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  "path": "/post/817671242062675968",
  "publishedAt": "2026-05-26T10:41:02.000Z",
  "site": "https://tumblr.sztupy.hu",
  "tags": [
    "mostlysignssomeportents",
    "The Reverse Centaur’s Guide to Life After AI",
    "Pre-order it now, including as a DRM-free audiobook or ebook, at my Kickstarter",
    "https://knowledge.wharton.upenn.edu/podcast/knowledge-at-wharton-podcast/the-man-who-would-change-microsoft-ray-ozzies-vision-for-connected-software/",
    "Keep reading"
  ],
  "textContent": "mostlysignssomeportents:\n\n> mostlysignssomeportents:\n>\n>> ALT\n>>\n>> ## **My next book is** The Reverse Centaur’s Guide to Life After AI**, out next month.** Pre-order it now, including as a DRM-free audiobook or ebook, at my Kickstarter**, and help me continue to prove that DRM-free isn’t just the** _**right**_**way to reach an audience, it’s also the** _**best**_**way to reach them.**\n>>\n>> One of the surprise breakout software products of the early web was Lotus Notes, a kind of primitive precursor to all-in-one office productivity suites like GDocs, Office365, etc. It was so important that its creator, Ray Ozzie, was promoted to Microsoft’s Chief Software Architect, succeeding Bill Gates himself:\n>>\n>> https://knowledge.wharton.upenn.edu/podcast/knowledge-at-wharton-podcast/the-man-who-would-change-microsoft-ray-ozzies-vision-for-connected-software/\n>>\n>> People who remember Notes tend to deride it for its clunky user interface and demi-functional administrative tools. But what made Notes so central to Microsoft wasn’t its polish – it was the fact that Notes represented a brokered peace between IT managers, who wanted mainframe-like control over everything their users could do with business equipment, and the users themselves – workers who kept smuggling internet-based tools into the enterprise network on the very sensible grounds that they had a job to do, and these were the best tools to do it.\n>>\n>> The arrival of internet-based tools – especially ones that ran in browsers – represented a major challenge to IT departments, who had been long accustomed to dictating terms to their users. If the IT manager and the compliance department decided that the best way to manage disclosure and leak risks was to block all email attachments for outside users, then that was that: no one could send those attachments.\n>>\n>> But after the internet arrived on the corporate desktop, employees who needed to get documents to supply chain partners and customers could treat these IT policies as damage and route around them. Just fire up your Hotmail or Yahoo mail window, or hop on MSN Messenger or ICQ or AIM, or drop the file on an anonymous FTP server and send the link to your counterparty. Job done!\n>>\n>> IT managers _hated_ this, and to be fair to them, they weren’t (always) wrong. These outside tools came from a variety of untrustworthy sources, including malicious sites that pushed virus-infected versions to their users. Also, by evading firewall rules with these tools, users made it impossible to achieve the compliance goals that IT had been charged with enforcing, and it was IT’s asses on the line if the company got in trouble as a result.\n>>\n>> Foundationally, IT was being asked to do two irreconcilable things: they were supposed to be enabling workers to get their jobs done, _and_ they were supposed to be stopping those workers from doing things that could harm the business. This can’t be done, because the only way to eliminate the possibility that a worker will take an action that harms the business is to gag that worker and lock them in a dungeon. Workers need flexibility and freedom to achieve business goals, and that flexibility and freedom means that those workers might (deliberately or accidentally) _thwart_ the business’s goals.\n>>\n>> Keep reading\n>\n> ALT",
  "title": "The AI bubble isn’t like the internet bubble"
}