Lord Broers, the Committee Chairman during the first inquiry, kicked things off, followed by various Lords who had sat on the Committee (and two others who hadn’t) then the opposition lead, Viscount Bridgeman, who put his party’s point of view (of which more in another article). Lord Brett (recently elevated to a Lord in Waiting — ie a whip), then replied to the debate and finally Lord Broers summarised and formally moved the “take note” motion which, as is custom and practice, the Lords then consented to nem con.

The Government speech in such a debate is partially pre-written, and should then consist of a series of responses to the various issues raised and answers to the questions put in the previous speeches. The Minister himself doesn’t write any of this, that’s done by civil servants from his department, sitting in a special “box” at the end of the chamber behind him.

However, since the previous speeches were so strongly critical of the Government’s position, and so many questions were put as to what was to be done next, I was able to see from my excellent vantage point (as TV viewers would never be able to) the almost constant flow of hastily scribbled notes from the box to the Minister — including one note that went to Lord Broers, due to an addressing error by the scribblers!

The result of this barrage of material was that Lord Brett ended up with so many bits of paper that he completely gave up trying to juggle them, read out just one, and promised to write to everyone concerned with the rest of the ripostes.

Of course it didn’t help that he’d only been in the job for five days and this was his first day at the dispatch box. But the number of issues he had to address would almost certainly have flummoxed a five-year veteran as well.

Amusing though this might be to watch, this does not bode well for the Government getting to grips with the issues raised in the reports. In technical areas such as “Personal Internet Security”, policy is almost entirely driven by the civil servants and not by the politicians.

So it is particularly disappointing that the pre-written parts of the Minister’s speech — the issues that the civil servants expected to come up and which they felt positive about addressing — were only a small proportion of the issues that were actually addressed in the debate.

It still seems as if the penny hasn’t dropped in Whitehall

I have to admit that I was already a fan of Collins’ quantitative style blended with clever insight, but this was the first time that I had seen him in person, and he was just spectacular. He has a vivid, animated way of telling a story, and had a great sense of humor. This combination of presentation skill was put to immediate use with his first statement drawing a hearty laugh from the audience full of entrepreneurs.

“How many of you in the room are constitutionally unemployable?”

Much of his remaining presentation provided interesting stories and insight from the research that he has done to understand the make-up of exceptional companies.

As Jim said, he has spent years studying the contrast between average companies and exceptional companies. They faced the same set of variables… similar economic conditions, similar competition for top human resources, and a similar set of huge unknowns.

What is the single biggest element of difference?

Not a function of the cards you are dealt, or circumstance… it is conscious choice and discipline.

Jim’s key principles & disciplines that have come from the studies we have worked on:

1. Building greatness is a cumulative never ending process! The idea that no matter how exceptional, you are always only relatively as good as to what you can do next.
2. Most overnight successes are 20 years in the making…. Wal-mart  took 13 years to get to 125 stores. Starbucks required 17 years to get to 38 stores.

“If you start to break Packard’s law, and there are very few laws of business, it is like breaking a law of physics for building great companies.” - David Packard (Co-founder of HP)

If you allow growth to exceed your ability to get enough of the right people to fill the key seats to execute on the growth brilliantly, you will fall as surely as a stone dropped from your hand. This is one of those timeless truths that extends beyond technology and economics.

The number one constraint on growth and sustained success…

An ability to get enough of the right people in the key seats to achieve that sustained growth.

The discipline that WHO comes before WHAT. Collins always kept coming back to the “who” thing over and over again. He said, “The more turbulent the world, (given the great current economic uncertainty of our financial system) the more important this issue is.”

A question from the audience came near the end of his session… How do you figure out who are the right people to put in key seats on the bus?

Collins responded with “Given that I stand here amidst a room full of unmotivated people… the right people are self motivated, self disciplined, self managed, The task is not to motivate unmotivated people, the task is not to have to manage people… self motivated, figured it out from there… self motivated people don’t need tons of management … when you have to start managing, you know that you have the wrong person at the task.”

Final thoughts:

Greatness is not a function of circumstance. Greatness is a function of conscious choice and discipline. It is not a matter of circumstance, it is one of choices.

