Showing posts with label The Legend Story. Show all posts
Showing posts with label The Legend Story. Show all posts

Thursday, 23 October 2008

Bill Gates' mysterious new company

Just months after his Microsoft farewell, Bill Gates is quietly creating a new company -- complete with high-tech office space, a cryptic name and even its own trademark.Public documents describe the new Gates entity -- bgC3 LLC -- as a “think tank.” It’s housed within a Kirkland office that the Microsoft co-founder established on his own after leaving his day-to-day executive role at the company this summer. Is this Bill Gates’ next big business? A Gates insider gives an emphatic no -- saying it’s not a commercial venture but rather a vehicle to coordinate the software mogul’s work on his business and philanthropic endeavors. However, bgC3 will also oversee Gates’ personal pursuit of breakthrough ideas in science and technology. The insider said the goal isn’t necessarily to create new companies, although ideas could be passed along to Microsoft, the Bill & Melinda Gates Foundation -- or others – as it makes sense.Whatever the ultimate role of the company, the circumstances surrounding its creation provide a behind-the-scenes glimpse into the new era of Gates’ life.State records show that the company, originally called Carillon Holdings, was established in March 2008. It formally changed its name to bgC3 in early July, 10 days after Gates left his full-time job at the company he built into an industry giant. He remains Microsoft’s chairman and continues to work part-time on projects.
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Reference : http://www.techflash.com/microsoft/Bill_Gates_mysterious_new_company.html

Monday, 18 August 2008

Retired Gates Predicts Software Revolution

Bill Gates, chairman, co-founder and former head of Microsoft, predicts that continual expansion of Internet services will provoke a revolution in software development.
During a visit to Hong Kong, Gates attended a forum last week to celebrate the tenth anniversary of Microsoft Research Asia. The company's regional research lab, which was founded in 1998 in Beijing, has provided training for more than 2000 interns from universities in the region.
This was Gate's first official speech in public after he stepped down as Microsoft Chief Executive in July 2008 to move to a full-time philanthropist role at the Bill and Melinda Gates Foundation.
This digital icon discussed likely technology breakthroughs in the next decade with the presidents of three local universities -- Paul Chu, of the Hong Kong University of Science and Technology, Lawrence Lau, of The Chinese University of Hong Kong, and Tsui Lap-chee of The University of Hong Kong।

Underestimated Changes
Gates told the 1600 academics, IT representative and students that software breakthroughs would approach faster than they imagined.
He said one significant innovation will be the Natural User Interface (NUI) which had been underestimated. In the future it will "encompass all the new interaction techniques", such as touch and speech. He predicted extensive application of NUI in the robotics field, so that future robots can "drive cars, pick things up and understand visual scenes".
"Breakthroughs in hardware are definitely happening, as are breakthroughs in software," Gates said।

Software-Driven World
The former Microsoft Chief maintained that programs will drive every part of human life, with television and the Internet likely to fuse together. He said future televisions could all connect to the Internet, perform search functions, and locate videos using voice recognition.
"The devices that will be software-driven won't stop at the personal computer, the full-screen device or the pocket-sized device, the phone. It will really be pervasive," Gates said.
Microsoft Research Asia is currently conducting research on such televisions, where couch potatoes will key in search words with their remote controls, and the TV will search related videos using speech recognition technology. Users will also be able to customize channels with the search function.
Gates stressed that the Internet TV will only be part of the enormous change brought by technology within the next decade। "...the frontiers of software are constantly changing and that's why this is an industry that's so exciting," he said.

Innovating for the Better
Gates also shared his views on technology as solutions to global problems with university leaders, and stressed that innovations can change the world. He gave the example of the personal computer, describing it as "the best tool mankind ever created" when connected to the Internet, and said that many biological advances are achieved with the help of computers.
Chinese University of Hong Kong president Lawrence Lau highlighted the importance of the Internet in terms of knowledge distribution. He said access to broadband was crucial to overcoming poverty.
Two other local university leaders, Paul Chu and Tsui Lap-chee, agreed that properly managed technologies can solve global issues such as genetic diseases and even the energy shortage.
This trip is Gate's first visit to Hong Kong in nine years। He had watched the Olympic Opening Ceremony before attending the forum in Hong Kong and meeting the city's Chief Executive Donald Tsang.
Reference : http://www.pcworld.com/article/149901/2008/08/.html?tk=rss_news

