无伤大雅 | blog.wenxuecity.com: "【新手必看】在线处理照片、制作FLASH的网站大集合 - 转帖 2009-02-14 11:07:21
新手必看，在线处理照片、制作FLASH的网站大集合
1. 首先说下中文网站：
一： http://pic.sdodo.com/
这家可以做FLASH，大头贴以及一些常用的图片处理手法而且简单的狠！
二：http://www.igogo8.com/
这家主要是闪字的生成，想要炫字就去这里制作一下！
三：http://www.slide.com/
这个以生成幻灯片为主，只要三个步骤很简单
四：http://www.56.com
这个是制作相册视频的地方，制作的效果很好哦！
五：http://www.51.com/
这个是制作相册MTV的去处
2.接着我们要看到的网站全是英文的了，不过英文过的去的爸爸妈妈应该也都很容易上手的！
一： www.rockyou.com/
这是国外最大的在线制作FLASH的一个平台了，现在已经有中文了。但是基本一半中文，还是有很多英文操作说明的！不过已经是相当易懂的了！
二：http://www.zazzle.com/
一个制作可以以宝贝照片为邮票图片的网站，全英文但是步骤也很简单。
三：http://www.picturetrail.com/
这是一个可以制作很多种3D相册的网站，我看见很多Y友在用哦！
四：http://www.photobucket.com/
这是我比较常用的一个制作幻灯片的网站，因为做出来的效果本人很喜欢。大家不妨也可以去尝试下！
文章来源：http://qq.iyaya.com/13/43097-0.html
另外，推荐两个网站如下：
一：www.molihe.com/
性质同www.56.com相同，效果差不多。
二：http://www.goztun.com/
阿尤在用的软体，就是由该网站提供，不过分免费和付费两种版本"
Sunday, January 31, 2010
Wednesday, January 27, 2010
How do I earn respect?
How do I earn respect?: "I've just started a new job. Everyone is on board except one very negative employee. He is offended by whatever I ask of him and speaks with a rude tone when he talks to me. I am his boss, but I must note he hasn't had a boss in three years so I know this will be a power struggle of some sort. I am making some headway, but the way he talks to me needs to be corrected. What do I do?
Simon, SC
What would your advice be? Tell us here
Rob Yeung says:
You're right to believe that this rudeness can't continue. It will undermine your authority if you allow him to carry on this way. Also, other employees may start to feel their morale gradually wearing away when they see this person getting away with it when they are successfully making efforts to keep their behaviour in check.
You say that you are 'making some headway' so I'm sure you already suspect this isn't an issue that can be corrected overnight. I always believe that the best way for dealing with such an issue is to have a straightforward, one-to-one discussion with anyone who may be causing problems.
I run workshops in which I try to teach managers about 'both/and' thinking rather than 'either/or' thinking. Traditionally, most of us have a tendency to engage in 'either/or' thinking, i.e. to see the world in black and white terms. When we have a difference of opinion, we often believe that either 'I'm right (and you're wrong)' or 'you're right (and therefore I'm wrong)'.
However, a more productive way of looking at many conflict situations is to accept the possibility that both you and I may be right at the same time. I can see a situation one way and you may see it in a different – but equally valid – way.
Before raising the issue with him, may I suggest that you try to find the third perspective on this situation. Imagine that you're taking part in a reality show and that both you and your employee are being filmed by secret cameras. Then imagine that an impartial observer – perhaps a psychologist or the viewers at home – are trying to describe the story from as objective a viewpoint as possible. What would neutral observers say about the situation?
By looking for this third perspective, a helicopter view of the situation, we can find a more neutral tone with which to approach a discussion. Rather than seeing it as a problem with his rude tone of voice, we can phrase it as a difference between the two of you, which will come across as less judgemental and more helpful a starting point.
Of course you feel that the facts are on your side. He's being rude and you're his boss. But simply pointing that out isn't necessarily going to make the issue go away. You say that he hasn't had a manager for about three years, so there are probably many issues running around in his head.
Giving him opportunities to get them off his chest – perhaps over more than one discussion – may help him to feel better about you and the work. So say something like: 'You and I seem to have different priorities. I get the impression you're not happy with the way I'm managing you. What can we do to sort this situation out?'
