage that investment, keeping the team intact and working on the same or similar subject areas? Of course you should! No-brainer!
Here's the fulcrum point: given that it's good to have a small team "owning" a given set of functionality and code, what's the best way to accomplish this? The assertion of those supporting micro-services is that the best way is to break the code into separate, completely distinct pieces, and to make each piece a separate, independent executable, deployed in its own container, and interacting with other services using some kind of service bus, queuing mechanism or web API interface shared by the other services. The theory is that you can deploy as many copies of the executables as you want and change each one independently of the others, resulting in great scalability and team independence. In most cases, each micro-service even has its own data store for maximum independence.
I covered the bogus argument about scalability here. You can deploy all the copies of a monolith that you want to. Having separate DBMS's introduces an insane amount of extra work, since there's no way (with rare exceptions) each service database would be truly independent of the others, and sending around the data controlled by the other services at least triples the work. The original service has to get the data and not only store it locally, but send it to at least one other service, which then has to receive it and store it. That's 4X the work to build in the first place and 4X again every time you need to make changes. And sending things from one service to another is thousands of times slower than simply making a local call.
Now we're down to productivity. Surely having the group concentrate on its own body of code is a plus, isn't it? YES! It is! But how does having a separation of concerns in a large body of code somehow require that the code devoted to a particular subject be built and deployed as its own executable???
Let's look at a "monolithic" body of code. Getting into detail, it amounts to a hierarchy of directories containing files. Some of the files will have shared routines (classes or whatever) and others won't be shared. For most groups, going to micro-services means taking those directories and converting them to separate directories, each built and deployed by the team that owns it. Anyone who's tried this and/or knows a large body of code well knows that there's a range of independence, with some routines being clearly separable, some being clearly shared and others some of each.
A sensible person would look at this set of directories as a large group of routines organized into files and directories as it was built. They would see that as changes were made and things evolved, the code and the organization got messy. There were bits of logic that were scattered all over the place that should be put in one place. There were things that were variations on a theme that should be coded once, with the variations handled in parameters or metadata. There were good routines that ended up in the wrong place. The sensible person realizes that not only is this messy, but it makes things harder to find and change, and makes it more likely that something will break when you change it.
The sensible person who sees redundancy and sloppy organization wants to fix it. While you can go crazy about this, the phrase "paying down technical debt" is a reasonable one. For my take on this tricky subject, see this. Here's a simple way to understand the process and value, and here's a more far-reaching explanation of the general principle of Occamality.
The sensible person now has things organized well, with most of the redundancy squeezed out. Why is this important? Simple. What do you mostly do to code? Change it. When you look for the thing that needs changing, where would you like it to be? In ONE PLACE. Not many places in different variations. Concerns about basically the same thing should be in a single set of code. You can build it, deploy it and test it easily.
What's the additional value of taking related code and putting it in its own directory tree, with its own build and deployment? None! First, it's extra work to do it. Second, there are always relationships between the "separate" bodies of code -- that's why, when they're separate services, you've got enterprise service buses, cross-service calls, etc. Extra work! And HUGE amounts of performance overhead. Even worse, if you start out with a micro-services approach instead of converting to one, your separate teams will certainly confront similar problems and code solutions to them independently, creating exactly the kind of similar-but-different code cancer that sensible people try to avoid and/or eliminate!
Separate teams with separate executables also have extra trouble testing. No extra testing trouble you say? Because you do test-driven development and have nice automated tests for everything? I'm sorry to have to be the one to tell you, but if you really do all this obsolete stuff, your productivity is worse by at least a factor of two than if you used modern comparison-based testing. Not to mention that your quality as delivered is worse. See this and this.
Bottom line: separation of concerns in the code is a good thing. Among other things, it enables small groups to mostly work on just part of the code without being an expert in everything. Each group will largely be working on separate stuff, except when there are overlaps. All of this has nothing to do with separate deployment of the code blocks as micro-services. Adding micro-services to the code clean-up is a LOT of extra work that furthermore requires MORE code changes, an added burden to testing and ZERO productivity benefit.
Conclusion
The claim that small teams working closely together on a sensible subset of a larger code base is a productivity-enhancing way to organize things is true. Old news. The claim that code related to a subject should be in one place also makes sense, kind of the way that pots and pans are kept in the kitchen where they're used instead of in bedroom closets. Genius! Going to the extreme of making believe that a single program should be broken into separate little independent programs that communicate with each other and that the teams and programs share nothing but burdensome communications methods is a productivity killer. It's as though instead of being rooms in a house, places for a family to cook, eat, sleep and relax each had its own building, requiring travel outside to get from one to the other. Anyone want to go back to the days of outhouses? That's what micro-services are, applied to all the rooms of a house.
This is the fourth in a series of examples to illustrate the way that functionality that had been implemented on an older platform appears on a newer platform.
See this post for a general introduction with example and explanation of this peculiar pattern of software evolution. This earlier post contains an example in security services software, this earlier post describes an example in remote access software and this earlier post describes an example in market research.
Unlike the prior examples, this one is well known and I had no personal involvement.
Essentially the same, with special support for UNIX-oriented applications, databases and UI’s
Outcome
Slow growth at the beginning and some market education required, but became virtually a standard, with just a couple competitors. It was acquired by Oracle in 2008 when it had about $1.5 Billion in revenue.
This is a classic example of the pattern of functionality emerging on a technology platform, and then emerging in pretty much the same way in the same order on other platforms.
IBM mainframes were originally used in a batch processing mode. They had operating systems that were really good at it. Groups of users increasingly wanted on-line access, and they wanted transaction processing control and security. The operating system didn’t provide it. So they built what the operating system thought of as an application, but which special applications that ran with it thought of as a specialized kind of operating system, a “transaction processing monitor.” Over time, the value of the main IBM TP monitor, CICS, became recognized, and it evolved to quasi-operating system status.
UNIX gets developed by a bunch of smart people at Bell Labs, and eventually becomes widely deployed on many kinds of computers. It was originally developed with interactive use in mind, and the early UNIX people would have been offended by the idea that it would need to be augmented by a primitive thing like a TP monitor. But that’s exactly what happened, and the UNIX-oriented TP monitors were built along very similar lines and for similar reasons as CICS!
The original authors of Unix ignored TP monitors when they built it in the 1970's, but AT&T had its own version of a TP monitor that ran on IBM mainframes to control its network. AT&T decided it would be cheaper to use their own computers instead of IBM mainframes to run its control software. Their computers had the Unix operating system, but transaction wouldn't work properly without a transaction monitor. So they set about building their own specifically to run on top of Unix, Tuxedo starting in 1983. It was successful and became widely used.
The founders of BEA were ex-Sun Microsystems employees who were amazingly prescient in seeing this need. But they didn't actually build anything! They started by buying Tuxedo, the Unix-centric TP monitor that had been owned by Novell since 1993. They played with other middleware companies but most importantly bought WebLogic, a TP monitor built specifically for Sun's Java language.
It was the availability of Unix-based TP monitors that helped enable the massive growth of the Unix platform during the internet explosion in the late '90's and early 2000's. I was active during this period, both with CICS applications and internet applications. The whole internet tech world, techies and investors, became convinced that certain things were required to build an application with that all-important characteristic, "scalability." It had to run on Sun computers, with the Sun version of Unix. It had to use the Oracle DBMS. And it had to be written in the Java language using the J2EE (usually spoken as jay-two-double-E) library, intended to ride on ... a TP monitor! Oracle ended up being the winner; it first acquired BEA in 2008 and shortly after acquired Sun.
The key, just as it was for CICS, was the integrity of transactions when many people are accessing a shared set of data. UNIX simply did not provide this capability, and just like on the mainframe, the capability was added on top of the operating system, with an application that the operating system thought of as a normal application, but which the applications that made use of it thought of as a specialized kind of operating system.
You might well think that this whole set of functionality is dead today. Who talks about TP monitors? Many companies showed that you don't need all the complexity and overhead of a TP monitor to build scalable applications.
In reality, it's a clear example of another strong, repeating pattern: bad ideas in software rarely die; they just fade for a bit and then re-emerge with a new name in slightly different form. Here's a good example of the morphing of data warehouse into Big Data.
I won't go into detail here, but while J2EE and classic Unix TP monitors are on life-support, the same idea of distributed applications for scalability lives on today in the form of microservices woven together with an enterprise message bus. Even though, just like 20 years ago, they're not needed for building scalable applications!
Many large companies depend on software. They often have staffs of thousands of people using the best methods and project management techniques, supported by professional HR departments and run by serious, experienced software management professionals. They can afford to pay up so that they get the best people. Why is it, then, that after all these years, they still can't build software that works?
Some of these giants recognize that they can't build software. So they buy it instead! Surely with careful judging and the ability to pay for the best, they can at least slap their logo on top-grade software, right? Sadly, the facts lead us to respond ... not right.
What company doesn't want to be part of the digital revolution and have an app? If you're a major health insurance company, why wouldn't you replace old-fashioned insurance cards with something always up-to-date that comes on an app?
As an Anthem customer, I can see that they've gotten with the program. I got this email from them:
An app, huh? Why is it called Sydney? First, let's keep it simple. They say I can now download a digital version of my ID card, so let's try that first.
I clicked on the link, which brought me to the main Anthem login. I logged in. What I expected was normal website behavior, a deep link to the right page, but having to login before getting there. This "exotic" technique, standard practice for over a decade with websites that care about their users, was beyond the professionals at Anthem. After logging in, I got to my profile. Where's my digital card?? I guess it's one of their intelligence and mental status tests, where they count the clicks and the time it takes for you to get where you're going.
Hoping to succeed, I scrolled down in the Profile section and hit gold. I saw this:
That wasn't too hard! Mobile ID cards! Let's see.
Nothing about seeing it, printing it or emailing it. Just an option to turn off getting a physical card in the mail, and a casual mention (with no link, of course) to "our Engage mobile app." What happened to Sydney??
I thought I had gotten through the usual Anthem obstacle course in record time. Nope. Dead End. There are a lot of people these days screaming about how bad disinformation is and how it needs to be stopped. Hey, guys, over here....!
Back to the home page. Look at all the menus. Check all the drop-down lists. Under "My Plans" there's something called "ID Cards." Bingo! An image of our cards, front and back, with options to print, email, etc. as promised!
Nothing about an app, Engage, Sydney or anything else.
Alright, Anthem, I've had enough of your website. Let me go to the Play Store and check out Sydney. Here's what they say it is:
Sounds pretty good, right? What can it do? Let's see:
Seems like it can do HUGE amounts of stuff! Let's keep going.
OK, I've got it. Maybe "Engage" is something Anthem's own army of programmers built. Maybe it was crap and management decided to buy some best-of-breed software. Makes sense. Perhaps some of the hundreds of programmers no longer working on Engage can be assigned to update the website and make it kinda sorta accurate and usable, you think?
No doubt Anthem management exercised great care to assure that CareMarket did a great job and was giving them a proven app that customers loved so that when it went out named Sydney, Anthem's reputation would go up. Let's see the reviews:
Over 2,600 reviews. That line by the "1" rating is pretty darn long. Looks longer than 2 to 5 added up. I guess Anthem had trouble threatening enough of their employees into giving 5 star reviews to get the job done, right?
Let's sample a couple of reviews. Here's the top one when I looked:
"This is the worst app I've ever encountered." Error messages. Failed searches. There's a response from the vendor:
Hey guys, she already gave you "a brief description." Do you test your software? Give it to normal people to try before inflicting it on your innocent, unsuspecting customers? Skimming down, I see that pretty much the same response is given to every each tale of woe. Pathetic.
Here's a sample of other reviews:
Get the general drift...?
This app has been downloaded 500,000 times!! The pain and frustration Anthem is causing is hard to fathom. Why is anyone at Anthem involved with Sydney still employed there? Silly question. Did anyone lose their job after the giant hack at Anthem and the catastrophically bad response to it that I've described?
Maybe they should hire people from the big tech companies to do stuff like this. Those people really know how to build great software! Uhhhh, not so much. Here is specifically about Facebook's app. For more see this and this and this.
This big-company software effort is bad beyond belief. I can't comprehend how it is that they pay people big bucks and come out with stuff like this. From what I can tell, though, governments are in close competition for the "prize" of doing the worst job of building and managing software. It's like there's a competition. See this and this.
The whole world is up in arms about the pandemic. Big powerful people and organizations are taking it seriously and making changes with the intention of fixing the problem. When it comes to the software pandemic, however, everyone just whistles and waltzes along like there's no problem. Everyone just expects and accepts awfulness, acting like it's just how life is.
The vast majority of production software applications undergo a process of continuous modification to meet the evolving needs of the business. Sometimes organizations get fed up with the time and cost of modifying an application decide to replace it entirely. The replacement is most often a brand-new application.
When this happens, nearly everyone agrees that a different programming language should be used for building the new version. After all, everyone knows that programming languages have advanced tremendously since the about-to-be-replaced application was written, so it just makes sense to pick a modern language and get the job done. It occurs to exactly no one that advances in science and even writing novels are regularly achieved by using the same languages that are already in wide use. See this for details.
In a prior post I described a couple of such huge efforts in the credit card industry to take advantage of the latest software technology, specifically 4-GL's and Java. The results didn't make headlines, but news of both multi-year, multi-tens-of-million-dollar disasters spread through industry insiders, of which I was a member at the time.