Saturday, 12 July 2008

Bill Gates granted first Einstein Award

Bill Gates has been awarded the first Einstein Award from the Hebrew University of Jerusalem and the American Friends of the Hebrew University (AFHU).
"The Einstein Award represents the creation of a continuum of great minds and was inspired by the legacy of Albert Einstein, a founding father of our university who wrought a profound revolution in human understanding of our world," said Professor Menachem Magidor, president of the Hebrew University.
"Bill Gates is a most worthy recipient. Like Einstein, he is a leader whose actions stem from the knowledge that human progress includes alleviating human suffering."
Gates will be honoured at a gala dinner in New York in December. Proceeds will help to fund plant and animal science research at the Hebrew University's Robert H. Smith Faculty of Agricultural, Food and Environmental Quality Sciences in Israel.
Gates recently stood down from Microsoft to concentrate on the Bill & Melinda Gates Foundation which supports development work in more than 100 countries.
AFHU president George A. Schieren said: "We are truly privileged to be honouring Bill Gates who, in addition to his revolutionary approach to IT, is making a profound difference in the lives of millions worldwide.
"He is confronting hunger, resource scarcity and health threats, all of which Israel faced and has successfully overcome since 1942 when The Robert H। Smith Faculty of Agricultural, Food and Environmental Quality Sciences was established."
Reference : http://www.vnunet.com/vnunet/news/2220961/bill-gates-granted-first

Sunday, 29 June 2008

Is Ballmer Right for Microsoft -- for 10 More Years?

As the dynamic duo steering Microsoft Corp. together for the past 28 years, Bill Gates and Steve Ballmer have been a near-unstoppable team, combining Gates' technical vision and will to power with Ballmer's salesmanship and rousing, if polarizing, personality.
Dorm mates at college, best man at each other's wedding, their partnership changed in January 2000, when Ballmer took over as CEO from Gates, who became the company's chairman and chief software architect. And it will change again at the end of this month, when Gates retires from his day-to-day role at Microsoft, completing a transition process announced two years ago.
Gates will continue as Microsoft's chairman, and he told reporters at The Wall Street Journal's All Things Digital conference last month that he plans to spend 20 percent of his time working on Microsoft projects.
But once Gates leaves as a full-time employee, "I'm not going to need him for anything. That's the principle," Ballmer told the Journal earlier this month (subscription required to read full story). "Use him, yes, need him, no."
Meanwhile, Ballmer said in a speech earlier this month that he plans to run Microsoft for another nine or 10 years. He will be 62 years old in 2018, and if he's still running Microsoft then, he will have been atop the company for 18 years - an extremely long run compared to most Fortune 500 CEOs.
Some observers think Ballmer is up to the task.
"He's still got the energy -- I wish I still had that -- and the vision," said Tim Bajarin, an analyst at Creative Strategies Inc.
"Ballmer is a competition addict," noted journalist Fredric Alan Maxwell, author of the 2002 unauthorized biography Bad Boy Ballmer. "I see him giving up the helm akin to Charlton Heston giving up his gun -- 'from my cold, dead hands.'"
But other Microsoft watchers have increasing doubts about whether Ballmer, as a solo act, is the right person to steer the software vendor through the many competitive perils it faces in the Web era.
"He's still doing a sales job and not focusing enough on the rest of the business," said Enderle Group analyst Rob Enderle. Ballmer has neglected Microsoft's operations and failed to make tough decisions, such as firing underperforming executives, Enderle said.
George Colony, CEO of Forrester Research Inc., sees a subtle slippage in Microsoft's standing vs. rivals such as Google Inc. and Apple Inc. as Gates has disengaged himself from the company - and implies that the slippage could accelerate once Gates is even more out of the picture.
"Why hasn't Microsoft caught Google? Why has Steve Jobs clawed his way out of his grave to be adored once again?" Colony wrote in a June 16 blog post। "It's because Gates over the last five years has moved on to philanthropy - and taken his formidable legacy with him."