Then be prepared to listen. Don't try to defend yourself initially. Let him do all the talking. Allow him to pour out his thoughts, his feelings, his perhaps shattered dreams and frustrations. And still don't say anything. Tell him that you want to think about it. Then go away to mull over your response before you come back. That way you can respond in a calm, considered manner rather than jumping to conclusions.
Remember that it's your responsibility as a manager to lead an effective, productive team – not necessarily to be voted as the most popular person around. You may not become his best friend, but you must at least earn his respect."
Simon, SC
What would your advice be? Tell us here
Rob Yeung says:
You're right to believe that this rudeness can't continue. It will undermine your authority if you allow him to carry on this way. Also, other employees may start to feel their morale gradually wearing away when they see this person getting away with it when they are successfully making efforts to keep their behaviour in check.
You say that you are 'making some headway' so I'm sure you already suspect this isn't an issue that can be corrected overnight. I always believe that the best way for dealing with such an issue is to have a straightforward, one-to-one discussion with anyone who may be causing problems.
I run workshops in which I try to teach managers about 'both/and' thinking rather than 'either/or' thinking. Traditionally, most of us have a tendency to engage in 'either/or' thinking, i.e. to see the world in black and white terms. When we have a difference of opinion, we often believe that either 'I'm right (and you're wrong)' or 'you're right (and therefore I'm wrong)'.
However, a more productive way of looking at many conflict situations is to accept the possibility that both you and I may be right at the same time. I can see a situation one way and you may see it in a different – but equally valid – way.
Before raising the issue with him, may I suggest that you try to find the third perspective on this situation. Imagine that you're taking part in a reality show and that both you and your employee are being filmed by secret cameras. Then imagine that an impartial observer – perhaps a psychologist or the viewers at home – are trying to describe the story from as objective a viewpoint as possible. What would neutral observers say about the situation?
By looking for this third perspective, a helicopter view of the situation, we can find a more neutral tone with which to approach a discussion. Rather than seeing it as a problem with his rude tone of voice, we can phrase it as a difference between the two of you, which will come across as less judgemental and more helpful a starting point.
Of course you feel that the facts are on your side. He's being rude and you're his boss. But simply pointing that out isn't necessarily going to make the issue go away. You say that he hasn't had a manager for about three years, so there are probably many issues running around in his head.
Giving him opportunities to get them off his chest – perhaps over more than one discussion – may help him to feel better about you and the work. So say something like: 'You and I seem to have different priorities. I get the impression you're not happy with the way I'm managing you. What can we do to sort this situation out?'
Then be prepared to listen. Don't try to defend yourself initially. Let him do all the talking. Allow him to pour out his thoughts, his feelings, his perhaps shattered dreams and frustrations. And still don't say anything. Tell him that you want to think about it. Then go away to mull over your response before you come back. That way you can respond in a calm, considered manner rather than jumping to conclusions.
Remember that it's your responsibility as a manager to lead an effective, productive team – not necessarily to be voted as the most popular person around. You may not become his best friend, but you must at least earn his respect."
Tuesday, January 26, 2010
Sun CEO Set to Resign
Sun CEO Set to Resign: "Believe it or not, it’s been more than nine months since Oracle first announced their intent to acquire Sun in April, 2009. And the ‘interim’ period has been tough on everyone–on our employees, and our partners and customers. Thankfully, that interim period is coming to an end, with regulatory approval from the European Union issued today, and only a few hurdles remaining–before Oracle formally expands beyond software to become the world’s most important systems company.
Even though we’re not quite across the finish line, I wanted to leave you with a few final thoughts.
All in all, it’s been an honor and privilege to work together. In my more than twenty years in the industry, the last thirteen at Sun, I’ve had a chance to work with and around an enormous diversity of companies, from every sector you can imagine. I can say with conviction that Sun’s people have always stood apart as the brightest, most passionate, and most inspiring. I’ve never had a bad day in my thirteen years for one very basic reason–I’ve always been surrounded by the best and brightest individuals I’ve ever come across. That’s been an honor and privilege, for which I’m enormously thankful.
