[CAnet - news] The challenges for traditional software as it moves to the web

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[From Dewayne Hendricks list -- BSA]

[Note:  This item comes from friend John McMullen.  DLH]

From: "John F. McMullen

 From the New York Times -- <http://www.nytimes.com/2007/06/05/ 
technology/05compute.html? 
ex=1338696000&en=72dc39267cc479eb&ei=5090&partner=rssuserland&emc=rss>

Competing as Software Goes to Web
Can two bitter rivals save the desktop operating system?
by John Markoff

In the battle between Apple and Microsoft, Bertrand Serlet and Steven  
Sinofsky are the field generals in charge of competing efforts to  
ensure that the PCs basic software stays relevant in an increasingly  
Web-centered world.

The two men are marshaling their software engineers for the next  
encounter, sometime in 2009, when a new generation of Macintosh and  
Windows operating systems is due. Their challenge will be to avoid  
refighting the last war  and to prevent finding themselves outflanked  
by new competitors.

Many technologists contend that the increasingly ponderous PC-bound  
operating systems that currently power 750 million computers,  
products like Microsofts Windows Vista and Apples soon-to-be-released  
Mac OS X Leopard, will fade in importance.

In this view, software will be a modular collection of Web-based  
services  accessible by an array of hand-held consumer devices and  
computers  and will be designed by companies like Google and Yahoo  
and quick-moving start-ups.

The center of gravity and the center of innovation has moved to the  
Web, where it used to be the PC desktop, said Nova Spivack, chief  
executive and founder of Radar Networks, which is developing a Web  
service for storing and organizing information.

Faced with that changing dynamic, Apple and Microsoft are expected to  
develop operating systems that will increasingly reflect the  
influence of the Web. And if their valuable turf can be preserved, it  
will largely reflect the work of Mr. Serlet and Mr. Sinofsky, veteran  
software engineers with similar challenges but contrasting management  
styles.

 [snip]


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