At around the same time two major card processing companies faced the same challenges and made very different decisions about how to go forward. They did NOT choose the latest-and-greatest programming languages, but went with choices most people in technology thought were obsolete. The result? In sharp contrast with the cool kids who went with powerful modern languages, both projects succeeded. Here are the stories.
Total Systems Services (TSYS) and moving to COBOL
TSYS began inside a little bank in Columbus Georgia as a group writing software to process credit cards in 1959. In 1974 it began processing cards for other banks, went public in the 1980’s and by the 1990’s was a major force in card processing services. Partly due to its early origins and some highly efficient early programmers, its processing software was largely written in IBM assembler code – in the 1990’s!
Executives at the bank decided to modernize the software. I have no inside information on the reasons for their decision. It could have been as simple as a desire to have their software not tied to a particular machine. In any case they authorized a major, multi-year project to rewrite what had become a huge body of production software. Talk about risky! One of the amazing things is that they decided to close their ears to the near-universal acclaim being given to modern software languages and methods and take the relatively low-risk path of re-writing the entire body of assembler language into … COBOL – the very language that was derided and that others were going to great lengths to get out of!!
TSYS put a big team on the job, took a couple years to get it done, and around the end of the 1990’s moved all their production from their old body of IBM assembler code to the new COBOL system with no disruptions in service. An impressive achievement, to put it mildly. The fact that they knew the requirements because of their existing working system written in assembler language played a big role. But the two failed efforts I describe here had the same advantage! The point here is that the 3-GL COBOL is HUGELY more productive than 2-GL assembler language, so the rewrite made sense, in sharp contrast to the failed efforts.
Paysys and COBOL
When I joined Paysys in the mid-1990’s it had two major products: CardPac (processing for credit cards issued by banks) and Vision21 (processing for credit cards issued by retailers, supporting multiple, extensive credit plans on a single account). The company created a first unification of the two products into what became the industry’s leading systems for processing cards, VisionPLUS. The project was completed and put into production while I was there. There were over 5 million lines of COBOL code in the final product.
The COBOL code was unique in being able to handle an unprecedented range of requirements, including a large number of installations outside the US for Citibank, Amex and GE Capital, and in Japan. It handled over 150 million cards across multiple installations at that time.
The head of First Data decided to buy the company at the end of the year 2000, mostly because his existing code base, written in assembler language, couldn’t be made to meet international requirements. The COBOL code First Data bought is now the core of their processing, handling over 600 million cards, far more than any other body of software. Migrating from assembler language to a proven body of COBOL code was a big winner. Twenty years later the code continues to be a winner as its growth by hundreds of millions of accounts demonstrates.
Conclusion
Why should anyone care about this ancient history? Easy: to this day, status in software is conferred by being involved with cool new languages that are oh-so-much-better than prior ones. For example if you're involved in super-cool blockchain, no one with a brain in their head would even suggest using an existing language to implement what are called smart contracts. You need something new and "safe." Sure. The fact is, there have been no significant advances in programming languages in the last fifty years. Nothing but rhetoric and baseless claims.
Not long after third-generation computer languages (3-GL’s) got established, ever-creative software types started inventing the next generation. In a prior post, I’ve covered two amazing programming environments that were truly an advance. They were both widely used in multiple variations, and programs written using them continue to perform important functions today – for example powering more hospitals than any competing system. But they were pretty much stand-alone unicorns; the academic community ignored them entirely and nearly all the leading figures, experts and trend-setters in software ignored them and looked elsewhere.
Experts “in the know” directed their attention to what came to be called fourth-generation languages (4-GL’s) and object-oriented (O-O) 3-GL’s. These were supposed to be the future of software. Let’s see what happened with 4-GL's.
The background of 4-GL’s
The earlier posts in this series give background that is helpful to understand the following discussion.
The best way to understand 4-GL’s is to look at the context in which they were invented. First, the academic types were busy at work creating languages that essentially ignored how data got into and out of the program. The first of these was Algol, followed by others. The academic community got all excited by this class of languages, but they were ignored by the large community of programmers who had to get things done with computers. That was in the background. In the foreground, modern DBMS’s were invented and commercialized.
4-GL's!
Apparently everywhere new languages sprang to life, created inside, around and on top of DBMS's. It's a revolution, a once-in-a-lifetime opportunity to become a major milestone in software history! My name could be right up there with von Neumann and Turing!
All the major DBMS vendors created their own languages, usually with snappy names like Informix 4GL and Oracle's PL/SQL. How could they fail to respond to this massive opportunity for market expansion?
Brand-new vendors popped up to take advantage of the hunger for DBMS along with the new hardware configuration of client-server computing, in which an application ran on a group of Microsoft Windows PC's, all connected with and sharing a DBMS running on a server. One startup that powered to great commercial success was a company called PowerSoft which created a product called Powerbuilder. The Powerbuilder development environment enabled you to work directly with a DBMS schema and create a program that would interact with a user and the data. The central feature of the system was an interactive component called a DataWindow, which enabled you to visually select data from the database and create a UI for it supporting standard CRUD (create, read, update and delete) functions without writing code. This was a real time-saver.
The 3-GL's Respond
Vendors of 3-GL's couldn't ignore the tumult raging outside their comfy offices. Before long support was added to most COBOL systems to embed SQL statements right in the code. Sounds simple, right? It was anything but. COBOL programs had data definitions which the majority of lines of COBOL code used. The way to handle the mis-match between SQL tables and COBOL record definitions wasn't uniform, but in many cases a single COBOL Read statement was replaced with embedded SQL with additional new COBOL code to map between the DBMS results and the data structures already in the COBOL. Ditto when data was being updated and written. Then there's the little detail that DBMS performance was dramatically worse than simple COBOL ISAM performance, since DBMS's were encumbered with huge amounts of functionality not needed by COBOL programs but which couldn't be circumvented or turned off.
Net result: the 3-GL's were worse off, by quite a bit.
What Happened?
Naturally the programming landscape is dominated by 4-GL's today, right? Or maybe their successors? How could it be otherwise? Just as each new generation of languages represented a massive advance in productivity from the earlier one and became the widely-accepted standard, why wouldn't this happen again?
It didn't happen. 4-GL's are largely of historic interest today, mostly confined to legacy code that no one can be bothered to re-write. Even the systems that genuinely provided a productivity advantage like Powerbuilder faded into stasis, rarely used to build new programs.
There is a great deal to be said about this fact. One of the factors is certainly the rise to dominance of object-oriented orthodoxy, which in spite of supposedly being centered on data definitions (classes) is nonetheless highly code-centric and has NO productivity gain over non-O-O languages. Where have you read that before? Nowhere? Probably the same place you haven't read all the studies showing in great detail how it achieves productivity gains. What can I say? Computer Non-Science reigns supreme.
Conclusion
I won't be writing a follow-up blog post on 5-GL's. Yes, they existed and were the hot thing at the time. I remember vividly all the hand-wringing in the US over the massive effort in Japan with the government funding research into fifth-generation languages. The US would be left in the dust by Japan in software, just like they're beating us in car design and manufacturing! When was the last time you heard about that? Ever?
Computers are objective things. Software either works or it doesn't. Unlike perfume, clothes or novels, it's not a mater of taste or personal preference; it's more like math. So what is it with the mis-match between enthusiasm and reality in software? It would be nice to understand it, but what's most important is to understand that much of what goes on in software is NOT based on objective right-or-wrong things like math but on fashion trends and the equivalent of Instagram influencers. Don't know anything about computer history? If you want to be accepted by the experts and elite, that's a good thing. If you want to get things done, quickly and well, ignore it at your peril.
The invention and widespread acceptance of the modern database management system (DBMS) has had a dramatic impact on the evolution and use of programming languages. It's part of the landscape today. People just accept it and no one seems to talk about the years of disruption, huge costs and dramatic changes it has caused.
The DBMS Blasts on to the Scene
In the 1980’s the modern relational database management system, DBMS, blasted onto the scene. Started by an IBM research scientist, E.F. Codd and popularized by his collaborator Chris Dodd, The Structured Query Language System, SQL, changed the landscape of programming. Completely apart from normal procedural programming, you had a system in which data could be defined using a Data Definition Language, DDL, and then created, updated and read using SQL The data definitions were stored in a nice, clean format called a schema. Best of all, the new system gave hope to all the people who wanted access to data who couldn’t get through the log jam of getting custom report programs written in a language the analysts didn’t want to be bothered to learn. SQL hid most of the ugly details because of its declarative approach.
SQL was more than just giving access to data. There was a command to insert data into the DBMS, INSERT, then make changes to data, UPDATE, and even to send data to the great bit-bucket in the sky, DELETE. The system even came with transaction processing controls, so that you could perform a deduction from one user's account and an addition to another user's account and assure that either they both happened or neither did. Best of all the system did comprehensive logging, making a permanent record of who did what changes to which data and when. Complete and self-contained!
This impressive functionality led to a problem. With users demonstrating outside the offices of the programming department, things were getting rowdy. The chants would go something like this:
Leader: What do we want?
Shouting crowd: OUR DATA!
Leader: When do we want it?
Shouting crowd: NOW!
Everyone wanted a DBMS. They wanted access to their data without having to go through the agony of coming on bended knee to the programming department to get reports written at some point in the distant future.
The response of languages: what could have happened
It wouldn't have been difficult for languages to give the DBMS demonstrators what they wanted with little disruption. One possibility was changing a language so that it produced a stream of data changes for the DBMS in addition to its existing data changes. A second possibility was changing a language so that its existing data statements would be applied directly to a DBMS. Either of these alternatives would have supplied a non-disruptive entry of DBMS technology into the computing world. But that's not what happened.
I personally implemented one of these non-disruptive approaches to DBMS integration in the mid-1980's and it worked. Here's the story:
I was hired by EnMasse Computer, one of several upstart companies trying to build computers based on the powerful new class of microprocessors that were then emerging. EnMasse focused on the commercial market which was at the time dominated by minicomputers made by companies like DEC, Data General and Prime. Having a DBMS was considered essential by new buyers in this market, but most existing applications were written in languages without DBMS support. One of my jobs was to figure out how to address the need. I was told to focus on COBOL.
This was a big problem because the way data was represented in COBOL didn't map well into relational database structures. What I did was get a copy of the source code of our chosen DBMS, Informix, and modify it so it could directly accept COBOL data structures and data types. I then went into the runtime system and modified it to send native COBOL read, write, update and delete commands directly to the data store, bypassing all the heavy-weight DBMS overhead. This was tested and proven with existing COBOL programs. It worked and the COBOL programs ran with undiminished speed. The net result was that unmodified COBOL used a DBMS for all its data, enabling business users full access to all the data without programming.
I did all the work to make this happen personally, with some help from an assistant.
I thought this was an obvious solution to the problem that everyone would take. It turns out that EnMasse failed as a business and that no one else took the simple approach that was best for everyone.
The response of languages: what did happen
What actually happened in real life was a huge investment was made with widespread disruption. Instead of burying the conversion, massive efforts were taken to modify -- practically re-write -- programs written in COBOL and other languages so that instead of using their native I/O commands they used SQL commands instead, with the added trouble of mapping and converting all the incompatible data structures. More effort went into modifying a single program for this purpose than I put into making the changes at the systems level to make the issue go away. What's worse is that, because of the massive overhead imposed by DBMS's for data manipulation using their commands instead of native methods performance was degraded by large factors.
While the ever-increasing speed of computers mitigated the impact of the performance penalty, in many cases it was still too much. In the late 1990's after massive increases in computer power and speed, program creators were using the stored procedure languages supplied by database vendors to enable business logic to run entirely inside the DBMS instead of bouncing back and forth between the DBMS and the application. While this addressed the performance issue of using DBMS for storage, it introduced having the logic of a business application written in two entirely different languages running on two different machines, usually with different ways of representing the data. Nightmare.
The rise of OLAP and ETL
One of the many ironies of the developments I've described is that people eventually noticed that the way data was organized for sensible computer program use was VERY different from the best ways to organize it for reporting and analysis. The terms that emerged were OLTP, On-line Transaction Processing, and OLAP, On-Line Analytical Processing. In OLTP, it's best to have data organized in what's called normalized form, in which each piece of data is stored exactly once in one place. This makes it so that a program doesn't have to do lots of work when, for example, a person changes their phone number; the program just goes to the one and only place phone number is stored and makes the change. OLAP is a different story because there's no need to update data that's already been created -- just add new data.
There were also practical details, like the fact that data was stored and manipulated by multiple programs, many of which had overlapping data contents -- for example a bank that has a program to handle checking accounts and a separate program for CD's, even though a single customer could have both. This led to the rise of a special use of DBMS technology called a Data Warehouse, which was supposed to hold a copy of all a system's data. A technology called ETL, Extract Transform and Load, emerged to grab the data from wherever it was first created, convert it as needed and stored it into a centralized place for analysis and reporting.
Given the fact that you really don't want people sending SQL statements to active transaction systems that could easily drag down performance and all the factors above, it turns out that the push to make normal programs run on top of DBMS systems was a monstrous waste of time. One that continues to this day!
Conclusion
Nearly all programmers today assume that production programs should be written using a DBMS. While alternatives like noSQL and key-value stores have emerged, they don't have widespread use. Since the data structures used by programs are often very different than those used by the DBMS, a variety of work-arounds have been devised such as ORM's (Object-Relational Mappers), each of which has a variety of performance and labor-intensive issues. The invention and near-universal use of relational DBMS in software programming is a rarely recognized disaster with ongoing consequences.
