Category: Career Memoir

Revolution 2.0 – BONUS POST

The Bonus Book of the Week is “Revolution 2.0, The Power of the People Is Greater Than the People in Power, a Memoir” by Wael Ghonim, published in 2012.

Born in 1980, the author attended high school in Egypt. The country had a rote education system, and cheating was rampant. The underpaid teachers derived the bulk of their income from private tutoring.

The 1980’s had seen the government of Egypt start to change for the worse. There was increasing poverty, brain drain, and oppression of religious groups. In 1987, Hosni Mubarak first came to power. He initially promised to serve only the two-term limit as president. But as he acquired more power, he acquired more ownership. And more power. And broke his promise. Every presidential “election” every six years thereafter, was rigged to allow Mubarak’s reelection three more times. There was only one political party. His.

While attending university in 1998, the author launched an Islamic website that featured audio tracks of the Qur’an. He was a technology geek, and became especially well-versed in Web communications. In 2004, a group of dissidents formed a group called Kefaya, meaning “enough” in Arabic. In 2006, ordinary Egyptians began protesting against the corruption of the regime.

In 2008, after eight months of numerous interviews, the author got a job with Google. In January 2010, in order to escape Mubarak’s oppressive regime, he and his wife and children moved to Dubai. It was around then that the author became politically vocal about Egypt’s rotten government. He wrote, “Out of hopelessness came anger.”

The author and a friend launched a Facebook page to promote an opposition candidate to Mubarak, as another “election” was coming up in 2011. The regime’s public relations machine was a master at smearing its political enemies; so it did, early and often.

In June 2010, the author created a Facebook page to tell the world about how the Egyptian government tortured and killed a dissident, and he posted a gruesome photo of the said dissident. Users commented on it in droves. In the coming months, the author and others used social media to plan peaceful protests to bring down the Mubarak government.

The author helped spark a movement that experienced growing-pains typical for such a movement. For a while, it became a victim of its own success: when a movement grows significantly in a short time– due to the increasing number of people in it– members begin to form factions and disagree, and go off and do their own thing. So some disgruntled members sabotage the original group’s goals.

Also, the political enemies of the movement see it growing, so they send infiltrators to divide and conquer it. That is why progress has been so slow for so many seemingly large political movements, such as civil rights and feminism.

In autumn 2010, the author was starting to get emotionally burnt out. He mistakenly used his personal account that revealed his true identity. Up to then, he had been super-careful to use false identities in his social media accounts, so as to avoid being arrested, jailed, interrogated, tortured and possibly murdered.

Egyptians were encouraged by Tunisia’s street protests, which were going on around the same time. But Egypt’s problems were worse. The author took the plunge to call Egypt’s movement “Revolution Against Torture, Poverty, Corruption and Unemployment.” He helped shape the protest messaging that convinced the public to peacefully take to the streets on Egyptian Police Day, January 25, 2011. He explained that he opposed only human rights abuses committed by law enforcement officials, not the respectful maintenance of order.

The author learned that: his contacts and access to communications were more important than plans, because best-laid plans always go awry– conditions on the ground change rapidly, and “People’s attachment to ideas is much stronger than their attachment to individuals, who can be doubted and defamed.”

Read the book to learn the details of the backstory, and what happened next.

Father Son & Co.

The Book of the Week is “Father Son & Co., My Life at IBM and Beyond” by Thomas J. Watson Jr. and Peter Petre, published in 1990.

Curiously, the word “mainframe” never appeared in this volume. Not even once.

Born in 1914, Watson Jr. (hereinafter referred to as “Jr.”), who grew up in Short Hills, New Jersey, was the oldest of four siblings. His father (Watson Sr., hereinafter referred to as “Sr.”), who played well with others, executed a financial turnaround of Computing-Tabulating-Recording Company (renamed IBM in 1924).

Sr. instituted a corporate culture of “investiture socialization”– training, educating, and fostering cooperation among employees and rewarding them for performing well. They had air-conditioned offices and factories (rare for the 1930’s) in Endicott, in upstate New York. Their corporate campus afforded them the use of a country club that offered free concerts, a dining room, two golf courses, a shooting range, and library.

