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I've always been amused by the texts that talk about what opportunities were lost this or that company. It is as if a company or project is going to be successful regardless of who leads. However, the computer world is full of examples of successful projects and technologies that have not been set and no fruit set. For example, it has left on this blog, we have the opportunity lost by Xerox PARC invented technologies in its laboratories at the 70, which were imposed on the market in 80, and many others who enriched and non-Xerox (the graphical interface, the laser printer, Ethernet network ...).

Another example too. Commodore was able to buy Apple in the 70's. An opportunity lost by the Commodore? Possibly not. "Apple would have been the same under the guidance of Commodore or would have been lost in the oblivion of history like so many others? Compaq, the leading manufacturer of PCs in the 90's, could also be bought by Apple in the 80's. "Apple missed the opportunity to become the No. 1 PC or Compaq would have been lost in the idiosyncrasies of the apple company?

Today I will talk about a missed opportunity, perhaps come too soon, perhaps for business blindness. But better start at the beginning.

A new generation of computer may only ring the company they DEC (acronym for Digital Equipment Corporation ) as a manufacturer of large machines that lost for the Paleolithic of information, something we can sound like many of us UNIVAC. DEC was a company that could say that practically invented the minicomputer market, much less powerful machines and pretentious large systems of the time but also much cheaper and with fewer requirements, say, environmental.

This market, the minicomputers, was to develop and grow, making the DEC in the second half of the 80 in the # 2 in the computer world (and here we talk about computers in general, both software and hardware).

However, the 80 came with very very deep changes throughout the business ecosystem turned over to the new paradigms and business models. There were companies that have adapted very well (eg HP), others were hard to adapt but eventually became as IBM, and others were unable to adapt and over the years were getting smaller until they finally disappear. Like, for example, DEC.
DEC
The situation in the mid 90's was a bit tricky. I have a couple of years without generating profits (his latest results in 1995 were 2,000 million losses). However, they had to his credit several technologies that could turn around your situation.

One was the Alpha processor. The chips were light years ahead in technology and performance of their x86 equivalents and were generally much higher than its competitors Sun and Silicon Graphics. However, DEC was a company throughout its history of minicomputers and therefore had failed to take advantage of the Alpha processor (in fact, reached 18 months delay to release for the simple reason that a microprocessor, however advanced it was, sounded a personal computer or as much workstation. DEC minicomputers did not single-person machines.)

However, there was an internal project that he could take advantage of great performance and capabilities of the 64-bit Alpha processor (yes, still in 1995). The project consisted in using the enormous bandwidth available for DEC had the time, traveled the World Wide Web completely and create an index that could be consulted at any time. His name was AltaVista, and although in the mid 90's was just an internal project, and therefore only used from the DEC's intranet, those of the company that used it were in love with him.

What was so special about AltaVista? Seen through the eyes of 2010, not much, mainly because both Google and Bing do the same. But remember we are talking about 1995, Google did not exist Bing and he had more than a decade to be born, so let's see what the situation was at that time.

The main website to mid 90's was, undoubtedly, Yahoo. However, Yahoo was not a search but it was just a directory. What does that mean? Then there was a spider to analyze the web looking for new links and including them in a weighted index that would be available then it simply was a list of websites stored. Yes, like a yellow pages or telephone directory. To understand the success of Yahoo, we must understand that before this there if you wanted to access a web-based resource management had to know of it or of any site that we link. Yahoo was simply a collection of sites, so you just had to memorize www.yahoo.com and once there, find what you wanted. Yes

had, however, projects to create search engines. Most of them were projects with very limited or not particularly ambitious objectives. For example, searchers had processed only titles from sites and not the content, or some who analyzed the contents, but of course, to encompass the web TOO (about 18,000 sites in early 1995) was needed a lot of bandwidth and processing power enough, otherwise you to finish processing all websites the result would be useless by the ever-changing nature of it. Also, of course, it was necessary to create a proper intertaz to interact with the entire system to perform searches, and most browsers "pure" of the time were quite cryptic (some had to connect via telnet and learned a few commands to perform a query). AltaVista had

solved all the problems of search engines before it. They had the huge (for the time) bandwidth of DEC, had a powerful processor and several parallel processing units all the information gathered by the spiders (so that the index was quickly obsolete) and also offered very clean interface for the time.

So in 1996 DEC agreed to publicly open your firewall to make public the AltaVista service. Like any business, the ultimate goal of this movement was to make money, but ... DEC sought how to win?