Technology from Sun, alongside our employees and partners, have changed the world. We’ve opened markets, elections and economies. We’ve helped build the world’s most important and valuable businesses. We’ve played a key role in discovering new drugs, in bringing education and healthcare to those in need, and supplying the world with an incredible spectrum of entertainment, from smartphones to social networking. I doubt any company has had such a significant influence over the way we see or experience the world. I once told Scott McNealy he was the Henry Ford of the technology industry, making remarkable innovations accessible to anyone, and creating an immense number of jobs around the globe for those that made use of them. I can’t begin to tell you how proud I am of my association with that cause and the people behind it, and the value we created for ourselves and those that exploited our innovations.
I also know we’ve had more than our share of very tough challenges. Amidst the toughest market and customer situations imaginable, I’m proud we’ve always acted with integrity, with a sense for what’s right, and not simply what’s expedient. Over the years, I’ve heard time and again, from those inside and outside the company, “I like and I trust Sun.”
Building that good will is something to which you’ve all contributed. And you have every right to be very proud of it.
Make no mistake, it’s been an enormous asset.
So, to the sales and SE teams across the world who continually give their all to bring the numbers home–thank you for the trust you’ve built with customers, and the results you’ve delivered. I hope you’re prepared to have the wind at your back, you deserve it.
To the service professionals who every day build, maintain and run the world’s most important data centers–thank you for your excellence and discipline, 7×24.
To the professionals who run the functions and processes that are the company’s spinal column–thank you, we’d be paralyzed without you.
And lastly – to the engineers and marketers who’ve fostered a perpetual belief that innovation creates its own opportunity – thank you. You’re right. Innovation does create its own opportunity. Like Oracle, we’re an engineering company in our heart and soul, our potential together is limitless.
Now many of you know that I came to Sun when a company I helped to found was acquired in 1996. I’ve also led, and been a part of many, many acquisitions at Sun, both large and small. From those experiences, I’ve learned one very clear lesson–the single most important driver of a successful acquisition are the people involved–and how committed they are to the new owner’s mission.
And the most effective mechanism I’ve seen for driving that commitment begins with a simple, but emotionally difficult step.
Upon change in control, every employee needs to emotionally resign from Sun. Go home, light a candle, and let go of the expectations and assumptions that defined Sun as a workplace. Honor and remember them, but let them go.
For those that ultimately won’t become a part of Oracle, this will be the first step in a new adventure. Sun has a tremendous reputation across the planet, well beyond Silicon Valley. It’s a great brand to have on your resume. We’re known as self-starters, capable of ethically managing through complexity and change, for delivering when called upon, and for inventing and building the future. With the world economy stabilizing, I’m very confident you’ll land on your feet. You’re a talented, tenacious group, and there’s always opportunity for great people.
For those that have roles at Oracle, may you start with a clean slate, ready to take on the myriad opportunities ahead. With the same passion and tenacity for Oracle’s success that you’ve had for Sun’s, and a renewed sense of energy around executing on a far broader mission. There is no doubt in my mind you, and Oracle, will be remarkably successful, beyond the market’s wildest expectations. But it’s important you come to work thinking, “Sun is a brand, Oracle’s my company.” Don’t look for ways to preserve or dwell in “how we used to do things.” Look for ways to help customers, grow the market, and improve Oracle’s performance.
Sun is a brand, Oracle is your company.
And to that end, with nine months of getting to know them, I’ve found Oracle to be truly remarkable, led by remarkable people. From Larry on down, they understand the enormity of the opportunity before them, and they’re more than prepared to execute on it – across the board. I’ve seen their commitment and focus, now they need yours. I’m confident you’ll give it the 10,000% effort it deserves–and we’ll all see the end result.
So thank you, again, for the privilege and honor of working together. The internet’s made the world a far smaller place–so I’m sure we’ll be bumping into one another."
Even though we’re not quite across the finish line, I wanted to leave you with a few final thoughts.
All in all, it’s been an honor and privilege to work together. In my more than twenty years in the industry, the last thirteen at Sun, I’ve had a chance to work with and around an enormous diversity of companies, from every sector you can imagine. I can say with conviction that Sun’s people have always stood apart as the brightest, most passionate, and most inspiring. I’ve never had a bad day in my thirteen years for one very basic reason–I’ve always been surrounded by the best and brightest individuals I’ve ever come across. That’s been an honor and privilege, for which I’m enormously thankful.