This post dives more deeply into the issue of Conceptual UI evolution as introduced in this post. Understanding UI conceptual evolution, which in practice is a spectrum, enables you to build applications that have UI's that produce dramatically better results than the competition -- getting more done, more quickly and at lower cost.
Whose perspective?
The least evolved UI concept looks at things completely from the point of view of the computer – what do I (the computer, which is really the person writing the application) need to get my job done? In this concept, the UI job is conceived as the computer getting things from the user, and protecting the computer from the user’s mistakes. This was, at one time, the prevailing concept for user-machine interactions, and remains surprisingly widespread, although few people would admit to thinking this way today.
At the other end of the spectrum, the software designer looks at things completely from the point of view of the human user – what do I (the human user, which is really the person writing the application) need right now and what can I do? In this concept, the UI job is conceived as the human getting things from the computer, directing it to do things, and presenting the user with options, possibilities and help that are as close and immediate as possible to what the user probably is trying to do.
Obviously, the technical side of UI’s has played a role in what’s possible here. In the early days of computers, we were glad to have them, and decks of cards and batch processing were way better than the alternatives. Computer time was rare and valuable; people were cheap by comparison; so it just made sense to look at things from the computer’s point of view.
The equation reversed long ago. Most computers spend most of their time idling, waiting in anxious anticipation for a user to do something, anything, just GET ME OUT OF THIS IDLE LOOP!! Sorry. That was the computer in me breaking out. Normally under control. Sorry.
Now, it’s entirely feasible to construct user interfaces entirely from the human’s point of view.
Who’s in charge?
There are some cases where the purpose of a program (and its UI) is entirely to be at the service of the user, and there are essentially no external constraints or advice to be given to the user. However, in a wide variety of practical cases, there are lots of people whose concerns need to be reflected in the way the computer is used. At one end of this spectrum, the user is in charge. If the user is in charge, and if we want to make sure the user does a certain thing under certain circumstances (think of a customer service call center environment), we give the user extensive training, and all sorts of analysts look at the results, so that certain customers are responded to in certain ways under different circumstances. We monitor the user’s calls, look at what they entered into the computer, and we work on changing what they do using group and individual meetings, training sessions, etc. All our effort is focused on the user, who clearly controls the computer; if we want things to be different, we go to the center of power, the user.
At the other end of this spectrum, the computer is in charge, in the sense that all major decisions and initiatives originate in the software. After basic how-to-use-a-computer type training, the user needs no training – everything you want the user to do is in the software, from what they should work on next to how they should respond to a particular request. Everyone who would have tried to influence the users directly now tries to put their knowledge into the software, which then applies it and delivers instructions to users as appropriate. When this concept is taken to the extreme, the human operator is little more than a complex and expensive media translation device, getting information the computer can’t get directly, and sending information to places the computer can’t send to directly.
So what does this mean in reality? It varies from application to application, but the net effect is always the same – the computer operator needs little training in how to respond to customers under different circumstances, because that information is all in the software. The operator mostly needs to learn how to take his cues and direction from the software, which provides a constant stream of what you might think of as “just in time training.” The user has no way of knowing if what he’s being asked to do or say has been done by many people for years, or is a new instruction just for this unusual situation.
This approach enables a revolution in how organizations respond to their customers. It makes complete personalization possible. It enables you to respond one way to a high-value customer in a situation, and another way to a low-value customer in the identical situation. It also enables you to make nearly immediate, widespread changes to the way you respond to customers because you have a central place to enter the new “just in time” instructions, and don’t have to go through the painful process of building customer service training materials, training the trainers, getting everyone into classes, only in the end to have inconsistent and incomplete execution of your intentions.
While I’ve discussed this concept in terms of a call center application, exactly the same idea applies to the system interacting with people directly.
The system is really in charge
Let’s understand this way of building a UI with the “system in charge” a little better, since many people are unfamiliar with it.
The first step is to put all the real knowledge about how an operator should respond to which situation in which way into the system, and to enable changes to be made at will. The next step is to change operator/user training so that they understand how to map from the unstructured interactions they have to the choices presented by the system; normally, you have to train them to do this and to know how to respond. Finally, you can provide a set of pre-recorded inputs to the operators and capture their responses, to give them practice in applying their training in real life before they are inflicted on actual people.
Instead of thinking about the UI itself, think about the training that is normally required to get people to use an application, monitor their use of it on an on-going basis, and finally to make changes to the application and how people use it. You can start by thinking of the training as being like a wizard mode of the client, but with a training/case-based spin. Your trainers could build a big branching tree of what people on the other side of the phone can say, and how we should respond. All the content would be supplied by the training/customer service group. This would operate as the default mode of the application, until an operator has “passed,” and optionally beyond.
On one part of the screen could be a list of things customers can say to us. For each item, there would be one or more variations, not identical to the text, that would be recorded. In “pure” training mode, the application would randomly pick one, and the PC would play the recording. The operator would pick the item on the list of potential customer sayings that he felt was closest, and the system would then provide a suggested reply for the operator to give, and (if appropriate) highlight a field and give the operator a directive to interact with that field. This would continue cycling until the transaction was completed, abandoned or otherwise ended.
In “assisted” training mode, the list of customer requests, suggested replies and field highlights would remain, with the customer role being provided by a trainer or by real customers doing real transactions. In this case, a recording could be made of the conversation between operator and customer for additional checking or potentially for dispute resolution.
Obviously, the application needs to be extended to provide this framework, and then to download the content. But the advantage is completely realistic, integrated training. If we make changes to the application, we can automatically throw clients into this training mode to give them “just in time” training on the new features.
For what it’s worth, this is not a new idea. For example, operator training is a big issue in large-scale call center environments. Over the years, the best of those environments have evolved from classroom training to videos, to on-screen help to something like what I've described, which is now the state of the art in large scale call centers and is supported by major vendors of call center software. It’s the best because it’s completely grounded in reality and an extension of the actual software they have to use. The power of the approach shows most clearly in post-training changes and updates. Obviously, with it this integrated, it’s pretty easy to direct a client in training to a training server and check the data he’s entering.
Now that voice bots are becoming available, this approach to building UI's is all the more important and valuable. In any case, optimizing the work of the human is always in order, as spelled out in detail in this post. This post gives a detailed description of the huge project at Sallie Mae in which I played a part in the 1990's. It describes the 10X gains that can be achieved by taking optimizing the UI seriously.The main principles of human optimization in the UI are largely ignored by UI designers, making things many whole-number-factors less efficient than they could be in many cases. Amazing but typical. I've gone into just how and why this "I'd rather be stupid and get crappy results" to building software in general and UI's in particular in this post, in which I also describe the personal evolution that led me to the thoughts.
I was CTO of a major credit card software company in the late 1990’s. Because of that I had a front-row seat in what turned out to be a rare clinical trial of the power and productivity of the two major new categories of programming languages that were supposed to transform the practice of programming. Of course no one, in academia or elsewhere, has written about this real-world clinical trial or any of the similar ones that have played out over the years.
Bank One and 4-GL's
Bank One, based in Columbus Ohio, was a major force among banks in the 1990’s. They were growing and projected a strong image of innovation. During the 1990’s the notion that applications should be based on a DBMS was becoming standard doctrine, and the companies that valued productivity over Computer Science (and internet) purity were united behind one form or another of 4-GL as the tool of choice to get things done. Together with Anderson Consulting, one of the giant consulting companies at the time, Bank One proceeded on a huge project to re-write all their credit card processing code into a 4-GL.
After spending well north of $50 million (I heard nearly $100 million) and taking over 3 years, the project was quietly shelved, though industry insiders all heard the basic story. No one had an explanation. 4-GL’s are amazing, so much better than ancient things like COBOL – and card processing is just simple arithmetic, right, with a bit of calculating interest charges thrown in. How hard could it be? Harder than a 4-GL wielded by a crack team of one of the country’s top tech consulting firms could pull off with years of time and a giant budget, I guess.
On top of everything else, they had a clear and unambiguous definition of what the 4-GL program needed to do in the form of the existing system. They had test cases and test data. This already eliminates a huge amount of work and uncertainty in building new software. Compared with most software projects, the work was simple: just do what the old program did, using existing data as the test case. This fact isolated the influences on the outcome so that the power and productivity of the 4-GL was the most important factor. Fail.
Word of this should have gotten out. There should have been headlines in industry publications. The burgeoning 4-GL industry should have been shattered. Computer Science professors who actually cared about real things should have swarmed all over and figured out what the inherent limitations of 4-GL's were, whether they could be fixed, or whether the whole idea was nothing but puffery and arm-waving. None of this happened. Do you need to know anything else to conclude that Computer Science is based on less rationality than Anna Wintour and Vogue?
Capital One and Java
Capital One was the card division of a full-service bank that was spun out in 1994, becoming an unusual bank whose only business was to issue credit cards. In just a couple years the internet boom started, and with it enthusiasm for the most prominent object-oriented language for the enterprise, java. Capital One management was driving change in the card world and presumably felt they needed a modern technology underpinning to do it fully. So they authorized a massive project to re-write their entire existing card software from COBOL to Java. I remember reading at the time that they expected incredible flexibility and the power to evolve their business rapidly from the unprecedented power of Java.
The project took a couple years and was funded to the tune of many tens of millions of dollars; the amounts were never made public. As time went on, we heard less about it. Then there was a small ceremony and the project was declared a success, a testimony to the forward-looking executive management and pioneering tech team at the company. Then silence. I poked around with industry friends and discovered that the code had indeed been put into production – but just in Canada, which was a new market for the company at the time, handling a tiny number of cards. Why? It didn’t have anywhere close to the features and processing power that the existing COBOL system had to handle the large US card base. Just couldn't do it and company management decided to stop throwing good money after bad.
Conclusion
Executives and tech teams at major corporations bought into the fantasy that the latest 4-GL's and O-O languages would transform the process of writing software. They put huge amounts of money with the best available teams to reap the benefit for their business. And they failed.
These projects and their horrible outcomes should have made headlines in industry publications and been seared in the minds of academics. Software experts should have changed their tune as a result, or found what went wrong and fixed it. None of this happened. It tells you all you need to know about the power and productivity gains delivered by 4-GL's and object-oriented languages. Nothing has changed in the roughly twenty years since these events took place except for further evidence for the same conclusion piling up and the never-ending ability of industry participants and gurus to ignore the evidence.
The cryptocurrency enthusiasts are at it again, with a new name and even more ambitious goals than before: now they want a “national digital currency.” Hurry! The Chinese will beat us to it, and we’ll be left behind!
Somehow, no one in the debate acknowledges the obvious fact that we already HAVE a national digital currency. It’s fast, cheap and secure! It has no issue with regulators, and it’s accepted everywhere. Who knew? It’s called … the US dollar. The wild-eyed “national digital currency” groupies prefer to ignore the fact – yes, it’s a fact – that the US dollar is a digital currency. Instead, they’re convinced it can’t possibly be a good thing, because it’s not based on brand-new, cool, “immutable distributed ledger” blockchain-based cryptocurrency technology. Bzzzt! Wrong.
The national digital currency of the USA
The people who talk about “national digital currency” are obsessively focused on cryptocurrencies. They make believe digital currencies are a recent invention, and that only things that have evolved from Bitcoin meet the description. Nonetheless, by any reasonable definition, here in the good old USA we already have a digital currency. It’s called the US dollar. It’s managed by the Federal Reserve Bank. But that’s not digital, you might say – what about that green stuff in my wallet, and those coins jangling in my pocket or purse?
I agree, we have cash. As of Feb 12, 2020 there was $1.75 trillion worth of paper cash in various denominations in circulation. That’s quite a bit. But it’s far from the whole story. For the rest of the story, we turn to the money supply, the total amount of which is one of the chief responsibilities of the Fed to maintain – and grow and shrink, as needed. There are two main measures of the money supply, M1 and M2. See this for the Fed’s definition. Basically, M2 includes checking and savings bank deposits, money market funds, and similar cash-equivalents. As of December 2019, M2 was $15.434 trillion dollars.
What this means is simple: almost 90% of US dollars have no physical existence – they are purely digital. But this isn’t just for the USA; world-wide, only 8% of currency exists as physical cash!
The US dollar took many steps over more than a century to evolve from physical cash to today’s largely digital currency. First, paper currency wasn’t “real” money – it was a promise by a bank to trade the paper for the equivalent in gold. For example, here’s a $5,000 bill from 1882 that’s a promise to exchange for $5,000 in gold coin on demand:
Bureau of Engraving and Printing color specimen of a $5,000 Gold certificate, Series of 1882
National Museum of American History - Image by Godot13
In practice, no one exchanged these large-dollar notes for gold; they were mostly used by banks and the government to move funds between themselves, a practice which stopped in 1934.
Long before the advent of computers, the gold exchange promise was dropped. Here’s a bill as printed in 1928 that simply declares that it’s $5,000:
1928 Federal Reserve note
National Museum of American History - Image by Godot13
The last high-denomination bills were printed in 1945. Large inter-bank transfers were done without the exchange of cash; tightly controlled procedures were used to transfer “money” between bank ledgers before the advent of computers. In 1969 the large bills were officially discontinued, and the government started destroying them. In 1975, the government started depositing social security payments into recipient’s accounts electronically. By 1990, all money transfers between commercial and central banks were done electronically.