Fire and Ice, or 'Ballmer and . . .'
The fire to Gates' ice, Ballmer emerged long ago from Gates' shadow - and more recently became a YouTube star, thanks to stunts such as jumping out of an oversized birthday cake on Microsoft's 25th anniversary, dancing and shrieking frenetically at a Microsoft employee meeting to earn himself the nickname "Monkeyboy," and almost rupturing his vocal cords while shouting "Developers!" 14 times at another Microsoft meeting.
Former Sun Microsystems Inc. CEO Scott McNealy derisively called the Microsoft brain trust "Ballmer and Butt-Head." Ray Noorda, the late Novell Inc. CEO, had a perhaps even less flattering nickname: "The Pearly Gates and the Em-Ballmer: One sets you up for heaven and the other prepares you for death."
But critics say that the only embalming work Ballmer has done lately is on Microsoft itself. The company's revenue growth and profit margins may remain the envy of the industry, but its stock price is up just 7% over the last five years. Apple's stock, by comparison, has risen 1,500% in the same period, while Google's is up nearly 500% since that company's 2004 IPO. Even IBM, the ultimate blue chip, has seen its stock price rise 47% since 2003.
Thus far, Microsoft has failed to duplicate the success of its certified hits - Windows, Office and its server software (think Exchange and SQL Server) and development tools (Visual Studio) - on any of the many bets it has made in recent years: search, Web advertising, mobile phones, video games and others.
Moreover, even with ongoing technical face-lifts, Microsoft's stars are starting to show their age. Office is under heavy siege from online competitors led by Google Docs, while Windows Vista has become a PR debacle for Microsoft, in part because of the company's passive response to Apple's "PC and Mac" ads.
"Vista is not that bad, but Apple's disparaging has made it so Microsoft doesn't own its own image anymore," Enderle said.
At 6'1" and 225 pounds, and having a voice louder than a high school gym teacher, Ballmer is known for his fearsome tirades, such as the time in 2004 when he allegedly threw a chair across a room and launched into an expletive-filled rant about Google CEO Eric Schmidt after being told by a key Microsoft developer that he was leaving to join Google.
Nonetheless, Ballmer may lack Gates' competitive ruthlessness. According to an anecdote in Bad Boy Ballmer, a computer industry CEO once told Gates and Ballmer, "You shouldn't kill the competition, you should leave the companies wounded. ... Corpses look bad and attract attention." Gates "couldn't understand that," Maxwell wrote in the book. "He wanted 100% of any market he could get. Ballmer was quiet."
And in its recent story, the Journal quoted Microsoft executives saying that Ballmer, by working to settle many of the lawsuits filed against the company, has taken a more conciliatory approach toward legal opponents than Gates usually did.
Management-wise, Ballmer is also turning out to be a bit of a Micro-softie, in Enderle's eyes। Many of the executives reporting to Ballmer are "just not doing well," Enderle said. He added that while Ballmer continues to exhort his team to do better, a CEO like Hewlett-Packard Co.'s Mark Hurd "would've already changed the players."

Staying in the Comfort Zone
Ballmer has held almost every management job at Microsoft, including running Windows development. But Enderle said he appears to have fallen into the common CEO trap of staying within his comfort zone -- which in his case is being a "super sales guy."
Ballmer has his defenders. "I think Ballmer is a capable manager," said Jim Prevo, CIO at Green Mountain Coffee Roasters Inc., which is a big Microsoft user. "My guess is that Microsoft has been evolving beyond the point where Bill Gates provides significant technical leadership for many years now."
Even Enderle thinks that for all of his failings, Ballmer remains a first-rate executive. "Ballmer could take Schmidt alone as a CEO any day of the week," Enderle said, describing Schmidt as "largely a babysitter at Google."
Also, if Microsoft did decide to replace Ballmer before 2018, who would take over? Apart from Rick Belluzo, who lasted less than a year as Microsoft's president and chief operating officer before leaving in 2002, there has never been a clear heir apparent to Ballmer.
Three years ago, Microsoft created a troika of divisional presidents reporting directly to Ballmer: Jeff Raikes (Microsoft business division), Kevin Johnson (platforms and services) and Robbie Bach (entertainment and devices).
Raikes, who has worked at Microsoft for 26 years, was a little more equal than the others, according to Creative Strategies' Bajarin. But in January, Microsoft announced that he would retire from the company, effective in September. Raikes said last month that he plans to become CEO of the Bill & Melinda Gates Foundation, the philanthropic organization set up by Gates and his wife.
Kevin Turner, who as chief operating officer is responsible for Microsoft's sales, marketing and service organization, joined the company three years ago from Wal-Mart Stores Inc., where he was best known as its longtime CIO. "I want to see him make some hard decisions in his current role first," before considering him as a potential CEO candidate, Enderle said. He added that Ray Ozzie, who replaced Gates as chief software architect, is "a good technology guy and a coordinator, but in an administrative role, he would hate it."
Enderle's dark horse as a possible successor to Ballmer is Bob Muglia, senior vice president of Microsoft's server and tools business unit, which is responsible for developing products such as Windows Server, SQL Server and Visual Studio. "He is doing a fabulous job," Enderle said. "If all of Microsoft's divisions were doing as well as server and tools, the stock would be up two to three times." Muglia will be 58 in 2018.
Bajarin, meanwhile, calls the 46-year-old Bach "an interesting guy. He's got a mix of marketing, tech, operations [and] charisma." But, Bajarin added, Bach's chances of one day becoming CEO "are contingent on making the consumer businesses, which are so important to Microsoft's future, a success."
If Ballmer isn't going anywhere soon, what should he do to improve Microsoft's performance?
One: cut Microsoft's marginal efforts while talking up the areas where it's excelling, Enderle said. Two: change his management style. And three: focus on product development and quality in the same way as HP's Hurd and EMC Corp. CEO Joe Tucci - two examples cited by Enderle.
John Halamka, CIO at CareGroup Healthcare System and Harvard Medical School, also pointed to product quality as a key focus area. Halamka said the length of Ballmer's tenure at Microsoft "will be dictated by revenue growth, and that does not happen long term unless the product quality is acceptable to the public."
Reference : http://www.pcworld.com/businesscenter/article/147598/is_ballmer_right_for_microsoft_for_10_more_years.html