Top management encouraged even the lowest-level workers to make suggestions for improving working conditions. On one occasion, an anonymous complaint that reached Sr.’s desk alleged that a heating system in a plant was being renovated too early in spring, making the work environment freezing, and there was one toilet for fifty employees. Jr. was sent to personally investigate. He wrote that he began remedying the situation within one day.

The first half of the twentieth century is obviously a bygone era in employment. The non-union IBM was competing with other employers that provided labor-union: benefits, compensation and job security for their workers.

Sr. was practically the only corporate executive in America in the Depression years who agreed with FDR’s policies. One hard and fast rule under the “cult of personality” which Sr. developed, was that alcohol was prohibited in all IBM offices at all times, including lunchtime off-campus, and even special occasions.

IBM initially sold scales and meat slicers business-to-business, but switched to leasing of, and tech support for, electric typewriters and punch-card machines. That last product automated all accounting functions and processing of sales data.

In 1940, Sr. testified at a Congressional hearing on “technological unemployment”– the unfortunate, economically adverse situation in which people are thrown out of work when processes get automated. Sr. argued that his company was good for the economy, as it stimulated consumerism.

During WWII, IBM contracted with the War Department to manufacture machine guns, and keep tabs on a slew of battle-related statistics: “… bombing results, casualties, prisoners, displaced persons, and supplies.”

IBM found that the most cost-effective way to run its international business through its subsidiary, World Trade, was to assemble machine-parts in various countries so as to force interdependence among them and share the wealth. Immediately after WWII, though, there were disastrous financial losses in Europe especially, until infrastructure could be rebuilt.

By then, the company had about 22,000 employees, most of whom worshipped Sr. His photo hung on the walls of their offices. Nevertheless, at the time, he was smart enough to listen to IBM’s vice president of engineering. The latter was virtually the only manager who had the foresight to raise the alarm early, on the coming obsolescence of the medium of punch-cards, which took up scads of storage space but allowed instantaneous data-viewing. The technologically superior, compact medium of magnetic tape stored data which were invisible until viewed on a monitor. It was unclear how long the transition from punch-card to tape would take, but entrepreneurs were already making inroads on the extremely expensive experimentation required.

In the 1950’s, the U.S. government commissioned IBM and the Massachusetts Institute of Technology to do a joint defense project called SAGE. In 1957, the Soviets’ launch of Sputnik showed SAGE to be “… a costly fantasy, the SDI of its day. Before long, we found ourselves vastly overarmed, faced with the danger of mutual annihilation.”

In 1967, in the wake of racial tensions in America, IBM built a plant in the Bedford-Stuyvesant section of Brooklyn, New York City. It was part of a social program that was modestly successful; suggested by a task force comprised of white business leaders who assisted a black community board with economic development.

The author admitted that IBM had become a monopoly of sorts by the 1970’s. “The [anti-trust case against IBM] dragged on for twelve years, until the Reagan administration finally dropped it in 1981… the natural forces of technology etched away whatever monopoly we may have had.”

Read the book to learn about the role played by IBM with regard to other major negative and positive economic trends driving America over the course of more than half a century, plus more biographical information on the author and his family.

ENDNOTE: Alarmists on both sides of the economic spectrum shouldn’t have nearly as much fodder with which to propagandize, if they heed the lessons from this book, lessons that smack of deju vu all over again :

  • Some people might say Moore’s Law has run its course in the United States (See the post, “Moore’s Law / Elon Musk”).
  • Microsoft learned the most lucrative lessons from IBM in preparing its own legal defense against the Justice Department’s antitrust accusations.
  • The national healthcare system of the United States can only improve in the coming decades– eliminating one major cost for employers that was seriously hampering their bottom line.
  • The way IBM began to do business internationally decades ago, is still in existence. And
  • supply and demand will compel Americans to find solutions to seemingly overwhelming problems, such as those relating to energy, environmentalism and education.