This is the part where it shows that what matters is not have the right technology but knowing what to do with it. If you do not have the possibility always exists that you can buy or at least license, but if you have it and do not know what to do with it, is naught badly.

As this was the problem of DEC. DEC for the dome (not project managers AltaVista), the engine was a great opportunity to get good positive publicity ... to sell computers with Alpha processors. That is, for them AltaVista was not a public demo of how great it was their hardware. It's as if Pixar had wanted to do business by selling computers that created Toy Story instead of doing business the film itself.

Were managers DEC blind? Yes, but because the world was full of blind by those then. In 1996, when Compaq bought DEC, the amount of the transaction was approximately $ 9,600 million, of which, in respect of the acquisition of AltaVista, paid $ 0 (and why should have been paid anything? It was just a demo and not generated not a single $. Maybe it was good publicity, but it was only, at least for the time, expense). Did

despite the blindness of their parent companies have become AltaVista Google before Google even existed? The technology was there, but not the business model. When AltaVista was made public, the mentality of the time was to capture Internet users and keep them inside as long as possible. The fashion at that time was to create portals where clump together all the services that a user might need in a way to remain always within the portal. These services ranging from email to weather information, news, chat rooms and dozens of other services. Despite the fact that AltaVista had advocates of maintaining clean and simple as AltaVista, ie focus on search technology and consultation, the triumph of the more "traditional" portal to create a large, heavy laden with a multitude of services.

What was finally AltaVista? Compaq sold to CMGI in June 1999 by $ 2,300 million, which wanted to bring it to bag the next year. However, the dot-com bubble had burst, so they stopped the IPO. In 2003, CMGI AltaVista sold the site to Overture Services, Inc. for $ 140 million. Today, AltaVista www.altavista.com still operational, but as an unimportant minor player in the world of web browsers.

And this is just an example of having the best technology does not give you guaranteed success. That is why when I see any news that this or that company could buy a few years ago euros for four current or a large company that sold for almost nothing a giant present I can not help but smile. The opportunities presented to us daily, sometimes recognizable, sometimes not ...

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great missed opportunities or the Apple Newton Grandfather of the iPad

had long wanted to talk about today, so after the presentation on January 27, Apple iPad left me little reason to keep delaying it, so here you have this new pill computing history.

However, as I always say, to understand fully what is a specific event occurs and why it is necessary to put it in context, ie explain their background and situation in which it operates that fact.

And that is the case of Newton is a special case. Perhaps in that sense, is somewhat similar to the hype iPad produced and the enormous excitement generated, but we'll see if history repeats itself or not Apple's new toy. Now, let's focus on today's topic: the birth of the Apple Newton .

Our story begins with an Apple engineer dissatisfaction with his work called Steve Sakom . If you follow this blog regularly you might sound as this name, for it appeared when we talk about GO, Corp and Microsoft tactics. Until 1987, Sakom had worked as a hardware engineer involved on projects for Apple, but I was tired of working on yet another redesign of the Macintosh and wanted some "excitement" in his life.

was more or less then those contacted Jerry Kaplan, the founder of GO Corp. and when he decided to leave Apple to design the hardware of the PDA GO. However, to advertise its low spoke with his boss, Jean-Louis Gassée , to explain the reasons for his retirement and his future projects. This, having listened attentively to talk about what I wanted to create GO, proposed to continue in Apple and start a new project that implement all these ideas under his leadership.

Gassée Jean-Louise (pictured) was the replacement for Steve Jobs at Apple as chief of new products even before Jobs himself leave Apple to found NeXT, so it was in his power to initiate new projects and negotiating . What Sakom wanted the project was small, with a limited number of engineers and bureaucracy added, something like what was the original Macintosh project started by Jeff Raskin .

The idea was to create a new concept laptop, but completely different from what seen so far. Until 1987, laptop computers were rather slow, very large, very heavy (none fell of 6-7 kilos) and very limited autonomy. The Newton would also be relatively large (slightly larger than the new IPAD), with limited consumption and hence greater battery life and a way to interact with it entirely new, with a touchscreen and a stylus that could be used both as a mouse and, especially, to write on the screen itself and recognize that writing and prosecuted.

Therefore, the project, which is called Newton was not only a challenge at the hardware but also software. Was to create a new operating system, seeking new forms of interaction between man and machine as the Macintosh model did not fit completely to what accounted for Newton, and, above all, had to develop a handwriting recognition system that not only works but cupiese in what would be the device.