Bill Gates Retires, Symbian Goes Open Source

Microsoft, usually a source of software patch updates and claims about Vista adoption rates, produced a bit of sentimental news this week as Bill Gates stepped away from his daily corporate duties on Friday. Gates, who founded Microsoft at age 19, will now devote his time to philanthropic work. Meanwhile, the U.S. Senate discussed the issue of laptop searches and seizures at the nation's borders and also decided to delay a vote on a controversial spy bill. While on the topic of controversial plans, an ISP (Internet service provider) suspended a program that would have served up ads based on a user's Internet history after the move sparked privacy concerns. Yahoo, a perennial name in this space, defended its Google ad deal on Wednesday and the next day launched yet another reorganization. Finally, Oracle wants at least US$1 billion from SAP due to infractions supposedly committed by a subsidiary.
1. Gates may change direction of philanthropy: Helping solve some of the world's health issues will now occupy Bill Gates's working hours as the IT icon retired from Microsoft on Friday. Two years ago Gates announced that he was leaving the software world to devote his time to the philanthropic organization he started with his wife in 2000. The group's work involves funding malaria and HIV research, among other causes. The task of running one of the most powerful companies now falls to CEO Steve Ballmer and chief software architect Ray Ozzie, among others. Gates will not completely exit Redmond, though. He will continue serving as Microsoft chairman and dedicate one day a week to company business.
2. ICANN board opens way for new top-level domains: Look for new TLDs (top-level domains), including some written in Chinese scripts, after the Internet Corporation for Assigned Names and Numbers board approved a policy that will form the rules for developing and managing the new TLDs. The board's actions could result in the creation of at least 70 million generic TLDs. The board also backed creating a small number of IDNs (Internationalized Domain Names). This measure, for example, would permit Chinese companies to register domain names that end in the Chinese symbols for China.
3. It's Official: Microsoft Hyper-V Now Available: Microsoft entered the virtualization arena with the release of its Hyper-V technology on Thursday. After installing Hyper-V, hardware with Windows Server 2008 can run multiple OSes, like Linux, on the same machine. Hyper-V was slated for release with Windows Server 2008 in February. Microsoft then decided to remove some of the product's features, which delayed its launch by 180 days. However, reports surfaced on Wednesday that Hyper-V's would debut this week, making its arrival early, but still late. Microsoft will face market leader VMware in the virtualization space, which is growing in popularity as enterprises look to reduce data center costs by running several OSes on one server.
4. Senators question border laptop searches: U.S. Senators Russell Feingold and Patrick Leahy on Wednesday called on U.S. Customs and Border Protection (CBP) to stop seizing and searching laptops and other electronic devices of people who are entering the country. After taking the devices, CBP officers allegedly search Web histories, copy hard drives and read documents. One witness at the hearing said the CBP's actions disrupt businesses while another testified that electronic copies warrant no special treatment compared to their physical counterparts.
5. Nokia buys rest of Symbian, will make code open source and Report: Google faces Android handset delays: Open-source software will soon run over half of the world's smartphones after Tuesday's news that the Symbian mobile OS is going open source. Nokia, NTT DoCoMo, Vodafone and other telecom players formed the Symbian Foundation to distribute the OS under a royalty-free license. Experts believe Symbian's 60 percent share of the smartphone market and decade of development will foster more growth. Symbian's move to open source came on the same week as reports that Android, Google's open-source mobile OS, is progressing slowly due to conflicts with mobile carriers.
6. ISP backs off of behavioral ad plan: Charter Communications suspended plans to place ads based on a customer's Internet use in Web pages after the ISP's customers voiced concerns about the service, the company said. Charter, a major U.S. broadband provider, also drew the ire of two digital rights groups that claimed serving ads based on information gleamed from Web use amounted to spying and violated security practices. Two U.S. legislators also raised concerns in a letter to the company. In May Charter said it planned to team with NebuAd, a behavioral advertising company, on a pilot program.
7. Google introduces tool for planning online ad campaigns: Google also attempted to tackle the issue of targeted ad placement on Web sites, but with a tool for media planners, who determine where to place their client's ads. Media planners enter their desired audience's demographic information into Ad Planner, which generates a list of appropriate sites. According to Google, Ad Planner allows users to get information on searches related to a certain site and other, more detailed demographic data. News of the service prompted talk of Google expanding into the Web analytics business against the likes of comScore and Hitwise.
8. Senate delays vote on surveillance bill until July: On Friday the U.S. Senate announced that it will delay a vote on a controversial surveillance bill until July 8. An earlier spy program allowed the government to monitor without warrants phone calls and electronic communications between supposed terrorist groups and people outside the U.S. Major telecom carriers, which supposedly granted the government access to their systems, now face lawsuits for their role in the program. The bill, seen as a compromise between the White House and congressional Democrats, would allow the program to continue but with court oversight and have a court review if the telecom lawsuits warrant dismissal.
9. Oracle seeking billions in damages from SAP: Oracle reckons that SAP owes the company at least $1 billion for damages caused by its TomorrowNow subsidiary. Oracle sued SAP and TomorrowNow in 2007, claiming that TomorrowNow staff illegally accessed Oracle's Web site and pilfered information to use for courting Oracle customers. A court document filed Tuesday marked the first time that Oracle assigned a dollar figure to the incident, which the company labeled "corporate theft on a grand scale " in its original complaint. The case goes to trial in February 2010.
10. Yahoo defends Google deal to shareholders and Yahoo trumpets reorganization: Another week, another chapter in the Yahoo-Microsoft-Google saga। Yahoo shareholders received a letter on Wednesday justifying the company's Google advertising deal. The tie-up, which places Google ads beside some of Yahoo's search results, will generate $250 million to $450 million in cash flow in the first year. Allowing Microsoft to purchase Yahoo's search business would have ceded too much control to Microsoft, including the right to block a sale of the company, wrote Chairman Roy Bostock and CEO Jerry Yang. Yahoo executives denied Microsoft's original two offers to purchase the company, upsetting investors who believed that Yahoo abandoned its fiscal duties by not negotiating a buyout. Yahoo made news again on Thursday when it announced yet another reorganization, its latest in the last 18 months. This revamp will centralize its product development operations and create a business region for U.S. advertising, users and Web publishers.
Reference : http://www.pcworld.com/businesscenter/article/147681/bill_gates_retires_symbian_goes_open_source.html