There is no single date when you can say that the dollar became digital. The process of transformation took place step by step, each leading to the next. The early steps took place long before computers; the principle was established and in universal use among banks and the federal reserve already in 1945! The invention and use of computers simply enabled further automation of the digitization of the US dollar, and enabled fully real-time transfers to take place.
What all this adds up to is that the US dollar is a national digital currency, by any reasonable definition, and has been for years. The vast majority of currency value is fully and completely digital, and all large-dollar transactions are completely digital. We also have cards, which are smaller, lighter and more convenient than smartphones, with the added convenience that they don’t crash or run out of power. In addition, we have the added convenience of physical cash, 100% interchangeable with its digital currency equivalent, as we see with ATM’s every day. Cash is convenient for small transactions and for people who don’t have working, powered and connected small computers on their person. The US dollar is indeed a national digital currency, with the added convenience of cards and cash.
What’s a national digital currency?
The vast majority of people know through everyday experience that the US dollar is a national digital currency. But almost no one talks in those terms. When people use that recently-coined term, they usually means something brand-new, a form of cryptocurrency. For example, a recent WSJ article describes a push towards a “national digital currency.” One of the quoted authors waxes eloquent about its virtues, but never really says what it is.
The only way to understand “national digital currency” is to back up and look at the history of where the concept came from. While no one likes to talk about it, the undisputed origin of the concept is a brilliant, well-implemented and widely used body of software called Bitcoin. The concept and every major feature of Bitcoin was designed to operate with no central authority of any kind in charge. Amazing. How can it be that anyone anywhere could declare themselves to be a Bitcoin “bank” (they call them “miners”) and the system works? See this for an explanation. Bitcoin was also designed to give total anonymity to the people who deposit, send and receive Bitcoin, making it a favorite of international criminals around the world.
Before long, Bitcoin competitors appeared, each claiming to add or correct something important in Bitcoin; for example, Ethereum introducing the so-called “smart contract.” Next, people started talking about “blockchain” and the “distributed immutable ledger,” taking out the concept of currency. Supposedly, these technologies would solve long-standing problems involving data that was in many locations. This led to loads of blockchain start-ups and service companies, with giant corporations infected with bad cases of FOMO funding pilots and proofs-of-concept. Major companies like Microsoft and IBM now offer blockchain-as-a-service in their cloud products.
More recently, we have seen highly publicized efforts to legitimize something like an enhanced Ethereum-like currency, most prominently Facebook’s Libra, which has the backing of a large number of name-brand financial institutions.
All this leads up to the newly “coined” notion of a “national digital currency” – let’s have the US government implement it instead of Facebook and its consortium partners!
This is all-too-typical technology mania. We’ve seen it many times. The true believers ignore evidence, ignore existing practice and fervently believe in the world-transforming new technology. Loads of highly-paid executives and government leaders pay obeisance, effectively paying insurance against the remote possibility that the cult delivers real value. There’s a strong lemming effect: don’t be left behind!
Inconvenient facts
People who advocate for a “national digital currency” like to ignore the one we already have, in favor of some variation of the currency beloved by human smugglers, drug lords and international illegal arms traffickers. Like the people at the Digital Currency Initiative at the much-revered Media Lab at MIT. In a recent WSJ article, the director of the lab immediately conceded that with direct deposit of salary and Venmo to split the cost of dinner with friends, it seems like we already have a digital currency. But this isn’t good enough! After all, there are fees, and big banks are involved and sometimes transactions can take days. Ugh. With a real national digital currency, a federal cryptocurrency, payments would be “faster, cheaper and more secure.”
There are just a couple little problems. Here are some highlights:
Cryptocurrency is slow
Crypto-groupies love to talk about the slowest transactions in the multi-trillion dollar US digital dollar system. While large parts of the US digital dollar system execute huge numbers of transfers in seconds, Bitcoin takes on average ten minutes to execute a single transfer. And that’s only if you pay an above-average fee – if you don’t pay much, you could wait for hours for your transaction to process.
Cryptocurrency can’t scale
Depending on the transaction size, Bitcoin can only process between 3 and 7 transactions per second. If there were always transactions waiting to be processed, 24 by 7, at 5 transactions per second Bitcoin could handle at most 158 million transactions per year. By contrast, over 10 billion transactions are performed at just ATM machines every year in the US alone. There were over 110 billion card transactions in the US in 2016. The growth in transactions from 2015 was over 7 billion; the growth in card transactions was about 50 times greater than the maximum capacity of Bitcoin.
Cryptocurrency is expensive for users
Crypto-groupies love to talk about the high fees for doing certain dollar transactions, ignoring the immense transaction flow of cheap and easy transactions like direct deposit and ACH, which operate at huge volumes. They don’t talk much about the costs of running cryptocurrency. They’re smart to ignore the subject. Today’s Bitcoin transactions are costly, and the second you try to correct the various problems (speed, scalability, security), the costs skyrocket.
Cryptocurrency is expensive to operate
Hardly anyone uses Bitcoin, and the volumes are tiny compared to the dollar. Nonetheless, Bitcoin is incredibly, mind-blowingly expensive to operate. Even at today’s minuscule volumes, Bitcoin computer processing consumes about the same amount of electricity as the whole country of Switzerland!
Cryptocurrency loss is permanent
If you lose your checkbook, your credit or bank card or anything else, you’re OK; you contact the bank and they fix it. By contrast, if you lose your cryptocurrency key (a string of numbers), there is literally no way to recover your money. About 20% of all Bitcoin are believed to be lost, something like $20 billion!! If you lose your key, whoever gets it can take all your Bitcoin, unlike with for example a lost card, where you call the bank, report the lost card, and avoid losing any money.
No proposed crypto alternative to Bitcoin solves the problems
To the outside, crypto people are all about ignoring the problems and promoting wonderfulness. Among themselves, the relatively sane advocates recognize the problems and try to solve them, with endless variations being rolled out. In doing so, they either make the problems worse or destroy what little value there is in cryptocurrency. One of the leading ideas is to make a private blockchain, which is a pathetic joke. For example, Microsoft and Intel spell out many problems by way of selling their ineffective solution, and the Facebook Libra coalition takes the “solve it by making it worse” approach to new lows.
The strengths of the US dollar digital currency
The whiners will whine about what’s wrong with today’s US dollar. Is it really chock-full of problems, as the crypto-groupies like to say? Let’s do something rare: focus on the positive. First and foremost, let’s remember that the dollar has worked for a couple centuries now, and along the way transformed itself from physical to about 90% digital, all without breaking! In addition, it has benefited from tremendous private-sector innovation. Here are some highlights of the fastest, cheapest and most secure currency ever created:
Physical cash is great. When I’m in the city and someone gets my car for me from the garage, I like to give a tip. It’s easy: I pull out my wallet and hand over bills. Anything fully digital would require electronics and would be a pain.
Cards are great. When I pull into a gas station in New Jersey, where gas is pumped for you, I open the window, say “fill with regular, please” and hand over a card. When it’s done, I get the card and a receipt and drive off. Easier than cash because no change. This is fully digital. Today. And, at my great local gas station, they often clean my windows, so I get to hand the guy a couple bucks as a tip. Painless.
Cardless is great. I call for an Uber from the app. When the car arrives, we each check each other’s identities and away we go. On arrival, I get out. That’s it!
Wiring money for a house closing is great. I call USAA, my bank, who verifies my identity and gets it done in minutes. No going to a branch, certified checks, etc. The phone call is a good thing – it reduces the chance of fraud to near-zero, unlike the fraud-riven crypto world.
P2P apps are great. There are zero-cost, instant transfer apps like Venmo, CashApp and Zelle. These are used by over a hundred million of people, and they work. Today. How could crypto in any form be better? Actually, it would be worse. See this.
What about those awful transactions that supposedly take days? Yup, there are some. It’s called a step-by-step, no errors or crashes permitted transition to real-time. Transactions are already 100% digital, and with ACH (like electronic checks) very low cost. The version of ACH in the UK is already same-day, and ACH in the US is in the middle of a transition to same-day and real-time.
What about international payments? I guess the crypto-groupies are out of touch with what’s going on here in the real world. For personal use, credit cards are already accepted nearly everywhere, with everyone involved getting or paying in their own currency. The big complaint of the crypto people is international business transactions, involving lots of time, transfers and fees. That was true. Which is why a handful of amazing new companies have emerged and are addressing the issue. A couple of them are operating at scale and in production today.
Currency Cloud, for example, has a brilliant solution. A company that has suppliers in many countries gets the suppliers to give Currency Cloud their preferred local bank accounts. Currency Cloud itself maintains local accounts for itself in all the countries it supports. The buyer sends a payment directive to Currency Cloud, who then does a local transfer of the requested amount from its account in the target country to the vendor in that country. As the network grows, each supported country has a larger number of companies both sending and receiving payments, so that a growing number of transfers can be done completely locally – only the net payment imbalance between countries needs to be settled by Currency Cloud between its own accounts, which it optimizes for minimum cost. This is 100% digital, low cost, real-time, and operating at scale. Today.
For smaller business and individuals there are services exploding onto the scene for international payments. For example, Rapyd (disclosure: my VC fund is an investor) enables people without bank accounts to buy, sell and get paid for work in over 100 countries at over 2 million access points, where they either get or give local currency to complete international digital transactions. For example, you could be a driver for Uber and get paid, even though you have no card or bank account.
Conclusion
Get over it, crypto-fanatics and blockchain groupies. Yes, the Bitcoin technology is an impressive achievement, and highly useful to the criminal class. But it makes any real-world currency problem you can think of worse, and completely ignores the patent reality, which is that the wonderful “future” of a national digital currency is something we have today – the US dollar!
My car was safely parked in my driveway. A large branch broke off of a tree that had recently been checked by an arborist and declared healthy. Ignoring the arborist’s expert opinion, the branch broke off and fell anyway. My formerly sound, two-year-old car was towed to a repair shop, an estimate for repairs made, and my insurance company declared it not worth fixing. Totaled.
But this shocking event had a couple good outcomes. The first was that I ended up leasing a nice new car. The second outcome was some education that is hard to come by, and has serious implications – I learned how valuable Blockchain technology would be in helping to coordinate the information and efforts of my car insurance company, the repair shop, and the car rental company that supplied me with a car until I could get a new one.
Blockchain is the immutable distributed ledger technology, a kind of distributed database that powers Bitcoin and other cryptocurrencies, whose promise is actively being pursued in many industries. What Blockchain is all about is enabling countless independent parties with independent computer systems to interact with each other in a fast, secure way, sharing information to reach a mutually desired outcome. That’s exactly what we have here, with loads of insurance companies, a number of car rental chains, and untold thousands of car repair shops – all of whom need to share information and coordinate their efforts to help the consumer with the damaged car. Perfect for Blockchain!
Think about the situation. Insurance companies are all about long documents with fine print, and long times on hold waiting to talk with someone who often can’t, in the end, do much but promise to send a form in the mail. You’ve probably driven by loads of auto repair shops. Which can handle the repair your car needs? How much will they charge? Will insurance pay for it? And then I’ll be without a car. Renting a car at the airport is one thing, but locally? How do I pick a company and get there. At the end I’ve got to deal with picking up my repaired car and returning the rental. Will insurance pay? It’s all yuck, yuck, yuck. Getting my car smashed is one thing, but this makes a bad situation worse.
Imagine what a Blockchain-fueled application could do – it could eliminate the paperwork and calls, get the insurance company talking with the repair shops and car rental companies. Blockchain would enable electronic “paperwork” to be exchanged safely and securely. The insurance company could arrange for a local repair shop that can handle my car to do the repair – and pay them directly! They could dig up a local car rental company, and arrange for me to be picked up and dropped off at the end – and pay for the car directly! If things took longer than planned, all parties could communicate directly and just get it done. It would be a true distributed transaction application, minus the Bitcoin but with the transactions I care about now – getting my car fixed!
I know I’ve expressed doubt about blockchain and cryptocurrencies in the past, while admiring their power. This could be the inflection point for me – a real, practical, everyday nightmare that would be transformed by Blockchain! Maybe I could even dive in and lead making it happen; wouldn’t that be ironic?
Enough of living in fantasy-land – I’ve got a car that needs fixing. With dreams of a future Blockchain-fueled revolution in the back of my mind, imagine my shock as I went through the process, and found that everybody seemed to know everything! My insurance company knew a local repair shop to use, and contacted them for me. They also contacted a local branch of Enterprise Rent-A-Car, who sent someone out to pick me up. Then I found out that Enterprise knew where my car had been towed, and was ready to pick up their car from there when I went for it. Then I found out that my insurance company was paying the car repair shop directly, and paying Enterprise directly. Then when the estimate came in and my car was declared a total loss, things were taken care of until I could get a new car – which my insurance company also helped with.
What’s going on here? Have they already implemented Blockchain?!
I started asking some questions. It turns out that the nightmare of coordination and paperwork flying around was noticed decades ago. In 1994, Enterprise created the Automated Rental Management System (ARMS®) “to help insurance companies simplify the cumbersome process of managing replacement rental cars for policyholders.” By the early 2000’s, it was already widely used.