I believe that every one of the Inc. 500 companies that I met at this conference achieved the list because they did not embrace the status quo. Incredible passion, an unwillingness to accept failure and an excessive and compulsive willingness to solve customer’s problems were key ingredients in the business building formula for the entrepreneurs that were at the conference.

Traveling towards VMworld 2008

I, along with thousands of others, wended my way through a vast dimly lit cavern of a place helped along by the strangely surreal sight of ushers in black waving wispy red flags to guide us not to the empty seats in front of us, but to the ones 50 yards on. (Ah Vegas, my feet hurt already.) Perhaps the point was to live in the moment, soak in the pre-rock concert atmosphere complete with a hip and cool soundtrack ripped off from Apple commercials. (Do they all use the same ad firm?) A better way to build the anticipation for, yes, the kickoff keynote session at VMworld 2008. (photo credit: lodev)

To the sounds of Hey Ya (Shake it like a Polaroid picture), we shifted forward in our uncomfortable temporary seating placed, as at all tech conferences, too close for all but the skinny girls. The moment was here – one of those videos started playing on the dozen or so huge monitors floating above the convention crowd. You know this video; you’ve probably seen it before from HP or someone like that. One of those videos with instrumental Coldplay music in the background with time lapse/speeded-up video of people in motion and floating captions dropping into the images that leave you with a slight smile on your face as you “get” the relationship between image and text. (Do they all use the same ad firm?)

And here he is, announced like a Vegas headliner, Paul Maritz, the new CEO of VMware. Hmm. After all that hype, I rather expected someone in a black turtleneck and jeans to come out. Instead here’s this guy with pleat-front pants and an admittedly cool accent (New Zealand?) who looks a little like Al from Home Improvement. Not that there’s anything wrong with that – everyone likes Al.

And then the real fun begins.

• 30 years ago, Paul Maritz started off his business career as a developer
• 10 years ago, VMware was founded by Diane Greene and Mendel Rosenblum (BTW, 10 seconds spent showing a slide with cartoon-ized images of the founders, “thanks for what you did for the company for the past 10 years”. 10 seconds after 10 years…but maybe more would have been hypocritical…)
• a retrospective of centralized vs. decentralized computing initiatives from the 1960’s to today
• of course VMware milestones from 1998 to today
• and then an analyst-ready diagram showing the product roadmap (to be delivered in 2009) with, you guessed it, finally a connection between VMware and cloud computing (remember Maritz’s cloud-computing company was bought by EMC just a couple of years ago and that’s the section he headed up at EMC before being brought into VMware).

Forward Looking

2008 (and probably much of 2009) will be a very busy year for VMware. If you believe the roadmap, VMware seems to be taking on the management of everything – from chargeback and capacity planning to virtual storage and virtual networking (more to come on just what the planned vStorage and vNetwork will deliver) – but all of it VMware-centric. As we said in an earlier post, they’ve moved away from “defending” the hypervisor business proposition to focusing on management services on top of their own hypervisor platform. Revenue pressures must be excruciating – who wants to be a public company these days?

The best part of that new “Virtual Data Center Operating System” diagram/roadmap was the addition (and I mean addition) of something called Cloud vServices. (Did anyone else find it odd that Cloud vServices is kind of on its own in the Infrastructure vServices area? AND, I’ll have to get the other version of the diagram/roadmap I actually saw at the show because that one shows an inexplicable 4^th box in the Application vServices area titled “…”. Really. Maybe to balance out the addition of Cloud vServices?)

What was clear is that the move from VirtualCenter to vCenter –and the new vServices for rolled-up management of virtualization components/capability to span multiple VirtualCenters (or future vCenters) for reporting, monitoring and management at scale – has been in the works for a bit (but in tech time, that could mean 6 months), but the cloud stuff…not so much.