Tuesday, 17 June 2008

Stephen Morse: Father of the 8086 Processor

The engineer whose 30-year-old architecture still influences PCs today talks about how Intel took the SEX out of the pioneering CPU, and other tales from the beginning of the x86 era।Part 1 of a special five-part series।

In honor of the 30th anniversary of Intel's 8086 chip, the microprocessor that set the standard that all PCs and new Macs use today, I interviewed Stephen Morse, the electrical engineer who was most responsible for the chip. Morse talks about how he ended up at Intel (his interest in Volkswagens helped), his freedom to innovate at what was otherwise a buttoned-down company, and the importance of a brand-new style of chip development--as well as the 8086 feature that he called SEX.
PC World: For history's sake, when were you born?
Stephen Morse: I was born in Brooklyn in May 1940.
PCW: What inspired you to get involved in electronics?
SM: I was always fascinated by electricity, as far back as I can remember. I recall in sixth grade taking out whatever books I could find in the library on the topic. In junior high I asked my mother what field could I go into that would combine my love of electricity with my strong ability in mathematics. "Electrical engineering," she replied. From then on my career course was charted, and I never deviated--I went on to get a bachelor's, a master's, and a PhD, all in electrical engineering.
PCW: What was the first computer you ever used?
SM: Computer courses were unheard of when I did my undergraduate work, and even in graduate school the only exposure that I had to programming was an after-hours noncredit course on Fortran. At the conclusion of that course, we were allowed to run just one program on the school's IBM 650. Of course we didn't run it ourselves--we punched the program onto a deck of cards and handed the deck to a computer operator. We never even got to see the machine. That was in 1962.
PCW: When did you begin working at Intel?
SM: I began at Intel in May 1975.
PCW: How did you get the job?
SM: Prior to Intel, I had been working for the General Electric R&D Center in Schenectady, where I had single-handedly designed and implemented a complete software support system for a new innovation at that time: a computer on a card. When I decided I could no longer take the cold winters of upstate New York and wanted to move back to sunny California (I had taught at UC Berkeley prior to joining GE), I looked into what companies in the Bay Area were doing related work. I found a relatively unheard of company, called Intel, that was involved with computers-on-a-chip, so I decided to send my resume. The company had a whole team of engineers doing the same things that I was doing by myself at GE, so we had a lot in common, and they made me an offer. I don't know if it was my microprocessor experience that got me the job, or the fact that I was very involved with Volkswagen engines in those days and the hiring manager blew the exhaust valve on the number-three cylinder of his VW bus a week after he interviewed me.
Intel 8086 Development
PCW: How did the 8086 project get started?
SM: The state-of-the-art product at the time was the Intel 8080. But Zilog was eating Intel's lunch with a processor it had, called the Z80. The Z80 was an 8080 in every sense of the word, but it also filled in the 12 unused opcodes with some useful string-processing instructions. So it did more than the 8080, and Zilog captured the 8-bit market.
Intel wasn't too concerned because it was working on a new high-end processor called the 8800 (which would change names a few times before finally coming to market as the 432), and it fully expected that chip to be the future of the company. The schedules for the 8800 kept slipping uncontrollably, however, and management finally realized that they needed to come out with a midrange processor to counter the Zilog threat. But nobody expected it to be anything more than a stopgap measure, because once the 8800 came out there would be no need for such a midrange solution.
In the meantime I had just completed an evaluation of the 8800 processor design, and written a report on it. My report was critical and showed that the processor would be too slow. Because of my report, management decided that I would be the ideal person to design the architecture for the stopgap measure. If management had any inkling that this architecture would live on through many generations and into today's Pentium processors, and be the instruction set executed by more instances of computers than any other in history by far, they never would have entrusted the task to a single person. Instead it would have been designed by committee, and it would have come out much later than it did.