Things progressed over the years. As of 2017, “hundreds of insurance companies and thousands of collision repair centers use Enterprise’s value-added system, which processes millions of transactions every year.”
This sounds good, but there must be a catch. This could be some centralized, expensive enterprise system that locks everyone in. Well, maybe not:
Central control? “ABS’ approach, on the other hand, enables collision repair centers, insurance companies and fleet owners to remain in control of their data for the long term – a high priority since vehicle technology and associated repair processes are changing rapidly.”
What about data format standards, the tough thing for Blockchain? “The ABS system helps protect insurance companies, collision repair centers and fleet owners by converting their information from EMS (Estimate Management Standard) to a more secure protocol, BMS (Business Message Suite).”
I’ve learned important things about Blockchain from this experience. I’ve learned that a huge problem in car repair, insurance and rental involving many disparate parties, has already been solved and is in production, used by industry giants and thousands of local businesses. This is just the kind of problem whose solution “everyone” says Blockchain “enables.” It’s in production today. It has evolved with technology, No Blockchain needed. So why is it exactly that Blockchain is the key missing ingredient for solving distributed data, sharing and interaction problems of this kind?
Who would have thought that the amazing, pioneering and tragic Bronte sisters could demonstrate important things about software programming languages? Not me, until I started thinking about it. I realized that their achievement has a close parallel to what great programmers do: they don’t invent a new language, they use an existing language to express new things, thoughts that were in their heads but which hadn’t before been published.
The Sisters
I hope you’ve at least heard of these ladies, and even better read a couple of their wonderful novels, among which are Charlotte’s Jane Eyre, Emily’s Wuthering Heights and Anne’s The Tenant of Wildfell Hall.
Their novels were very successful. Originally published with a man’s name listed as author, their success continued after their real identities were revealed, which demonstrates that the success of their work was solely due to the quality and originality of their work There have been movies and numerous references to them and their work in other media.
If you haven’t already spent some time enjoying their work, I hope you will.
In all the talk about the Bronte’s, no one bothers to mention the perfectly obvious fact that they used the English language of their day to write their novels. English didn’t hold them back. Nor did English “help” them. Their originality was completely in the way they used the English language.
The Bronte’s and Software Languages
The obvious response to the above is … duhhh, the reason no one mentions their use of unaltered, un-enhanced English is that nearly all novelists do the same.
Now let’s turn to programming. Most programmers, like novelists, just use the language they've been given to get the job done. Most programmers, like most who attempt to write a novel, do pedestrian work.
Unlike novelists, there is a subset of programmers who obsess about which is the “best” language as measured by various scales. Programmers who consider themselves to be a cut above the rest fiercely criticize this or that tiny detail of whatever language is in their cross-hairs this morning. If their ire runs at peak level for a while, may even invent a new language. Why? Their amazing new language will “prevent” programmers from making this or that kind of error – like sure, when has that ever happened – or somehow raise who ever uses it to new levels of power and productivity and quality. Not. Never happened. Baseless assertions and propaganda.
Was something important “added” or “corrected” in the English language that enabled the Bronte’s to do what they did? Nope.
This leads to a thought that is blasphemous to the self-appointed elite of software: the software language you use is almost irrelevant, of course with some exceptions; what's important is what you write in the language you're using. Just like with novels.
Languages and science
Hold on there just a sec! Novels are fiction, meant to entertain. Completely different subject. Software is like math -- it's pure and exact, devoid of messy things like the emotions and nuances of human interaction that novels are full of.
True enough. First I would say, try having a discussion about the differences between programming languages with one of the software elite who obsess about the subject. See how much "cool, calm and collected" you get; every time I've tried having a rational discussion on this subject over the years voices have gone up notches at a time, and passion has been slopping all over the place.
Perhaps we can be enlightened by the subject that's been raised over the years of the best language for science and/or math. There are even books on the subject!
Let's take a quick look at a bit of evidence:
Skipping over loads of details, what you quickly find is that, not long after Galileo broke with tradition and wrote in his normal speaking language (Italian) instead of Latin, scientists tended to write in whatever language they used in everyday life. Chemistry was dominated by the German language in the 1800's not because German was somehow better for chemistry (which didn't stop some people arguing that it was), but because most of the productive chemists happened to be most comfortable writing in German, mostly because they spoke German. A few years ago a couple Norwegian scientists were award the Nobel prize. They probably spoke Norwegian in the lab, but if they wanted to be read, they had to write in a widely-read language: English. Not because English was "better" for science, but just more widespread at that point.
In all these cases, the language happened to be used for expressing the thoughts, facts and concepts -- which were independent of the language used!
Just like it is in ... software programming!
Conclusion
With a few important exceptions, the language you use to write a program is like the language you use to write a scientific paper or a novel. The language used is not the most important thing. By far. The most important thing is what you have to say in whatever language you end up using.
User interfaces have gone through massive evolution since their first appearance in the 1950's. Lots of people talk about this. But not many separate the main two threads of UI evolution: technical and conceptual.
The technical thread is all about the tools and techniques. Examples of elements in the technical thread are the mouse, function keys, menus, and graphical windowing systems. Advances in the technical thread of UI evolution are created by researchers, systems people and systems makers, both hardware and software. People who build actual UI’s generally have to use the tools they’ve been given.
The conceptual thread of UI evolution is about thoughts in the heads of application builders about what problem they’re trying to solve and how they’re supposed to go about solving it. Application builders are generally taught the base concepts they are supposed to use, and then usually apply those concepts throughout their careers. But all application builders don’t have the same thoughts in their heads. The thoughts they have exhibit a clear progression from less evolved to more evolved. It is interesting that the way application builders think about what job they are supposed to do is almost completely independent of the tools they have, i.e., the technical thread. Yes, they can and do use the tools available to them, but this conceptual thread of UI evolution rides “above” the level of the technical tools.
The evolution of UI on the technical side is widely discussed and understood. As hardware has gotten better and less expensive, the richness of the interaction between computer and human has increased, with the computer able to present more information to the user more quickly, and with immediate reaction on the computer’s part to user requests. For the most part, this is a good thing, although people who think only about user interfaces can make serious product design mistakes when they fail to put the user interface in the broader context of product design. For example, generally speaking, pointing at a choice with a mouse is better than entering a code on a keyboard, and giving users lots of control through a rich user interface is better than giving them no control. However, in situations where there are repetitive tasks and efficiency is very important, the keyboard beats the mouse any day of the week, and in situations where tasks performed by humans can be automated, it is far better to have the computer do it -- quickly, effectively and optimally -- rather than depending on and using the time of a human being, regardless of how wonderful his UI may be. This post goes into detail with examples on this subject.
Conceptual UI evolution, by contrast to evolution on the technical side, is not widely discussed and not generally understood. Understanding this evolution enables you to build superior software by creating software that enables tasks to be accomplished with less human effort and greater accuracy.
UI Concepts
The conceptual level of user interfaces is most easily understood by asking two questions: (1) whose perspective is the primary one in the mind of the application UI builder – the computer’s or the user’s; and (2) to what extent is the user relied upon to operate the software correctly and optimally? The most primitive UI’s “look” at things from the computer’s point of view, and, somewhat paradoxically, rely almost entirely on the user to get optimal results from the computer. The most advanced UI’s “look” at things from the user’s point of view, while at the same time imposing as little burden of intelligence and decision-making as possible on the user.
When you state it this way – a UI should be user-centered and should help the user to be successful – you may well assume that building UI’s in this way would be standard operating procedure, and that building UI’s in any other way would be considered incompetent. Sadly, this is not the case. Like all the patterns I describe in my series on software evolution, most people, companies and even industries tend to be “at” a particular stage of evolution in the subject areas I describe here; companies gain comparative advantage by taking the “next” step in the pattern evolution earlier than others, and exploit it for gain more vigorously than others.
Some of the patterns I've observed in software evolution just tend to repeat themselves historically with minor variations. Other patterns, of which this is an example, don't seem to be as inevitable or time-based. This pattern is much like the pattern of increasing abstraction in software applications, described in detail here. Competitive pressures and smart, ambitious people tend to drive applications to take the next step on the spectrum of goodness.
For UI, the spectrum can be measured. The UI that requires the least time and effort by a user to get a given job done is the best. That's it!
Do UI experts think this way? Is this a foundational part of their training and expertise? Of course not! Just because computers are involved, no one should be under the illusion that we live in a numbers-driven world. For all the talk of numbers, people are more influenced by the culture they're part of, and generally want validation from that culture. Doing something further up the UI optimization curve than is customary in their milieu is nearly always an act of rebellion, and most people just don't do it.
I am a computer and software guy with experience in building systems, networks and security in multiple industries. I know only what I’ve read about the voting systems in place in the US. The basic information that’s widely available is enough to make it clear that today’s voting systems were designed using circa 1990 principles without regard to the security methods that were used by the best systems even at that time. In the light of modern systems and security design they might as well have large, blinking neon signs on them reading “Cheat Me.” This has NOTHING to do with the 2020 election, just as building a secure bank vault has nothing to do with whose money it holds. We ALL care about having safe, secure and accurate voting.
A Modern Voting System
It’s possible to build a voting system that is transparent, fully auditable and extremely difficult to cheat. Each vote would not just be recorded but also logged simultaneously in multiple places, locally and in the cloud and available for public and private review within seconds. This by itself would eliminate huge amounts of potential fraud by getting humans and local physical devices out of the counting loop and above all by ending the secrecy of today’s proprietary closed systems.
Some elements of a secure voting system vary for in-person voting and mail-in voting but ballot counting is the same:
Custom voting equipment of any kind should be eliminated and replaced with COTS (Commercial Off-The-Shelf) equipment.
The only local operations that should be performed are voter identification and vote capture
Paper ballots (and envelopes, if relevant) should be scanned and the encrypted images sent securely, in real time, to multiple locations in the Cloud.
Assure that each paper has a unique ID and include full log information, things like date/time, source IP, etc.
All processing possible should be done in the cloud for both in-person and mail voting:
in multiple places and clouds, with results compared
fully logged real time in multiple places
Converting images to votes should be done distributed in parallel
The knowledge of whether a vote was made and who it was for should be kept separate
The cloud tallied vote made by a person should be shown to them seconds after they vote in person
Tallies are updated in real time by voting location including rejections with reason codes, all public
While some on-site software is unavoidable, it should be minimal and become open source
All places where voting takes place or ballots are counted should be under total video surveillance, streamed to multiple places, using COTS equipment
Each jurisdiction enters the voting data uniquely under their control. For example, a state would enter information about the candidates who qualified for the ballot for governor, the US senators from their state, etc. The same would be done at the County and local levels, for example a town would add town council candidates, school board candidates, etc. In each case they would enter all the information that would appear on an electronic or paper ballot and more.
Each jurisdiction would enter additional voting requirements such as what kind of ID is required, whether signatures are required and/or checked for mail ballots, etc. All such parameters are public and changes are logged.
The parameters made public actually control the software operation in addition to being publicly readable documents, leaving no room for secretly interfering with the operation of the software.
Scanning and Processing a Ballot Overview
The process of scanning and processing a ballot would be nearly identical whether voting in person or by mail. This by itself is a big step ahead in efficiency and security. This means that a person fills out the same ballot in the same way whether at an in-person center or voting by mail. They see how they voted by looking at where they marked the paper. The only thing done locally by electronics during either in-person voting or mailed ballot processing is scanning the ballot (like taking a picture of it) and sending the unprocessed, encrypted image to multiple secure storage locations in the cloud, along with logging this in the cloud. Once ballot images are sent, stored and logged they can’t be altered or discarded. This reduces to a bare minimum the exposure to error or fraud at the processing location.
The fact that images are converted into votes and tallied within seconds by distributed software working in multiple clouds comparing their results and then showing them to the voter further reduces fraud – each voter can see whether their vote has been tallied correctly.
Various jurisdictions have methods to prevent someone voting more than once today. This is a big subject. Briefly, the key is assigning each qualified voter an ID. The vast majority of places already do this in some way, which is how they can mail ballots to registered voters and make sure no one votes in duplicate. A uniform system of voter ID’s would be created, each linked to whatever local method is in use to minimize disruption. The ID’s would be printed on all ballots mailed and affixed to ballots made available to people voting in-person. The ID’s would be scanned as part of the ballot and processed by software in the cloud immediately. Because this is done within seconds of ballot presentation, attempts at duplicate voting in any way would be caught and prevented from being included in vote totals.
Ballot Processing Center Setup
Most of a ballot processing center would be the same for in-person voting or for processing mail-in votes. In fact, centers could be used for both purposes, even at the same time.
Each center would have a unique name displayed near its entrance. There would an appropriate number of workstations, perhaps tables with chairs, for processing ballots. Each workstation would have a unique name prominently displayed on a sign, for example the name of the location and the number of the workstation. Each workstation would be equipped with a modern high resolution color scanner, preferably duplex (scans front and back in one pass). If for any reason duplex scanning is not practical or available, the operator would scan in two steps, front and back. But duplex is preferable because it eliminates a step and reduces the chance of operator error. There are a variety of COTS scanners with the quality and resolution to handle the job. The scanner would be connected to a simple off-the-shelf laptop computer with a tiny amount of custom software whose only job would be to control the scanner and copy the scanned images to multiple locations in the cloud, with each step logged multiple times. The laptop’s camera would be live and also streamed to the cloud.