Beyond the very high-level speak appropriate to a keynote (100+ service provider partners for off-premise cloud…suspended VM’s that you don’t have to pay for until you need it), the details are uber-fuzzy. There was a session that Dave went to which was supposed to shed more light, but when questions were asked about how it really works, the answers seemed to be TBD. Does anyone know more? If VMware really has figured out practical cloud computing for enterprises, kudos to them. But I fear they’re like everyone else (except maybe AT&T) and are still working out the details.

It's not just terrorism; it's any rare risk in the news. The big fear in Canada right now, following a particularly gruesome incident, is random decapitations on intercity buses. In the US, fears of school shootings are much greater than the actual risks. In the UK, it's child predators. And people all over the world mistakenly fear flying more than driving. But the very definition of news is something that hardly ever happens. If an incident is in the news, we shouldn't worry about it. It's when something is so common that its no longer news - car crashes, domestic violence - that we should worry. But that's not the way people think.

Psychologically, this makes sense. We are a species of storytellers. We have good imaginations and we respond more emotionally to stories than to data. We also judge the probability of something by how easy it is to imagine, so stories that are in the news feel more probable - and ominous - than stories that are not. As a result, we overreact to the rare risks we hear stories about, and fear specific plots more than general threats.

The problem with building security around specific targets and tactics is that its only effective if we happen to guess the plot correctly. If we spend billions defending the Underground and terrorists bomb a school instead, we've wasted our money. If we focus on the World Cup and terrorists attack Wimbledon, we've wasted our money.

It's this fetish-like focus on tactics that results in the security follies at airports. We ban guns and knives, and terrorists use box-cutters. We take away box-cutters and corkscrews, so they put explosives in their shoes. We screen shoes, so they use liquids. We take away liquids, and they're going to do something else. Or they'll ignore airplanes entirely and attack a school, church, theatre, stadium, shopping mall, airport terminal outside the security area, or any of the other places where people pack together tightly.

These are stupid games, so let's stop playing. Some high-profile targets deserve special attention and some tactics are worse than others. Airplanes are particularly important targets because they are national symbols and because a small bomb can kill everyone aboard. Seats of government are also symbolic, and therefore attractive, targets. But targets and tactics are interchangeable.

The following three things are true about terrorism. One, the number of potential terrorist targets is infinite. Two, the odds of the terrorists going after any one target is zero. And three, the cost to the terrorist of switching targets is zero.

We need to defend against the broad threat of terrorism, not against specific movie plots. Security is most effective when it doesn't require us to guess. We need to focus resources on intelligence and investigation: identifying terrorists, cutting off their funding and stopping them regardless of what their plans are. We need to focus resources on emergency response: lessening the impact of a terrorist attack, regardless of what it is. And we need to face the geopolitical consequences of our foreign policy.

In 2006, UK police arrested the liquid bombers not through diligent airport security, but through intelligence and investigation. It didn't matter what the bombers' target was. It didn't matter what their tactic was. They would have been arrested regardless. That's smart security. Now we confiscate liquids at airports, just in case another group happens to attack the exact same target in exactly the same way. That's just illogical.

This essay originally appeared in The Guardian. Nothing I haven't already said elsewhere.

One of the more interesting session I went to yesterday was a talk by Chris Hoff called "The Four Horsemen of the Virtualization Apocalypse."  (If you've never read Hoff's blog, you should check it out at http://rationalsecurity.typepad.com/.)

I thought I was keeping a close eye on security and virtualization issues, but this talk illustrated how wide and varied the topic really is.  This was not about Blue Pill and it wasn't about having security monitors in the hypervisor - instead he focused on how virtualizing physical devices (e.g. switches, systems) will cause lots of problems for security architects and administrators.

Briefly, here are the four horsemen:

• Conquest - Translating your physical capacity planning implementation to virtual devices probably won't work.
• Death - Virtualized networks lack several physical attributes assumed by security applications and high-availability devices today - you'll probably have to re-architect it all to get the same functionality, which might not even be possible in your new virtual world
• War - Adding security VAs takes away precious resources that could have been used to dynamically add VMs.  It is a war of resources.
• Famine - With all of the redesigning and accommodation happening, security costs are going to eat into any savings you make on server consolidation.

Now, if you want to read the much more thorough version, see Hoff's original post here.