The person I worked for, Terry Opdendyk, was in charge of the software group. He walked into my office one day and asked if I would design the instruction set for the new processor that Intel needed. This was a complete break with tradition, because up until that time hardware people did all the architectural design, and they would put in whatever features they had space for on the chip. It didn't matter whether the feature was useful or not, as long as the chip real estate could support it. Now, for the first time, we were going to look at processor features from a software perspective. The question was not "What features do we have space for?" but "What features do we want in order to make the software more efficient?" (At that time the 8800 was also being designed by software people, but that processor was many years away from coming out the door.)
So there I was, a software person who would be chartered with what was normally considered a hardware task. Although Terry remained my boss, for the work on the 8086 I would report to Bill Pohlman, who was the project manager for the new stopgap processor.
PCW: Was there a specific goal in mind for the 8086?
SM: The only requirements that management gave me were to make it somehow 8080-compatible (so Intel could tell customers that they could run their existing assembly-language programs) and that it address at least 128KB of memory (one of Intel's customers had an application that was exceeding the 64KB limit of the 8080).
PCW: When did development start on the 8086?
SM: The last revision of my 8800 evaluation was dated April 14, 1976. I believe I started working on the 8086 in May, and on August 13 (three months later) I published Rev. 0 of the instruction set. It was actually more than just the instruction set, since it covered the register structure, I/O space, interrupt mechanism, memory addressing modes, etc. So we quickly started talking about the architecture rather than just the instruction set.
PCW: How big was the 8086 development team, and who else was involved?
SM: When it started, it was just Bill Pohlman and myself. Bill was the project manager and I was the engineer. After I finished the first cut of the architecture specs, Bill brought on board a logic designer named Jim McKevitt. Jim and Bill were my primary points of contact in the hardware group. Many other people (a chip designer and such) were added to the project later, although I didn't interact with them directly.
After I finished two revisions of the architecture specs, Terry enlisted Bruce Ravenel, a second software person I could bounce ideas off of, and together we kept refining the specs.
PCW: Describe the atmosphere and general feeling in your office during the creation of the 8086.
SM: Company culture at Intel varied depending on the level you looked at. On the group level, things were great--the software team at Intel was top-notch, and we were all proud of what we were doing and how we were doing it. But at a higher level, the corporate culture often got in the way. Andy Grove was famous in those days for implementing a "late list." Regardless of how late you worked the previous evening, if you were not in by 8:05 a.m. the next day you had to sign the "late list" when you entered the building. At first we all laughed about it, because nothing was done with the list. And Opdendyk even advised us that if we could not get in by 8:05, we should simply not show up until after 9, when the list was taken down. But sometime later upper management started insisting that the list be used in employee evaluations, and it was no longer something we could laugh about. The culture had other similar aspects, and pretty soon Intel stopped being a fun place to work.
PCW: What was your official role in the 8086's development? Your biggest contribution to the project?
SM: My official role was the chief architect, although that title wouldn't exist at Intel until several processors later. Actually, until Ravenel came on the scene, I was the only architect. McKevitt would try to design the logic to implement the architecture, and we had a lot of give-and-take between us as he would point out things that were very expensive to implement and I would then try to come up with alternate specifications.
The spec I was writing was at a high level. It specified the register set but it didn't talk about the bus structure to pass data between the registers or about the machine cycles during which time the data actually got passed. That was all in McKevitt's area. As I was writing and revising a document titled "8086 Architectural Specifications," and he was writing a companion document called "8086 Device Specifications."
PCW: What constitutes the "architecture" of a microprocessor?
SM: The architecture, as I see it, is the high-level specs of the processor. This consists of the instructions set, memory structure, memory segmentation, register structure, I/O space, interrupt mechanism, instruction operands, memory addressing modes, and so on.