In order to minimize the possibility of hacking, the computers used would be recent, bare, off-the-shelf models. Since all the leading laptop operating systems are huge, incredibly complicated bodies of software that have security holes and need regular patches, the software used on it would a small amount of custom compiled C code that would be made open source to enable the software community to find and correct errors and security issues. During room setup the physical machine would be connected to the internet; the custom control code would be downloaded, wipe the machine clean and make itself the only software on the machine. An operator would point the machine’s camera to the ID sign on the workstation, which the software would read, register itself to the cloud and display on its screen. It would then communicate with the cloud control software that would cause other tests to be made. There’s lots of detail here that is beyond the scope of this brief description, but the point is that the opportunities for local shenanigans or errors are brought to near zero.
Each room used for handling ballots would be equipped with multiple modern security video cameras streaming to the cloud to assure that nothing improper was done during ballot processing. Old-style proprietary video security systems would not be used. The video stream would be made available at least to appointed observers and perhaps also to the public.
Voting in Person
A voter checks in much like today, presenting ID as required. If they are deemed qualified to vote they are given a paper ballot with their unique voter ID affixed to it. They go to a private desk area to fill out the ballot. They take the ballot to an available scanning workstation and feed their ballot to the machine. After the ballot is read it is put in a discard bin.
If the voter chooses they can pause at the workstation for a couple seconds and wait for the results of processing their vote to appear on the screen of the laptop at the workstation. When the image of their ballot has been securely stored in the cloud and their votes extracted from the image, validated and tallied, the candidates and issues they voted for are displayed on the screen. The voter knows that not only have they voted but that their votes have been recorded and correctly tallied without delay, and with no further steps required. They can then leave the workstation, pick up their “I Voted” sticker if they like and leave the place of voting.
Additional security would be provided by asking each voter to not just look at the things they voted for displayed on the screen as recorded and tallied, but also to validate that the votes recorded for them do indeed match the votes they think they made. This would be done by giving the user two screen choices: "votes are correct" and "votes aren't correct."
Exactly how re-voting is handled must be done carefully, because it's an opportunity to introduce fraud. One way to handle it would be for the user to touch the votes on the screen they want changed and once the voter is satisfied to click to submit the corrected vote. I suggest a paper-based method be used to assure that this potential door for hacking to enter remains closed. For example, the voter would take one of a stack of blank "vote correction" sheets, sign it, copy a number onto it that is displayed on the screen and scan the sheet to prove their intention to make a correction. The frequency and distribution of corrections should be monitored closely in real-time to detect bad things happening.
Voting by Mail
Mail-in ballots that arrive by any method would be immediately processed in the same kind of room as used for in-person voting – it could be the same room! There is no reason why the two kinds of voting couldn’t be done at the same time.
The mail-in ballot processing operator would:
pick up the top envelope from the stack of unprocessed ballots, the in-box
show the envelope to the camera being sure to avoid obscuring the unique code on the envelope
This image provides a double-check that the ballot was processed
scan the envelope (duplex, front and back, in one step)
remove the contents of the envelope and place the envelope into a processed box, the out-box
if the contents is a secrecy envelope, scan it (duplex, front and back), remove the ballot and place the envelope in the out-box
unfold the ballot if required and scan it
place the scanned ballot in the out-box.
Repeat until the in-box is empty.
Each log entry would contain a date/time stamp, location GPS and name and workstation ID, links to the corresponding images that were scanned and to the place in the video log that captured the scanning process. There would be software running in multiple cloud locations that would process each log entry as it was written and make counts and summaries publicly available via API and web pages. The same software would produce real-time roll-ups so that anyone could follow the progress of ballot registration.
Many states have systems to enable mail-in voters to see whether and when their ballots have been received and then whether they’ve been accepted. Each ballot was printed with a code uniquely assigned to a voter. As soon as the log entry was written for the images the fact that the ballot with the voter’s ID was received would be sent by the cloud software to the state system for updating that voter’s ballot status to “received.” After complete processing, which would normally just be seconds later, the status would be updated as appropriate to “accepted” or “rejected.” The system would provide the state the reason the ballot was rejected, which could include duplicate ballot, lack of signature, ballot not in the right envelope (ID mis-match), etc.
Turning the Ballot Images into Votes and Totaling Them
Ballot images are captured and stored securely in the cloud along with detailed logs in the same way for in-person and mail-in ballots. The only differences are that additional images are stored for mail-ins – the envelopes, both outer and security.
The crucial process of “reading” the images would be performed by software running in the cloud. Multiple copies would be run on different servers controlled by different entities. The output of each major result from the software would be sent by that software to its siblings, all of whom would have to declare that the results matched in order to proceed. They would then “report” their results to multiple queues and log files. This method of operating copies in parallel and comparing results is an established method of assuring against malicious actors and assuring fault tolerance.
In addition, the software would not be in a single block. The images would be broken up and the different parts processed by different pieces of software. This is a modern approach to building distributed software that is usually called micro-services. It is used to build highly scalable, secure and fault-tolerant systems out of components (called “services”), each of which has a small, isolated job to do. Using this method, the software service that decides whether a signature is present or whether a box or circle has been filled in to indicate a vote has no way of knowing who or what the vote is for, and therefore no way to slant the results. In the unlikely event of a successful hack of one or two pieces of software, it wouldn’t be able to hack the results.
To process the images the software uses modern OCR (Optical Character Recognition) algorithms. OCR is used on both the preprinted text and whatever the voter entered on the ballot. OCR is a mature technology, with software libraries widely available and deployed in production today. OCR is used by bank apps to enable customers to electronically deposit checks using just an image of the check taken by smartphone. Higher quality versions are in broad use today that enable people to scan and submit bank statements, pay stubs, ID’s, and many other document types in order to apply for a loan on-line, become an Uber driver and a host of other purposes. OCR software is no less accurate than human readers who type what they read, and arguably more accurate.
It’s important that the image processing be done in small steps so that no one piece of software processes a whole ballot. This serves multiple purposes including keeping a voter’s votes secret and maximizing the defense against hacking. Once an image was scanned, there are proven techniques for accomplishing this that are faster, more accurate and secure than the processing that is done today for both in-person and mail-in ballots by humans and local machines. Here are the highlights:
Every image is stored with strong encryption in deep cloud storage with multiple backups.
Paper ballots today do not normally have the voter’s name on them. The name appears only on the containing envelope. This is a good practice and should be maintained.
The image of the ballot itself would be processed by program that would use OCR to “read” all the printed text much like a person would.
The OCR would pick out each candidate name and issue description and identify the area on the image in which a voter is supposed to fill in a circle in order to vote.
The same program would create a unique ID for each snippet of the ballot image that the voter could have filled in and write each little image to a new file along with the identifying information, put it on a queue and create a log entry.
Multiple copies of separate “vote recognition” programs would be constantly reading the queues and reading the vote snippets. They would evaluate each snippet for whether it had been filled in or not according to uniform standards – without having any information about where the vote was made, which candidate the image was associated with or who the voter was. Each program would then write its results to a queue and log file itself. This file would contain the vote recognition program’s unique ID, the unique ID of the snippet and its judgment of whether or not it had been filled in.
Separate “vote collector” programs would read the queues of the “vote recognition” programs to gather all the votes in a single ballot together. These would be written to a queue and log of their own.
The first ballot-reading program would read the collected vote queue, use its data to see which vote was for which candidate as read by it from the ballot and write the final vote tally into a multi-copy log file. The most important data in each log entry is the list of candidates who received a vote. The unique ID of the image would also be in the log entry, linking them to make a completely transparent audit.
It is essential that this step be performed in parallel by multiple copies of the software running in completely separate clouds and the results only released when all the copies reach consensus.
If there are enough software copies, say a dozen, then if all but one report the same results, the exception is logged and discarded.
If something goes wrong with a cloud location or service, so long as most of the services copies are alive the process would be unimpeded.
Finally, vote tally programs would read the vote logs in real time and update vote totals in real time for anyone to see.
Each individual in-person vote would in addition be immediately returned to the voting site and specific workstation for display to the person who voted.
The steps described above provide the general idea and specifics for ballots. Some fraction of the votes will be mail-in. They will be marked as being mail-in during the scanning process and will consist of more images; for a typical vote there would be six images, two for each of two envelopes and one ballot. Depending on the requirements set the system would:
OCR and check the envelope.
Record the ID on it and assure that the person hasn’t already voted.
OCR and check the inner envelope.
Apply the same ID check and assuring that it matches the containing envelope.
Apply any signature requirements (see below)
Process the ballot as already described, checking the ID for match.
Using modern technology the entire process just described for either in-person or mail-in should take place in seconds.
Suppose 200 million people voted and all the votes arrived in a 10 hour period, which they wouldn’t. This is 555 votes per second. Suppose that just a hundred machines were used; many times that are available in each of the major cloud services. This would mean that each of the 100 machines would need to handle roughly 5 votes per second. Even with all the parallel and additional processing and checking, this is a laughably trivial load for modern machines and networks to handle. The system would be self-managing like any good micro-service mesh and automatically scale up the servers if and when needed.
This is not a software specification. I’ve written many such documents and am well aware that there are a number of conditions and details I have not addressed. This is an overview to give a sense of the overall approach.
Checking Signatures
I have purposely left the issue of signatures to the end. I don’t want to address the question of to what extent they should be required and checked.
These are the main elements of a solution that can be applied to whatever extent is decided. First seeing whether there is a signature:
The program that handles the image (probably not the ballot) that can have a signature would perform OCR on the image to identify and extract the portion of the overall image that could contain a signature, much like the ballot processing program extracts the areas on the ballot that the voter could have filled in.
Much like the process described for seeing if a voting circle has been filled in, a separate program receives the signature image and decides whether there is a signature. The several such programs that look at this image assure that they concur and the results are logged and sent back.
This information is then read by an additional signed-vote program. It takes the input from the signature-page-reading program and the is-there-a-signature program, and combines it with the input from the ballot reading program, creating the log that the vote tally programs read. This enables them to create separate talles of valid and invalid votes.
If signature matching is also required, additional steps must be performed. In short they are:
The voter rolls with signatures should be scanned in advance of voting.
The same physical equipment should be used as for mail-in ballot processing
The software should get the name and address of the voter, the ID of the voter as used by the relevant authority and an image of the signature.
Unfortunately, the exact method of doing this may vary by jurisdiction. I don’t know enough about current practice to handle this issue with confidence.
When ballots are mailed to voters, the ID’s placed on the mailed documents should be put into a secure online table to enable the signature images as scanned during registration to be matched with signatures made on voting documents.
During vote counting the same process to extract signature images as described about should be followed. The process to determine where a non-blank signature exists should also be followed.
If the signature doesn’t exist at all, the vote is invalid and should be handled as above.
If the signature exists, there are two ways to handle it, which could be done in any combination.
The automated method would be done entirely by software. Probably using a machine language method called convolutional deep learning, neural networks would be trained with huge samples of real-life signatures with multiple signatures from the same person. For example check archives could be used for this purpose.
The widely used human-in-the-loop method would show workers pairs of signatures on the same screen with no other information. One would be the original signature and the other would be the signature on the mail-in ballot. The worker would enter one key for “match” and another key for “no match.” No other information would be provided. The system would assure that the humans who saw the signatures lived far away from the signers, but in any case the checkers would only see each pair of images for 5 seconds or less.
Each pair of signatures could be presented to multiple human and/or automated checkers and the results compared.
This is a huge subject, but elaborations of these basic procedures would produce results that were no worse than today’s physical methods, with very low probability of bias entering into the process.
The methods I’ve described here can be applied to other things the voter may be required to write on an envelope, including for example a date.
Software Controls and Parameters
All software has controls and parameters to adapt to local requirements and conditions. In primitive systems like today’s proprietary machines, each machine is set up by a local systems administrator, who can set and change the machine’s parameters and controls at any time.
In this system, all controls and parameters for all software are contained in a centralized system of tightly controlled and logged editable metadata to control all operations of the system instead of typical administrative control and parameters. This is a key aspect of making a diverse set of micro-services fully controlled and coordinated, while conforming to the requirements and conditions of each jurisdiction. The metadata would be organized in a hierarchy with inheritance, so that rules set at a state level would automatically inherit down and control the relevant aspect of domains within its jurisdiction. The hierarchy would establish a parent/child relationship between blocks of metadata so that counters such as voter and candidate vote totals would automatically roll up. There could be multiple hierarchies enabling for example a voting location to belong to just one town, but the town to belong separately to a county and a congressional district.
The metadata would control exactly which images constituted a mail-in vote, the tests to be applied for validity, the reason codes used for rejection, etc. This is an important aspect of making the system operation fully transparent – the metadata could be used to generate a human-readable document on the web anyone could read.
The controls for creating and editing the metadata are crucial. There would be a CRUD (Create Read Update Delete) matrix between each permission group and each metadata block instance, for example a state. A person who belonged to the permission group for a particular state with C permission would be able to enter and edit candidates and issues to vote for. Since this is done only once per election and the data is so small, it’s likely that such high-level permissions would be restricted to a couple of centralized people with security similar to that for launching attack rockets. Local security would be for creating voting locations and stations. Things like whether signatures are required would be made at the appropriate controlling jurisdiction level. In any case all changes would be made in collaboration with a central group including verbal interaction with multiple people to prevent hacking of any kind.