Okay, how does this all relate to the title of my post?  Not much.  However, much later on day one, things really started rolling.

After being crowded out of the Shadow Bar, a bunch of us ended up over at Casa Fuente (A cigar bar in Caesars forum).  Five minutes after arriving, someone spilled a drink in my lap, big fun!  It turns out that it was Stepto's birthday, and Hoff makes sure everyone has a drink and we all sing happy birthday to Stepto.  Check out part of it, courtesy of Jack Daniel:

Immediately after the toast, Jennifer Jabbusch knocks over a table, falls to the floor and begins having a seizure. Stepto rushes over, trying to help, and just about that time, she flips over and starts laughing - total fakeout! Everybody bursts out laughing.

Shortly after that, they closed for the night and kicked us out and we all headed over to Cleopatra's Barge. There weren't enough seats or tables for us, but I noticed that the "reserved" barge seating was empty. Drawing upon a clever technique (i.e. sometimes called "asking") I social engineered a waitress into letting us have the reserved area. Within mere minutes, several security geeks are on the dance floor, doing us proud.

This leads me to the Four Horsemen of Cleopatra's Barge.  (Though I was out there too, I am excluding myself since simply because I can.)

• JJ, for leadership
• Hoff, who owned the dance floor.
• Ryan Naraine, for getting low, low, low
• David, for letting his hair down.

Though our collective dancing does not signal the end of the world, it certainly capped an excellent day

My Grandmother always told me that a lucky person can count the really good friends they have on one hand, but a small amount of good friends far outweigh having many acquaintances. That was proven to me once again this weekend.  Ever since before I had my 2 sons, I had dreams of taking my children to both a Pittsburgh Steeler game and a NY Yankee game. Last year I had a chance to take Landon and Bradley to Pittsburgh and see a Steeler game.  With this being the last year for the old Yankee Stadium, I wanted to take the boys to see the Yankees at home and in the old stadium. 

Getting tickets to a game at Yankee Stadium is not cheap.  In looking around StubHub, for a hundred bucks a ticket (which is all I was willing to pay), the best I was going to do was out in the bleachers somewhere. But I figured it was better than nothing and was going to go for it.  That was when I called my best buddy from college Tyler to see if he wanted to go with us.  Tyler still lives in NY, actually he has an apt in Trump Palace and works in advertising for a large company, handling one of the very biggest accounts.  When I told him what I was looking at buying he said to hold on and let him see what he could do.

Well Tyler came through big time.  Not sure which vendor he got them from, but we had 6th row box seats behind third base, tickets to the Stadium Club, free parking (didn???t use it as we took the subway) and to top it off, Tyler was staying at his friends place and insisted we stay in his place at Trump. 

The boys and I had a blast hanging out in the city, going to Dylan???s candy store, the Empire State Building and then heading up to the Stadium.  I am sure it will be a time both they and I will never forget.  Like the commercial says:

1. 3 round trip airline tickets from Florida to NY ??? $750.00

2. 1 night in a hotel in NYC - $400.00

3. 3 field box seats to a Yankee game - $1000.00

4. A fried like Tyler to make it all happen for free (I used miles for the airfare) and give the kids this kind of memory??? PRICELESS!

Thanks Tyler!

My Grandmother always told me that a lucky person can count the really good friends they have on one hand, but a small amount of good friends far outweigh having many acquaintances. That was proven to me once again this weekend.  Ever since before I had my 2 sons, I had dreams of taking my children to both a Pittsburgh Steeler game and a NY Yankee game. Last year I had a chance to take Landon and Bradley to Pittsburgh and see a Steeler game.  With this being the last year for the old Yankee Stadium, I wanted to take the boys to see the Yankees at home and in the old stadium. 

Getting tickets to a game at Yankee Stadium is not cheap.  In looking around StubHub, for a hundred bucks a ticket (which is all I was willing to pay), the best I was going to do was out in the bleachers somewhere. But I figured it was better than nothing and was going to go for it.  That was when I called my best buddy from college Tyler to see if he wanted to go with us.  Tyler still lives in NY, actually he has an apt in Trump Palace and works in advertising for a large company, handling a one of the very biggest accounts.  When I told him what I was looking at buying he said to hold on and let him see what he can could do.