However, for 1989, the star of Jean-Louise Gassée Apple was fading and gradually his protege Newton project ceased to be so protected. As more and more funds were allocated to the project, the Apple device was interfering more in the daily life of the project, adding new red tape, reports, spreadsheets requirements and all that excites both an engineer.

Finally, Gassée was pressured to such an extent that he resigned, and he also presented Sakom. Thus, as with the Macintosh, the man who had started the project went through the back door. Together, they founded Sakom Gassée and Be, Inc. , whose name if you've been aware of these lines will ring you because they were mentioned in The return of Steve Jobs at Apple (1997) to be about to be bought Be, Apple Inc MacOS BeOS to replace (if not read, Gassée asked too much money thinking that Apple was desperate, what made Apple look for alternatives and end up buying NeXT and, therefore, allowing the return of Jobs to Apple) .

still in 1989, Bill Atkinson, the creative genius of the Lisa user interface and the Mac and possibly one of the best programmers in the world, prepared a meeting to discuss future projects and he invited a former senior engineers and engineers Apple and Steve Capps (pictured) and Andy Hertfelder and also attended by John Sculley, Apple's CEO.

After hearing about the project Capps wonders of Newton, who had just left without a leader and was in danger of disappearing, it asked for a show to see what I did with him, as he himself claimed not to understand and before deciding he wanted to see for themselves eyes. When Sculley saw what was developing the Newton was delighted and decided to put all that were needed (funds, engineers, whatever) and set 1992 as deadline (ie, just over two years).

Sculley To understand why I was so excited about the Newton we must go back to 1987. Apple's success so far rested on two main products, each of them revolutionary in its time. First came the Apple II, the machine that made Wozniak and Apple in a heavyweight micro industry. Then came the Macintosh, with its graphical interface and charisma, the machine and the main Jobs Apple support in the late 80's.

Jobs and Woz was both visionary people who understand technology. Sculley envied them for that. Apple has never made so much money at his command, and Sculley was also winning awards and was admired as CEO of Apple. But despite its apparent success, he only was a top executive. It was a visionary. He had "his" machine. There was a pileup of Sculley, as it was the Apple II, Woz or Jobs Mac. In his autobiography Odyssey, spoke of the Knowledge Navigator like a futuristic device that can offer all times the information they need when they need it.

This vision, in fact, finished shaping it into a series of promotional videos. Everything shown in the videos was just science fiction, but Sculley symmetry between the Knowledge Navigator and Newton was clear, so that he thought he could go down in history not only as the great but as Apple CEO a visionary level Jobs and Wozniak. Here in this video the concept of what is Sculley's Knowledge Navigator .



However, the support of the Newton Sculley was grounded in a sense megalomaniac. We talk about the end of 1989, Windows 3.0 gave him little to hit the market, Apple had to reduce their prices and, therefore, profit margins, "so a new device to open a new line of business in a completely new market for which there is even competition was a blessing fall the sky.

So, back in 1990, Sculley took over the project Larry Tesler, an engineer came from Xerox PARC in 1980 and had worked so hard for Lisa to the Macintosh, and you can see in a more recent picture right here. Now that the Newton had a new leader, work began to take new directions. The project was divided into development three different devices. On the one hand, we had the Newton Plus, the darling of the "old guard" of Apple, consisting of a "pileup" of about 12 inches long by 9 high, an intermediate unit, of which I have not even found his name - 9 by 6 inches and had very little support, and finally a small device dubbed Pocket Newt 4.5 by 7 inches and was preferred by most young engineers of the project, also including Steve Capps.

Tesler The idea was to develop all technology on Newton Newton Plus instead of focusing on lower-powered device, so that the Pocket Newt virtually became a project Underground within Apple have almost by Capps and two engineers (Tchao and Michael Culbert) almost alone and in secret while the rest of the company was turning to the Newton Plus.

As I said, the Newton was not only a challenge at the hardware level but also at the software meant that many important challenges led to new technologies. One of the most promising was a programming language, trying to combine the efficiency of C + + with the elegance and simplicity of Smalltalk. Such language, object-oriented course, intended as an open language with a powerful scavenger and especially able to be embedded in devices such as computers, digital phones or media players. Yes, something similar to what is Java, a few years before it. In this programming language was called Ralph, after Ralph Ellison, author of Invisible Man .