In all cases setting and changing parameters is highly infrequent but dangerous, which is why gaining access is made burdensome and the results fully public. Changes would be halted at an agreed time prior to an election and before early voting if any.
Because all control parameters and their settings are handled in this way with public viewing of the settings, there is no need to do any software administration and update for any reason, which makes it possible for the software source code itself to be made available for public inspection.
Building the System
The system described here can be built quickly and inexpensively if the appropriate skills and entrepreneurial methods are used. Disaster, delays and ballooning expense would result from a typical corporate/governmental RFP process with endless meetings, reviews and input from “experts.”
Separate teams of a couple people each with appropriate skills could write each of the components/services described here. The toughest skills to get are the currently rare knowledge of bare-machine programming; therefore a preliminary step of running the software on a standard operating system could be used to get a working prototype. There are a few infrastructure things that would need to be agreed to, for example the exact methods for making calls among the mesh of services and otherwise coordinating their activities. It would be best if common tools like redis were used for reliable, super-fast queuing were agreed to and used when appropriate. The metadata control system would need to be built by a single team, but there would not be a much code involved. Its API would be accessed by all software services, probably just once at the start of operation.
The system could first be deployed in small scale with purely local elections for things like home-school associations. Cooperating government entities could make boxes of ballots from past elections available to try out the software.
Conclusion
One of the key benefits of the modern method of voting I’ve described is that it eliminates nearly all of the human setup and administration that is currently performed by thousands of people at vote-processing locations. It also eliminates the many thousands of error-prone human steps that are required to process votes, including things like USB drives that are currently moved by administrators from voting machines to web-connected laptop computers.
While there are lots of details I haven’t filled in, nothing I’ve described here should be foreign to software people on the front lines. Systems much like it are in production at scale in multiple industries. The wide-scale logging, parallel processing and comparison of results are standard methods for assuring that a fault of any kind, malicious or just random, doesn’t cause problems. While everyone, including me, has concerns about hacking, it’s well-known that the worst hacks are typically inside jobs, and taking people out of most of the processing goes a long way to increasing security. The chances of success would be greatly increased by making the software be a kind of open source so that anyone can point to vulnerabilities. For example, open-source Linux software runs something like 90% of the world’s web servers; it’s the gold standard for open and auditable while also being more secure than anything produced by a closed software group.
If a system like this were in use, everyone would be able to be confident that insiders of any variety weren’t using their power over the process to skew the results; except for the identity of the people voting, every step of every vote would be open to inspection by anyone in near-real-time.
Everyone should be able to support bringing voting up to modern standards.
In prior posts I’ve given an overview of the advances in programming languages, described in detail the major advances and defined just what is meant by “high” in the phrase high-level language. In this post I’ll dive into the amazing advances made in expanding programmer productivity beyond the basic 3-GL’s. What's most interesting about these advances is that they were huge, market-proven advances, and have subsequently been ignored and abandoned by academia and industry in favor of a productivity-killing combination of tools and technologies.
From the Beginning to 3-GL's
The evolution of programming languages has been different from most kinds of technical evolution. In most tech development, there’s an isolated advance. The advance is then copied by others, sometimes with variations and additions. There follows a growing number of efforts concentrating on some combination of commercialization, enhancement and variation. This resembles biological evolution in that once mammals were “invented” there followed a growing number of varied mammalian species with ever-growing variations and enhancements.
If you glance at the evolution of programming languages, it can easily seem as though the same kind of evolution has taken place. It makes sense: software languages are for computers, and don’t computers get faster, smaller and cheaper at an astounding rate?
Let’s start by reviewing the evolution of programming languages up to what are commonly called 3-GL’s. For details see this.
First generation languages are all the native language of a particular computer, expressed as the computer executes the language: in binary. A program in a 1-GL, normally called machine language, is a big block of 1’s and 0’s. If you understand it, you can break the numbers up into data and instructions, and the instructions into command codes and arguments. Necessary for a machine, but a nightmare for humans.
A program in a 2-GL, normally called assembler language, is a text version of a 1-GL program, with nice additions like labels for locations of instructions and data. 2-GL’s were a night-and-day advance over machine language.
A program in a 3-GL, for example COBOL, FORTRAN or C, is a text language that is independent of the computer that can be translated (compiled or interpreted) to run on any machine. There are statements for defining data and for defining the actions that will be taken on the data. The action statements normally constitute the vast majority of the lines. For many programs, 3-GL’s were 5 to 10 times more productive than assembler language, with the added advantage that they could run on any machine.
We’re done, right? In some sense, we are – there are still vast bodies of production code written in those languages. No later language can create a program that has greater execution speed. But maybe we’re not done. As I’ve described, the “high” of high-level isn’t about the efficiency of the computer; it’s about the efficiency of the human – the time and effort it takes a human program to write a given program using the language. There have been a host of languages invented since the early days of 3-GL’s that claim to do this.
Let’s look at a couple of languages that no one talks about and don’t have a category name, were wildly popular in their day and that live on today, unheralded and ignored. I’ll use two examples.
The Way-beyond-3-GL's: MUMPS
The first of these languages I’ll describe is MUMPS, developed at Mass General Hospital for medical processing. Have you ever heard of it? I didn’t think so.
In modern terms, MUMPS is definitely a programming language; it has all the capability and statement types that 3-GL’s have. But MUMPS goes way beyond the boundaries of all 3-GL’s to encompass the entire environment needed for building and running a program. Normally with a 3-GL someone needs to pay lots of attention to things “outside” the language to achieve an effective solution, particularly in the areas of data access, storage and manipulation, but also in the operating system. A MUMPS program is inherently multi-user and multi-tasking. It has the ability to reference data without the potential danger of pointers. It has the power and flexibility of modern DBMS technology built in – not just relational DBMS but also key-value stores and array manipulation features that are still missing from most subsequent languages. In other words, you can build a comprehensive software application in a single programming environment without external things like databases, etc.
The result of this wide variety of powerful features all available in one place implemented as an integral part of the language was definitely outside the mainstream of programming languages – but wildly productive. MUMPS had strong uptake in the medical community. For example, the hospital software with dominating market share today is Epic, which was originally written in MUMPS (now called Cache) and remains so today. An amazing number of other leading medical systems are written in the language, as well as in the financial sector.
Net-net: MUMPS is truly a beyond-3-GL high level language in that the total amount of human effort required to reach a given programming result is much less. Even better, all the skills are normally in a single person, while modern languages require outside skills to achieve a given result, for example a database expert.
The Way-beyond-3-GL's: PICK
PICK is another beyond-3-GL that delivered a huge up-tick in programmer productivity. PICK, like MUMPS, is largely forgotten today. It’s an afterthought in any discussion of programming language history, ignored by academics, and generally erased. The title of its entry in Wikipedia is even wrong – it’s called an operating system! Of course, it is an operating system – AND a database AND a dictionary AND a full-featured programming language AND a query system AND a way to manage users and peripherals -- everything you need to build and deliver working software, all in one place. PICK was a key driving factor in fueling the minicomputer industry during its explosive growth in the 1970’s and 80’s, while also running on mainframes and PC’s.
Wikipedia says: "By the early 1980s observers saw the Pick operating system as a strong competitor to Unix.[13]BYTE in 1984 stated that "Pick is simple and powerful, and it seems to be efficient and reliable, too ... because it works well as a multiuser system, it's probably the most cost-effective way to use an XT."
PICK was the brainchild of a modest guy named Dick Pick. During the early 1980’s I worked at a small company in the Boston area that attempted to build a competitor to PICK, which seemed to be everywhere at the time. As you might imagine, programmer humor emerged on the subject, including such gems as
If Dick Pick picked a pickle, which pickle would Dick Pick pick?
PICK lived on in many guises and with multiple names. But it has zero mind-share in Computer Science and among most people building new applications today.
Conclusion
All-encompassing programming environments like MUMPS and PICK should have become the dominating successors to the 3-GL languages, particularly as the total effort to develop working systems based on 3-GL’s like Java exploded with the arrival of independent DBMS’s, multi-tier hardware environments and the orthodoxy of achieving scalability via distributed applications. Yet another step on the peculiar path of software evolution.
I remember the frenzy during the internet explosion of the late 1990’s and early 2000’s of money flowing in and the universal view among investors and entrepreneurs about how applications must be written in order to be successful. I encountered this personally when my VC partner introduced me to what appeared to be a promising young medical practice management system company that was having some trouble raising money because investors were concerned that the young programmer doing much of the work and leading the effort wasn’t using java. I interviewed the fellow, Ed Park, and quickly determined that he was guided in his technical decision-making by smart, independent thinking rather than the fashionable orthodoxy. I endorsed investing. The company was Athena Health, which grew to become a public company with a major market share in its field. And BTW achieved linear scalability while avoiding all the productivity-killing methods everyone at the time insisted were needed.
The history of amazing, beyond-3-GL's like MUMPS and PICK that deliver massive programmer productivity gains demonstrates beyond all doubt that software and all its experts are driven by fashion trends instead of objective results, and that Computer Science is a science in name only.
This is the third in a series of examples to illustrate the way that functionality that had been implemented on an older platform appears on a newer platform.
See this post for a general introduction with example and explanation of this peculiar pattern of software evolution. This earlier post contains an example in security services software and this earlier post describes an example in remote access software.
This example is known to me personally because my VC firm was an investor, and I was involved with them through the life of the investment.
Example: Knowledge Networks
Old platform
Telephone, mail, focus groups
Old function
Conducting surveys for market and opinion research
New platform
Internet
New function
Essentially the same, with much greater knowledge of the activities of panel members before and after taking a survey, and the ability to conduct interactive surveys
Outcome
The premise was valid, but the company was ahead of the market. It was acquired in 2011.
Organizations that depend a great deal on the opinions and actions of a large number of people sometimes conduct market research to help them shape the details of a product, an advertising campaign, a political campaign or other relevant effort. This kind of research long pre-dates computers. It normally starts using informal methods for selecting the people to ask and evaluating the results. But then it moves in stages towards increasing amounts of scientific control and analysis in order to reduce costs and improve accuracy.
Market research was already well-established on the prior technology “platform” of the telephone when the internet started to spread quickly in the second half of the 1990’s, when a substantial and growing fraction of the US population got internet access. People in the field were familiar with the issues of selection bias, people without telephones and random digit dialing methods of assuring statistically valid panels. But when the web (the new platform) started spreading quickly, did market research transfer its knowledge, methods and techniques to the new platform? It didn’t (I think you probably guessed the answer), because brand-new people put together the first web-based market research systems. It was quick, easy and had the advantage of being inexpensive – but it was as scientifically primitive as telephone-based surveys were prior to the introduction of statistical methods.
Knowledge Networks was started by a couple of professors with stature in market research in the pre-internet world, with the goal of keeping the cost and speed advantages of the internet, but bringing it up to pre-internet scientific standards.
While there has definitely been a migration of internet-based market research to higher levels of scientific standards, which Knowledge Networks has both led and benefited from, their experience is an example of the danger of getting too far ahead of the pattern. One of the key facts about the “emergence of functionality on a new platform” pattern is that the functionality emerges in the same order as it did on the earlier platforms – but it doesn’t skip steps or leap right to the end! These professors knew that internet-based market research would evolve to greater scientific integrity – and they were right! – but they didn’t fully appreciate that the market would get there in its own sweet time, and that it would insist on dawdling on intermediate steps. By insisting that Knowledge Networks provide only the best, highest-integrity market research methods, up to the standards of the best available on earlier technology platforms, the original leaders of the company caused it to be “out of step” with the market. They were “ahead” of the market, which is a great place to be if you want to be a business “visionary,” but is rarely a good place to be if your goal is to build a substantial business.
I have to say that this is a really hard one to get right in practical situations. I personally was involved with Knowledge Networks at the time some crucial decisions were made, but I didn’t know enough about or appreciate the power of the pattern to help make the company as successful as it could have been. In fact, I was probably part of the problem. The professors who started the company were really smart, and they were on top of all the issues of market research. I knew this, appreciated it, and was excited by the possibilities of benefiting by translating the best practices from traditional market research to the internet. What’s painful is that I also knew in general terms the dangers of being ahead of a market. But that’s exactly what we were, and yet again, for the umpteenth time, I didn’t see it and didn’t call it. Arghhh!
Lesson: being too early is just as bad as being too late.
This is the second in a series of examples to illustrate the way that functionality that had been implemented on an older platform appears on a newer platform.
See this post for a general introduction with example and explanation of this peculiar pattern of software evolution. This earlier post contains an example in security services software.
This example is known to me personally because my VC firm was an investor, and I was involved with them through the life of the investment.
Example: Aventail
Old platform
Dedicated IP-SEC VPN
Old function
Remote access to internal LAN resources
New platform
Web server
New function
Use existing Web infrastructure and https to provide old functionality, enhanced by application-level security, reducing costs and increasing flexibility and security.
Outcome
Some market education required in the early years, but strong position vis-à-vis the competition and good growth. The company was acquired by SonicWall in 2007.
Aventail built functionality for remote access that has been implemented over and over again, each time a new technology platform has emerged. But they rode what was at the time the latest wave (internet protocols and SSL encryption), and so were participating in a growing market.