Of course, there will always be leaders who, grateful for term limits, lacking courage– adopt the attitude of the character Linus in the “Peanuts” comic strip: No problem is ever so big or so complicated that it can’t be run away from.

Skunk Works

“I asked the Air Force for $30 million, but they had only $20 million to spend in discretionary funds for secret projects by which they bypassed Congressional appropriations procedures.”

The above was written by Ben Rich, head of the Skunk Works– a secret division of military-contractor Lockheed in Burbank, California in summer 1975.

The Book of the Week is “Skunk Works, A Personal Memoir of My Years at Lockheed” by Ben R. Rich & Leo Janos, published in 1994.

In January 1975, the author, a scientist, helped with projects to build weaponry for the CIA and the U.S. Air Force. At the time, the U.S. government was cutting military spending, as the Vietnam War was ending.

Lockheed was suffering from a bribery scandal, and the longtime head of the Skunk Works was retiring. The out-going executive had contentious relations with Lockheed’s customers, but knew how to manage people building weaponry. The author was promoted to replace him.

In summer 1975, unbeknownst to Lockheed, competitive bidding among military contractors had already started for producing a “stealth” plane; meaning, undetected by radar, that could spy or drop bombs. One military school-of-thought was pushing missiles rather than bombs, because missiles could travel long distances, and required a minimum of military personnel.

As is well known, 1970’s software that powered military planes was extremely primitive. The complex aerodynamics involved in making a plane invisible to radar, requires reverse-engineering– quickly computing billions of bits of information obtained from surveilling the wings of the plane while it’s flying above, and taking photos of or dropping bombs on, enemy territory.

The stealth plane project was “Top Secret” so extraordinary measures had to be taken to keep it quiet; necessitating an alarm system, code-names, pass codes, security clearances, etc. Contractor workers labored around the clock to meet deadlines and budgets, despite numerous setbacks and frustrations. It was ultimately up to American president Jimmy Carter to decide which plane models the military was to build in future years. He did, in June 1977. Nevertheless, it takes eight to ten years for a non-secret plane to be designed, tested, and manufactured. It is even more difficult to estimate how long a secret one will take.

For, more problems arose with the stealth project, including a strike by the machinists’ union in August 1977. From the start, intrusive Air Force, Navy and OSHA inspectors had provided yet other stressful procedures-and -paperwork-and-more-paperwork diversions from the research and development.

August 1979 saw the “competitive” in competitive bidding. Pilots pitted the stealth fighter with high-precision, laser-guided bombs against an existing T-38 plane with Hawk missiles in the Nevada desert. After a July 1980 deadline was missed, finally, in June 1981, the contract-award-winner executed a first test-flight witnessed by government, military and weapons-making leaders from the White House Situation Room and the Tactical Air Command at Langley Air Force Base in Virginia.

One aspect of a spy-plane test-flight, is that the plane breaks the sound barrier– faster than the earth rotates, at a speed of, say almost mach 2 or 3– so its vibrations rattle or can break windows of structures on earth. Test flights that have failed have killed pilots, but successful ones have transported pilots cross-country in record time: from San Diego, California to Savannah Beach, Georgia in one hour.

Yes, Americans derive a few benefits and excitement from military toys. However– greedy, power-hungry people who fail to foster international cooperation, continue to argue that it is still necessary for the security of the nation, to build ridiculously expensive, high-tech weaponry that will never be used. The wasted money might be better spent on other budget items.

The author admitted that even during the Cold War, his operation “… almost wrecked our own free enterprise system by chasing after enormously costly technologies that were simply beyond our creative grasp …We spent a hell of a lot of money in deception and very little in behalf of worthwhile technology.”

Read the book to learn: how the author harnessed his and his underlings’ knowledge and experience in personnel management, physics, chemistry, aerodynamics, engineering, economics, contract-law and various other disciplines to stay on top of the juggling act that was his job; a wealth of additional information on the research and development of high-tech planes (including the tortuous ways they were paid for, and by whom; and how, with the knowledge gained in developing one of the spy planes– the Challenger disaster could have been averted).