However, Newton was developing a processor designed specifically for Apple and AT & T which was particularly efficient compiled C code, but whose performance waned when it came to running the code Ralph. Therefore, Apple sought alternatives (despite having paid to AT & T a millionaire by the chip), finding the solution in a company called Cambridge ARM Ltd., of which Newton ride the ARM processor 610 and Apple also buy 43% of it by the sum of $ 2.5 million (in case anyone is curious, as Apple was talking to middle 90's in financial trouble has been selling shares of ownership of ARM to stay with a 0% of it).

One of three engineers working on the Pocket Newt, Tchao, took a chance and contact Mike Markkula, chairman at the time Apple and one of the few who had been with the company since the beginnings in the garage Jobs. To Tchao, Newton Plus was an error. A device was too large, too expensive and too complex for to be completed in time.

The ploy worked and Tesler Sculley ordered to forget (at least for now) of Newton Plus and concentrate on completing the development on Pocket Newt, who became known from then Junior.

On January 7, 1992, Sculley spoke during his keynote of "digital convergence" of the computer industry, content and communications and the need for a new type of device as a digital assistants. It was then when he made the prediction that these new devices could go as far as sales of $ 3 trillion by the beginning of the XXI century (yes, no billion. Trillion). hype begins. That Sculley subsequently insisted that the money would be distributed stupidity throughout the industry and not the stay only Apple did not care. Everyone wanted a piece of the pie so damn great that Apple promised.

Finally, on May 29, Apple developed the first public appearance of Newton. It consisted of a closed-door pass several people chosen from the press, and although Newton was not yet finished (and, indeed, the first terminal is not even turned thirty submission was an emulation until Tchao got a second terminal operating) generated a huge buzz among the attendees, telling wonders their respective columns and articles about Apple's new wonder. It overlooked the errors seen, because ... Was not it a beta? It is normal that these things fail.

However, while the first presentation had been (relatively) well, the Newton was not yet ready. By the fall of that year, 1992, Calligrapher, the recognition program of writing, still not working well. In addition, the wonderful programming language designed for the project, Ralph, I needed more machine that Junior was able to afford to go fine, so we had to rewrite much of the language software C.

is in this period when the pressures, marathon sessions of work, disappointments and more pressure could be one of the members of the project, Ko Isono, who ended his life on December 12, 1992 shooting with a pistol. Naturally and understandably, the morale of the project vanished along with the life of Isono.

Despite intensive work on Apple, June 3, Casio and Tandy took the honor of removing Apple's first PDA market with the launch of the Zoomer PDA. Apple announced a new date of departure, the August 2, 1993.

But the problems are piling up in Cupertino. In addition to delays in Newton, Sculley was becoming questioned, because the board felt that was too dump in the project (which had not provided even one $ to Apple and had spent money hand over fist) and because of that Apple lost for the first time in many years money in a quarter specifically $ 188.3 million (in fact, small change compared to what it would lose in 1996 and 1997). On June 18 the board relieved Sculley as CEO and put in place Michael Spindler (pictured), leaving Sculley as new Apple chairman. However, recent economic setbacks caused irrevocable Sculley submit his resignation as chairman and left for Apple always.

Finally, during the Macworld Expo August 2, 1993, Newton was presented to society. The final model, called the Newton MessagePad , had dimensions of 4.5 by 7.25 inches, LCD touchscreen 240x366 pixel resolution, an ARM processor from 610 to 20 Mhz, 4 MB ROM and 640 Kbytes of RAM. The battery, four AAA batteries 6 volt, gave a range of approximately 14 hours. And all this in the amount of $ 699 in 1993.

The pregnancy had been long and difficult, but in the first few weeks there seemed to be worthwhile. Apple sold 50,000 units in its first 10 weeks. And, far from the 3 trillion predicted but a lot of Newtons in any case. However, as it did with the Macintosh in 1984, after the initial joy sales were declining, staying at around 7,500 units per month.

The reasons for this slowdown were evident. Handwriting recognition, when it worked, it was magical, but failed more than a gun fair. Just had third-party programs, and assume nearly $ 700 more an expensive gadget for wealthy executives that something truly useful to the masses, these were very professional.

At this time, Newton was stumbling from side to side. Gradually, they were out new models with better features and is particularly interesting recent models like the eMate 200 and MessagePad 300 (basically a redesigned 200 MessagePad Jonathan Eve).