I remember using teletype paper terminals running at 110 baud in the late 1960’s for remote access to computers. Whenever a new platform would come out, the new technology wouldn’t support remote access, but for some strange reason, people would want it! So, focused entirely on getting something working in the new environment, and either ignoring or simply being ignorant of earlier solutions to the same problem, someone would build a remote access solution. But then inadequacies would be found, and a release two would come out. All in what appears to be ignorance of solutions built on prior platforms, blind to their lessons-learned..
A good example is the identification and access control system for remote access. The system you want to connect to has some system for user ID’s and passwords, and then some method of access control based on user groups. The remote access is normally first built in the simplest possible way, having its own system administration, user identification and access control. As the use of the system grows, this parallel administration is a burden, and so some level of integration with the core security system is then implemented. The pattern is that the separate system is normally built first; the need for integration is “discovered;” the integrated control systems are supplied in a later release.
When you see this pattern of stupidity and ignorance for the first time, you scratch your head. These are programmers and experienced product people! How could they have missed such an obviously valuable feature of the same functionality built on an earlier platform? Well, that's the pattern, as I described in detail in the first post in this series. It's a wonderful pattern -- it enables anyone who understands it to predict the future with great accuracy and precision!
A whole book could be devoted to spelling out the “natural” emergence of features on a platform, and identifying and accounting for the minor variations from platform to platform (the emergence sequences don’t repeat exactly for a variety of reasons). However, the similarities are obvious and universal enough that anyone with longitudinal familiarity with a couple of comparable platforms would recognize them.
This is the first in a series of examples to illustrate the way that functionality that had been implemented on an older platform appears on a newer platform. All the examples illustrate the point that, even though the functionality is there for anyone to see on the older platform, working and delivering business value, it only appears at its “proper time” on the newer platform.
See this post for a general introduction with example and explanation of this peculiar pattern of software evolution.
I have mostly selected companies that most readers may not be familiar with, to demonstrate the strength of the pattern and the way it affects all participants in a market, not just the well-known, mainstream companies. Also, I know them personally, and so can tell their stories from personal knowledge, instead of just repeating things I’ve read.
Example: Securant
Old platform
IBM mainframe
Old function
Security services: ACF2, RACF
New platform
Web server
New function
Security services for Web applications were extremely basic, and focused on message encryption. Securant implemented mainframe-class user and application security. The same kind of companies that depended on mainframes for transaction processing were very attracted to Securant’s approach to Web applications.
Outcome
Terrific product and sales traction despite product inadequacies and the company’s internal problems. The company was acquired for a good price by RSA Security in 2001.
Securant was started by a couple of young programmers in their 20’s as a services business. They were hired by a large financial institution that was adding internet/web infrastructure to their IT infrastructure. Naturally, the web applications needed access to the programs and data on the mainframe systems, and those systems were protected by state of the art security systems. The financial company would have preferred to be protected by a security facility for the web just like it did for the mainframe, but none was available. So they agreed with these guys to build one.
The young programmers knew nothing about mainframes, and never bothered learning anything much about them. As far as they were concerned, mainframes were pretty useless things well on the way to becoming obsolete – why become an expert in steam engines in the 1930’s when internal combustion engines are obviously the future? So they focused completely and solely on what they knew, and built a ground-up application that met the business security needs as they understood them from the users, who were also barely familiar with what the mainframe had to offer.
Before long, the one-off services project became a very hot, rapidly growing product company. One of the many ironies in this project is that the father of one of the two founding programmers had run one of the mainframe security companies! But he had been estranged from his son for many years, and neither knew that the other was or had been involved in computer security. The father decided to come back from the retirement that had been funded by the sale of his security company, re-connected with his son, and you can imagine his amazement when he found out what that son had accomplished. The father saw the functionality he had on the mainframe, re-imagined and re-implemented for the new environment.
One of the powerful things about this pattern is that it’s like the tide or the current in a river – at the right point, it just pushes the vendors and functionality in the direction of the “flow,” and everything ends up moving in the same direction. The people involved tend to think they’re inventing things – but what they invent is pretty predictable, because they’re responding to the same kind of needs that the previous bunch of inventors were responding to.
When a new “platform” emerges (UNIX, Windows, Web, Apps), if you look at any application area and see how it evolved on prior platforms, the application’s functionality will emerge on the new platform in roughly the same order, though often on a compressed timescale. The functionality that is relevant depends on the particular application area. This concept applies both to system and application software.
The pattern is: functionality emerges on a new platform in roughly the same order as it emerged on earlier platforms. The timescale of the emergence may be compressed; the important aspect of the pattern isn’t the timing but the order. The pattern means that functional steps are rarely skipped – what was next last time is also next this time. The pattern also means that when someone tries to introduce functionality too soon, before the functionality that preceded it on prior platforms is generally available, the market will not accept it.
While this pattern takes a good deal of knowledge and judgment to notice and apply, I have consistently been impressed by its predictive power. By following the pattern, you can be pretty confident that you’re building proven functionality, and that you’re following a pattern of success.
I have noticed a couple of danger points here. When the company is too aware of the pattern, it is easy for them to “get ahead of themselves” and more importantly ahead of the market, by solving problems that certainly will become important, but problems that the market doesn’t know it has yet. The “same order” part of the pattern is important; building ahead of the market appears to win few business benefits.
On the other hand, without knowledge of the pattern, it is easy to make up all sorts of things you think people might want, and build them, only to find out later that you wasted time and money, because the functionality you built is never part of the accepted function set.
Really great companies who have lots of creative people, the ability to execute, and listen closely to market reactions to what they’re doing, don’t “need” to know about this pattern. However, for the rest of us mortals down here, having a “cheat sheet” to what important features the market will be demanding next can prove awfully helpful.
Basic Example: operating systems
IBM famously created an operating system for their mainframe line of computers, OS/360. It had the capability of running multiple jobs at once. Its multi-tasking abilities grew and became more sophisticated through the 1970’s.
Eventually a transaction monitor, CICS, was written and became a de facto part of the operating system for applications with lots of interactive users. As the operating system was used, it became evident that various access methods for storage and communications needed to be separate from the core, and so clear interfaces were created, and the notion of completely self-contained access methods (for example, a file system) as replaceable units was supported. A strong security system was not part of the early versions of the operating system, and the need for one became critical, and so strong external modules were written and support for security was added to the core. While there was a “main” operating system, alternative operating systems were written for various purposes, and a virtual operating system was written to actually run on the “bare metal.” With VM (the virtual OS), you could devote most of a machine’s resources to the production users, while letting some of the users running on a completely different operating system.
While all this was taking place, people were studying and experimenting in university environments, deciding just what an operating system was and was not, what the best ways to build one were, and so on.
Before very long, mini-computers were invented; these were basically mainframes on the cheap, with all sorts of features and functions missing – but they were cheap. And, since each had a unique instruction set, each minicomputer needed an operating system. Programmers were hired, and those programmers, of course, ignored the mainframe operating systems, and built simple, cheap OS’s to go along with the cheap hardware. Surprise, surprise, those cheap OS’s resembled nothing as much as – the first generation of mainframe operating systems! But people quickly discovered the limitations, just as they had before, and set about making the same set of enhancements that the previous generation of pioneering programmers had made. Within ten years, they had re-invented many of the important mainframe OS concepts, and were on the way to building the rest.
With all this knowledge of operating systems floating around and pretty easily available, what do you suppose happened when people took the early micro-processor chips and made them into micro-computers? Naturally, they understood the state of the art of operating systems theory and practice and adapted an existing OS (which were starting to be built in high level languages) or built one that took all this knowledge and applied it with appropriate adjustments to the new environment, right? Bzzzzt! Of course not!
What the kids who were faced with the task did was start from scratch, not only in terms of code, but also in terms of knowledge. They didn’t stand on the shoulders of giants; they didn’t learn from the experiences of the many that preceded them; they built OS’s as though they were the first programmers who ever tried to do such a thing. And the result was pretty much like early mainframe (even pre-360!) operating systems. There was no serious memory protection or address mapping; there was no real concept of multiple users, multiple levels and types of users, or any real security; no multi-tasking; the access methods were hard-wired in, and so on. The limitations and problems emerged pretty quickly, and so did add-on rubber band and baling wire patches, just like in earlier days.
It’s a good thing that IBM came along at this point, and brought commercial order and education to the emerging microcomputer market. When they came out with the IBM PC, they not only legitimized the market, they had deep history with mainframes and minicomputers. They employed true experts who knew operating systems inside and out. They had a research division, where there were people who could tell you what the operating systems of the future would look like. So it makes sense they would get those experts together, and they would create a small but efficient micro-tasking kernel, common interfaces for installable access methods, and many other appropriate variations on all the modern operating systems concepts. The last thing such a smart, educated and astute major company like IBM would do was make an exclusive deal with a small company that had never built an operating system, who had just bought the rights on the cheap to a half-baked excuse for a primitive first-generation OS, and make that the IBM-blessed … Wait! … that’s what they did do! Arrrgggghhh!
Explanation
One might well ask, how can a pattern like this continue to have predictive power? Why wouldn’t the people who develop on a new platform simply take a little time to examine the relevant applications on the older platforms, and leap to the state of the art? Why wouldn’t customers demand it?
It is hard to know for sure, but I think there are a couple main factors at work, and there is evidence for the relevance of each of the factors.
The first factor is the developers. It is well known that most developers learn a platform and then stick with the platform they’ve learned for an extended period of time, basically as long as they can. The reason is simple: they are experts on the platform they already know, and therefore have prestige and make more money than they would as novices on a platform they’re just learning. I speculate that this is one of the many contributing factors to the rapid migration of ambitious programmers into management, where they can advance without being tied to a platform, at least as much. So who learns the new platforms? With few exceptions, new people. If you’re just entering the industry, you are counseled to learn the hot new languages; you tend to be sensitive to where the demands and rising salaries are. Still, you expect and are paid entry-level wages, along with most other people (except managers). Why should the experienced programmers jump to the new platform? They would have to compete with hard-working young people, their knowledge of the older platform will be considered a liability, and on top of everything else, they’d have to take a pay cut.
The result is that no one working on the new platform has an in-depth, working knowledge of the applications on the older platform, and at least in part because of this, everyone considers knowledge and use of the platform to be vastly more important than knowledge of an old application on an obsolete platform. So they ignore it! As a result, they dive in and attempt to automate the application area “from scratch.” Their attempts are usually quite close to every first generation program for that application on past platforms, because it turns out that the determining factor isn’t the platform, it’s the business problem. They proceed to re-discover, step by step, the reasons why the first generation was inadequate and had to be supplanted by a second generation, etc.
The second factor is the buyers. When a new platform emerges, most buyers simply ignore it. Why pay attention? It’s a toy, there are no good applications, etc. The few buyers who do pay attention tend to be crazy, early adopter types who just love the experience of trying new things. Like the programmers, they also tend to care about the platform more than the application – otherwise, they wouldn’t even consider buying what is typically a seriously immature application on the new platform. But they can only buy what’s being sold, and so they choose among the inadequate applications. Because they don’t care about applications as much as platforms, they don’t even ask for features they know could only be present in the mature applications for older platforms – they press the applications vendors for the “next” obvious cool feature, in the narrow universe of the new platform.
The reason why application evolution repeats itself on the new platform, then, is that nearly everyone involved, builder and buyer, is ignorant of the past and wears what amounts to blinders. It’s as though they are building and buying the application for the first time. Therefore, they respond most strongly to the same business pressures that people involved in computer automation tend to see first, and then next, and so on. It’s as though there’s a “natural” most climb-able path up a mountain, and successive waves of climbers approach the climb from the foot of the mountain, completely ignorant of the experiences of those who came before them, but confronted with the same options they tend to make the same choices, and so everyone takes roughly the same route up the mountain.
Why don’t smart groups who know all this leap-frog their way to the most advanced application functionality? I have seen this happen, and it’s the buyers who tend to rain on this kind of parade. The buyers tend to be familiar with the range of applications in a category, and those applications tend to address a highly overlapping set of problems in ways that vary only slightly. The “far-seeing” builder then comes along with all sorts of solutions to problems that the buyers don’t even know they have! The buyers look around in confusion – why isn’t anyone else talking about this? I kind of understand what you’re talking about, but I feel silly thinking that something’s important when no one else does. I think I’ll wait. And they do. So getting too far ahead of the buyers is just as much of a problem as being too far behind the competition. The result: the application evolution repeats itself on the new platform, in roughly the same order each time, and no “cheating” or “running ahead” is allowed.
This all sounds incredibly common-sense when I read it written down, but I have to admit that this particular piece of common sense is not only uncommon, it took me personally decades and multiple failures to finally get this simple thought into my thick skull. The key thought is this one: you may think you know a person has a problem; the problem might be a severe one, and cost the person a great deal of money and trouble; you may even be entirely right in this judgment. However, if the person in question does not think he has a problem, why should he pay for a solution – in fact, why would he go to the trouble of implementing a solution even if it were free? Even worse, why would he even waste time talking with you, once he got the idea that you thought he had a problem he didn’t think he had? Why would he listen to a chimney sweeper’s pitch if he lives in a house without chimneys? The air quality in Los Angeles in 1970 was terrible. But there was no market for catalytic converters on automobile exhaust systems at that time. The problem that converters solve existed, and was getting worse. It was obvious for anyone to see. It was even talked about. But in peoples’ minds at the time, having a car that contributed to air pollution was not a problem most people accepted they had (even though we know that, objectively speaking, they did have it).