PCW: Take us into the design process a little, step by step. With what tools and methods did you design the 8086?
SM: Although physical paper was still in fashion, computer files were starting to catch on, and I wrote the specs by typing them directly into a file. Personal computers were still a few years off, so I did my work on a remote terminal to a PDP-11 mainframe. I wrote the document using a primitive text editor that we had at that time called TECO. I included diagrams in the spec using ASCII characters--that is, drawing boxes made up of dashes, vertical bars, and plus signs.
There was a simulator program that somebody wrote, but I never used it. Instead the hardware group used it to verify the logic design and microcode to make sure that it correctly implemented the specs. The software group did other simulations to make sure that the addressing modes the processor provided would allow for an efficient implementation of high-level languages.
I had no direct involvement with testing the 8086, since the hardware department handled that entirely.
PCW: What obstacles, if any, did you face while developing the 8086?
SM: Very few। Because nobody expected the design to live long, no one placed any barriers in my way and I was free to do what I wanted.
The 8086 in Context
PCW: What are some of the distinguishing characteristics of the 8086 that made it stand out from other microprocessors of the day?
SM: Its most distinguishing characteristic was that it was a 16-bit microprocessor. I believe it was the first commercial 16-bitter in the microprocessor field. But the characteristics that I liked the most, and had the most fun designing and unifying, were the decimal arithmetic instructions and the string-processing instructions.
PCW: Why did Intel start making backward-compatible CPUs, and why did the company do it so well compared with other CPU manufacturers?
SE: The reason that Intel was concerned about backward-compatibility (and the reason everyone is, as well) is that you have a captured market base that you don't want to lose. If you have customers all using the 8008, when you come out with your 8080 processor you want your customers to be able to migrate their existing applications easily. If they had to rewrite all their applications, they would also be free to consider a new processor from the competition.
That's a lesson that Zilog learned the hard way. Zilog made its first splash with the Z80; that chip was compatible with Intel's 8080, so Zilog was able to steal Intel's customers easily. And it became a significant player in the marketplace. Then when the 16-bit race started, Zilog figured it had made a name for itself and could afford to do its own incompatible design for a 16-bit product, called the Z8000. But once Zilog's own customers discovered that programs could no longer be migrated from the Z80 forward, those customers became free to look around at the 16-bit marketplace, and they chose the 8086. Had Zilog gone with a 16-bit compatible upgrade of the Z80, history might have been different.
PCW: Was the 8086 designed with future backward-compatibility in mind?
SM: Backward-compatibility was certainly an issue when the 8086 was being designed. There were some instructions that were implemented and then hidden because we couldn't see a logical upgrade path for them in future processors. These instructions were actually on the chip, but we never documented them so that we would not be constrained by them in the future.
PCW: Can you share any funny, interesting, or unusual anecdotes about the 8086 that we haven't covered already?
SM: I always regret that I didn't fix up some idiosyncrasies of the 8080 when I had a chance. For example, the 8080 stores the low-order byte of a 16-bit value before the high-order byte. The reason for that goes back to the 8008, which did it that way to mimic the behavior of a bit-serial processor designed by Datapoint (a bit-serial processor needs to see the least significant bits first so that it can correctly handle carries when doing additions). Now there was no reason for me to continue this idiocy, except for some obsessive desire to maintain strict 8080 compatibility. But if I had made the break with the past and stored the bytes more logically, nobody would have objected. And today we wouldn't be dealing with issues involving big-endian and little-endian--the concepts just wouldn't exist.
Another thing I regret is that some of my well-chosen instruction mnemonics were renamed when the instruction set was published। I still think it's catchier to call the instruction SIGN-EXTEND, having the mnemonic of SEX, than to call it CONVERT-BYTE-TO-WORD with the boring mnemonic CBW.