By the way, do you remember Ralph? Well, when the project was nearly completed, Apple decided to change the name and call Dylan, short for Dynamic Language and, incidentally, a tribute to Bob Dylan, who did not feel particularly flattered and sued Apple for the use of her stage name on a product. Finally, in the fall of 1995, Apple canceled the project after making cuts to reduce expenses.

When Gil Amelio took over as CEO of Apple on February 2, 1996 continued to cut projects, and although one of the leading candidates to disappear was the Newton Amelio decided to go with him. It was decided to create a separate company, which was to be called Newton, Inc, which is responsible for development and commercialization of Newton now, with new models (eMate 200 and MessagePad 300) at the end was still profitable. The idea of \u200b\u200bNewton Amelio was detached from selling to any other major company (Sun, Oracle, Ericsson, Samsung, Sony ...), and the easiest way was to pack it all in a company that could buy. Finally, after refusing all companies contacted to stay with "dead," he went on the Newton project, Inc.

However, they definitely constitute Newton, Inc. as an independent and autonomous Apple Gil Amelio was ousted by the board of Apple and Jobs took over in the power vacuum created by stopping the process of the new company with the promise of developing the concept of the eMate 300 (pictured). In fact, under the command of Jobs, Apple released on 20 October 1997, the MessagePad 2100, Newton latter would leave the market as the end of that year, Apple announced the cessation of platform development, and February 27, 1998 it was announced that any operation that had to do with the Newton was canceled.

With this action, closed 11 years of development that Apple accounted for a $ 500 million. It is estimated that between 150,000 and 300,000 sold Newtons in the four and a half years were in the market. Maybe Apple, with the iPad, learned its lesson ... After

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can wait on the other side ...

really got me ... but now it's time to go, now do not make me false promises, we both know you will not go for me, but you can wait ... there where you are. Do not want to ruin your life is hurting me away from you, I die inside you gently but do not ask me that will not leave I have to, I should not have let you kiss me now I'm sad to see us apart ... perhaps because we waste a lot time and I know that there is no more to use it at your side, but you can wait and when you get enough strength Zahir, when both stop being weak and indecisive, immature, and as long as we love you go for me ... catch me on the other side, I'll be waiting day and night, you arrive ... because they gave us this life to be born and then die, I spend time thinking about how much I want to be with you, and
Kzhael Insist that what I want now change once it matures, I will change my views, the way you view life Zahir but love will not change, may grow but will not end if he is not going for me ... again myself to make sure you are well, I will make sure that form a family with the woman he loves, of which this hopelessly in love, which carry until the other side of the world if it goes away ... if you do that then I've never been that woman is the most probably ... but when you love to have him fight at his side, but when love is not mutual only thing you can do is make sure that person will be happier still. Never give it to end, I have no idea how he managed to steal my heart.

Kzhael ... another character in my life, it is characterized by stronger than Zahir ... lying if I deny that I'm in love with him but in my heart there is something stronger than opaque feelings towards this new being in my life, Kzhael represents the dark ... the sage who has the answers of the occult, and I ... Hence the hidden love the appeal of that being. It can sometimes be a bit harsh but I say it's for my sake, your life will change and you're not prepared to do, once I told you that your trip is not going to do what expected and it will be! So I tell you you have to fight for you and nobody else, nobody will be there to sobreprotegerte and you know ... I do not want anything from you, do not deserve anything! You have to find your happiness in any way for you and nobody else! You hold on to what you want ... you usually hurt yourself now have to be strong yourself ... more than ever.

If fighting for myself and anyone else means putting aside my Zahir ... I refuse to do so, but I do not think I have 14 years ... have grown at least 20% and that small percentage that tells me I shouted cling to what I want for myself, I scream that soon I'll go across the world where you learn to grow the force, I'll be alone ... no one beside me who can go, I will commit many mistakes and learn from them I will rise because there will be no one around me ... my tears dry up because there will not be a shoulder to mourn ... I'll be waiting for him while I'm getting crazy and running around ... you should also prepare for what might happen, I can not afford to get hurt again ... a soul like Zahir need much affection from now, I must be ready to face what is coming like it or not ... but Susan must be sure the decision you are going to take the time necessary ... because even though love and follow you is difficult you say to yourself "It's time to close the curtains ..." Julio Cardenas


once wrote me:
"I can only say that distill a lot of love and affection towards another person in your blog ... I hope it is reciprocated
..."