Well Tyler came through big time.  Not sure which vendor he got them from, but we had 6th row box seats behind third base, tickets to the Stadium Club, free parking (didn’t use it as we took the subway) and to top it off, Tyler was staying at his friends place and insisted we stay in his place at Trump. 

The boys and I had a blast hanging out in the city, going to Dylan’s candy store, the Empire State Building and then heading up to the Stadium.  I am sure it will be a time both they and I will never forget.  Like the commercial says:

1. 3 round trip airline tickets from Florida to NY – $750.00

2. 1 night in a hotel in NYC - $400.00

3. 3 field box seats to a Yankee game - $1000.00

4. A fried like Tyler to make it all happen for free (I used miles for the airfare) and give the kids this kind of memory– PRICELESS!

Thanks Tyler!

The state of the airline industry is a travesty.  Today United announced that they are joining American in charging a fee for even the first bag of checked luggage.  Combined with the ban on liquids that makes it hard to carry on anything, you are forced to pay up.  This is on top of the already jacked up prices and fuel surcharges they are already charging.  They also charge if you want to fly stand by now, extra for exit seats, aisles, etc, etc.  It is not one airline worse than another, they are all pretty bad. 

Today's travel nightmare though comes courtesy of Continental Airlines.  I rarely fly Continental because in coach I find their seats are to close together and my knees get crushed.  But flying home from Denver today, they were the cheapest so I booked the flight. 

I was scheduled to be on a 4:50 flight out of Denver into Houston.  An hour layover, an 8:55 flight from Houston to Ft Lauderdale and I would get me home around midnight.  Long day for sure.  So I finished up my meetings and stuff early in Boulder and saw that Continental had a 2:30 flight from Denver to Houston and a 7:10 connection to Ft Lauderdale that would get me in around 10:20pm.  I left StillSecure HQ around noon and was at Denver airport by about 12:45.  I went to the Continental counter and asked to get on the earlier flight.  Because I am a platinum medallion member of Delta, as a Sky Team member, I am an elite plus level passenger on Continental. In days gone by that would qualify me for same day ticket changes for free.  Not anymore it doesn't!  I don't understand what the price of fuel has to do with charging me for same day ticket changes.  Anyway, they said I could fly stand by for free until June 17th, when even standby is going to cost an extra fee (again they blamed it on fuel costs).

So they put me on standby and told me my luggage would go on the earlier flight.  I then went to the 2:30 flights gate and waited.  The ticket counter agent told me about 20 minutes before take off that they only had me as a silver medallion and due to my low status I was far down the list and would not make the flight.  My luggage would though.  OK, so I will hang at the airport and work a few hours.  Just before the plane takes off they call my name and tell me to wait at the end of the jetway.  They are checking the plane and if there is a seat I can take it.  I get the last seat on the plane, a middle seat. 

I arrive at Houston and proceed to the gate for the 7:10 flight to Ft Lauderdale.  I check in with the agent and she tells me the folks in Denver only put me on standby for the Denver Houston flight and I am not on stand by for the Ft Lauderdale flight.  She can put me on and I will probably make it, but my luggage will be going on the later flight.  Now mind you I can see the plane I just got off of out the window and could have gone to the jetway and told the guys unloading the luggage to grab my bag.  Not wanting to wait two hours in Ft Lauderdale late at night for my luggage to arrive and not wanting to drive down the next day to pick it up I say thanks, but no thanks and decide to wait another two hours for the later flight that my luggage will be on.

I board my 8:55 flight as scheduled and we take off headed for Ft Lauderdale, due to land at 12:15 or so.  The plane is hot as heck and about a half hour into the flight the pilot says that we have a pressurization problem and am turning back to Houston!  We turn back and upon arrival near Houston, he tells us we have too much fuel to land and will have to fly around to burn it off.  We have no air conditioning, it is hot as can be and they are telling me how much they charge because of the cost of fuel that they are now flying around in circles to burn off!