After the Launch
PCW: Besides the 8086, did you work on any other major CPU projects at Intel?
SM: No, that was the only one for which I was involved in the design. Although I had nothing to do with the design of the 286 and 386 successor processors, I was very familiar with them, and I wrote books about them as follow-ups to my 8086 book. I was also involved with those later processors at my next company, where I was a consultant to customers who were trying to design embedded systems using those processors.
PCW: From what I understand, the 8088 was the 8086's successor. What advantages, if any, did the 8088 offer over the 8086?
SM: The 8088 wasn't the successor--rather, it was a castrated version of the 8086. As of the day I left Intel the first time (in March 1979), I had never heard of the 8088, but a few weeks later I learned that the company was about to ship it. So you can see that it certainly wasn't a major design effort. What the company did was modify the data bus so that 16-bit data was sent out in two cycles, 8 bits at a time. That meant you could use the processor with all the 8-bit peripheral chips that were already in existence for the 8080, rather than waiting for a new set of 16-bit peripheral chips that were undoubtedly coming but weren't around yet.
That brings up an interesting story. I wrote a book called The 8086 Primer that turned out to be a best seller (it sold over 100,000 copies). I gave a copy to a friend of mine who knew nothing about computers but was proud to display it on his bookshelf. His son was studying computers in school at the time, and when he saw the book he made a comment to the effect that the 8086 was obsolete and had been replaced by the 8088. His son obviously didn't understand what the 8088 really was, but I realized that other people might be in the same situation and wouldn't buy my book because they thought that the processor was "obsolete." So in the next printing of the book, I changed the title to The 8086/8088 Primer , and suddenly everyone again thought that they were getting a book about the latest processor.
PCW: How has being the designer of the 8086 changed or influenced the course of your life?
SM: Not much at all. When people introduce me, they usually add something about my being the 8086 designer. But I usually cringe a bit, because I really don't think it was that great an accomplishment. Any bright engineer could have designed the processor. It would probably have had a radically different instruction set, but it would have had Intel's backing behind it and all PCs today would be based on that architecture instead. I was just lucky enough to have been at the right place at the right time.
PCW: What does the x86 architecture mean to you today? Do you think it is still relevant, or is it merely an vestige of the past?
SM: It's very relevant. There is an underlying instruction set that has propagated from the 8086 forward, such that any assembly-language code (or even machine-language code for that matter) that was written for the 8086 can still be executed on today's Pentium processors. Sure, now we have many new features and advanced caching that were never even imagined when I did the 8086 work. But the core instruction set that is inside every x86 processor is still the same as what was in the 8086.
PCW: Do you have any thoughts or comments you'd like to share about the 8086's 30th anniversary?
SM: That caught me by surprise. Until I received your e-mail, I wasn't even aware that this milestone was coming up. Happy Birthday!
PCW: How do you feel about the Apple Macintosh line's use of x86 architecture now? Were you surprised when you first heard about it?
SM: Yes, a little surprised, but it made a lot of sense. Suddenly I had no more excuse for not buying an Apple computer.
PCW: What are you up to these days?
SM: I'm retired now but still doing the same sorts of things that I've done throughout my career--namely applying computers to new applications. As a hobby I've started delving into genealogy, and I've discovered many ways in which I could use the power of the Internet and the computer to do genealogical searches in ways that were not possible before. So I put up a Web site with a collection of my Web-based tools, and I've developed a sort of cult following. My site now gets over 100,000 hits a day, and I've been invited to lecture on the topic worldwide. The Web site address is stevemorse.org.
PCW: Do you do any electronics tinkering or design in your spare time?
SM: I still enjoy tinkering with electronics as well, and every now and then will build something with which to amuse myself.
PCW: Where do you live now?
SM: San Francisco, in the same house that I lived in when I worked for Intel. I moved into this house in 1975, and except for a one-year house exchange when I lived in Paris, I have been in this house ever since.
PCW: Are you a Mac or a PC guy?
SM: I'm a PC guy. I long resisted the Mac because there were still programs that were written for the PC and would not run on the Mac. I felt it was like the Betamax/VHS story: Betamax was a better technology, but anyone buying a Betamax recorder would have a small selection of tapes available to rent and would be limited in who they could share tapes with. Now that you can get a Mac that executes x86 code, the situation has changed somewhat, but I've resisted a Mac for so long that it's hard to switch gears at this point.

Reference : http://www.pcworld.com/article/id,146917-pg,1/article.html

Nasser Hajloo
a Persian Graphic Designer , Web Designer and Web Developer
n.hajloo@gmail.com

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