We land in Houston, they find another plane and we finally take off from Houston around 11:45 or so. I am writing this on the plane and am due to land about 2:30am. If I find my luggage came on the earlier flight I am going to kill someone.  In the meantime, I have had enough of Continental for a while and they won't see me on their planes very soon.

End of story, we landed around 2:45 and my luggage was waiting for me, having arrived on the earlier flight.  The Continental employee at the baggage claim will remember Alan Shimel for a while, as I gave him a piece of my mind.

The state of the airline industry is a travesty.  Today United announced that they are joining American in charging a fee for even the first bag of checked luggage.  Combined with the ban on liquids that makes it hard to carry on anything, you are forced to pay up.  This is on top of the already jacked up prices and fuel surcharges they are already charging.  They also charge if you want to fly stand by now, extra for exit seats, aisles, etc, etc.  It is not one airline worse than another, they are all pretty bad. 

Today's travel nightmare though comes courtesy of Continental Airlines.  I rarely fly Continental because in coach I find their seats are to close together and my knees get crushed.  But flying home from Denver today, they were the cheapest so I booked the flight. 

I was scheduled to be on a 4:50 flight out of Denver into Houston.  An hour layover, an 8:55 flight from Houston to Ft Lauderdale and I would get me home around midnight.  Long day for sure.  So I finished up my meetings and stuff early in Boulder and saw that Continental had a 2:30 flight from Denver to Houston and a 7:10 connection to Ft Lauderdale that would get me in around 10:20pm.  I left StillSecure HQ around noon and was at Denver airport by about 12:45.  I went to the Continental counter and asked to get on the earlier flight.  Because I am a platinum medallion member of Delta, as a Sky Team member, I am an elite plus level passenger on Continental. In days gone by that would qualify me for same day ticket changes for free.  Not anymore it doesn't!  I don't understand what the price of fuel has to do with charging me for same day ticket changes.  Anyway, they said I could fly stand by for free until June 17th, when even standby is going to cost an extra fee (again they blamed it on fuel costs).

So they put me on standby and told me my luggage would go on the earlier flight.  I then went to the 2:30 flights gate and waited.  The ticket counter agent told me about 20 minutes before take off that they only had me as a silver medallion and due to my low status I was far down the list and would not make the flight.  My luggage would though.  OK, so I will hang at the airport and work a few hours.  Just before the plane takes off they call my name and tell me to wait at the end of the jetway.  They are checking the plane and if there is a seat I can take it.  I get the last seat on the plane, a middle seat. 

I arrive at Houston and proceed to the gate for the 7:10 flight to Ft Lauderdale.  I check in with the agent and she tells me the folks in Denver only put me on standby for the Denver Houston flight and I am not on stand by for the Ft Lauderdale flight.  She can put me on and I will probably make it, but my luggage will be going on the later flight.  Now mind you I can see the plane I just got off of out the window and could have gone to the jetway and told the guys unloading the luggage to grab my bag.  Not wanting to wait two hours in Ft Lauderdale late at night for my luggage to arrive and not wanting to drive down the next day to pick it up I say thanks, but no thanks and decide to wait another two hours for the later flight that my luggage will be on.

I board my 8:55 flight as scheduled and we take off headed for Ft Lauderdale, due to land at 12:15 or so.  The plane is hot as heck and about a half hour into the flight the pilot says that we have a pressurization problem and am turning back to Houston!  We turn back and upon arrival near Houston, he tells us we have too much fuel to land and will have to fly around to burn it off.  We have no air conditioning, it is hot as can be and they are telling me how much they charge because of the cost of fuel that they are now flying around in circles to burn off!

We land in Houston, they find another plane and we finally take off from Houston around 11:45 or so. I am writing this on the plane and am due to land about 2:30am. If I find my luggage came on the earlier flight I am going to kill someone.  In the meantime, I have had enough of Continental for a while and they won't see me on their planes very soon.

End of story, we landed around 2:45 and my luggage was waiting for me, having arrived on the earlier flight.  The Continental employee at the baggage claim will remember Alan Shimel for a while, as I gave him a piece of my mind.