Technology from Sun, alongside our employees and partners, have changed the world. We’ve opened markets, elections and economies. We’ve helped build the world’s most important and valuable businesses. We’ve played a key role in discovering new drugs, in bringing education and healthcare to those in need, and supplying the world with an incredible spectrum of entertainment, from smartphones to social networking. I doubt any company has had such a significant influence over the way we see or experience the world. I once told Scott McNealy he was the Henry Ford of the technology industry, making remarkable innovations accessible to anyone, and creating an immense number of jobs around the globe for those that made use of them. I can’t begin to tell you how proud I am of my association with that cause and the people behind it, and the value we created for ourselves and those that exploited our innovations.
I also know we’ve had more than our share of very tough challenges. Amidst the toughest market and customer situations imaginable, I’m proud we’ve always acted with integrity, with a sense for what’s right, and not simply what’s expedient. Over the years, I’ve heard time and again, from those inside and outside the company, “I like and I trust Sun.”
Building that good will is something to which you’ve all contributed. And you have every right to be very proud of it.
Make no mistake, it’s been an enormous asset.
So, to the sales and SE teams across the world who continually give their all to bring the numbers home–thank you for the trust you’ve built with customers, and the results you’ve delivered. I hope you’re prepared to have the wind at your back, you deserve it.
To the service professionals who every day build, maintain and run the world’s most important data centers–thank you for your excellence and discipline, 7×24.
To the professionals who run the functions and processes that are the company’s spinal column–thank you, we’d be paralyzed without you.
And lastly – to the engineers and marketers who’ve fostered a perpetual belief that innovation creates its own opportunity – thank you. You’re right. Innovation does create its own opportunity. Like Oracle, we’re an engineering company in our heart and soul, our potential together is limitless.
Now many of you know that I came to Sun when a company I helped to found was acquired in 1996. I’ve also led, and been a part of many, many acquisitions at Sun, both large and small. From those experiences, I’ve learned one very clear lesson–the single most important driver of a successful acquisition are the people involved–and how committed they are to the new owner’s mission.
And the most effective mechanism I’ve seen for driving that commitment begins with a simple, but emotionally difficult step.
Upon change in control, every employee needs to emotionally resign from Sun. Go home, light a candle, and let go of the expectations and assumptions that defined Sun as a workplace. Honor and remember them, but let them go.
For those that ultimately won’t become a part of Oracle, this will be the first step in a new adventure. Sun has a tremendous reputation across the planet, well beyond Silicon Valley. It’s a great brand to have on your resume. We’re known as self-starters, capable of ethically managing through complexity and change, for delivering when called upon, and for inventing and building the future. With the world economy stabilizing, I’m very confident you’ll land on your feet. You’re a talented, tenacious group, and there’s always opportunity for great people.
For those that have roles at Oracle, may you start with a clean slate, ready to take on the myriad opportunities ahead. With the same passion and tenacity for Oracle’s success that you’ve had for Sun’s, and a renewed sense of energy around executing on a far broader mission. There is no doubt in my mind you, and Oracle, will be remarkably successful, beyond the market’s wildest expectations. But it’s important you come to work thinking, “Sun is a brand, Oracle’s my company.” Don’t look for ways to preserve or dwell in “how we used to do things.” Look for ways to help customers, grow the market, and improve Oracle’s performance.
Sun is a brand, Oracle is your company.
And to that end, with nine months of getting to know them, I’ve found Oracle to be truly remarkable, led by remarkable people. From Larry on down, they understand the enormity of the opportunity before them, and they’re more than prepared to execute on it – across the board. I’ve seen their commitment and focus, now they need yours. I’m confident you’ll give it the 10,000% effort it deserves–and we’ll all see the end result.
So thank you, again, for the privilege and honor of working together. The internet’s made the world a far smaller place–so I’m sure we’ll be bumping into one another."
Sunday, January 24, 2010
看来真有半圆党，是应该下决心戒网了。 - 文学城: 热点论坛 web.wenxuecity.com
看来真有半圆党，是应该下决心戒网了。 - 文学城: 热点论坛 web.wenxuecity.com: "他们上网有钱拿，我没有，太不公平！
同时向这里努力工作但没钱拿的网友表示敬佩 -- 爱国之心日月可鉴。
也同时向这里努力工作但有钱拿的网友表示理解， -- 要养家糊口嘛。
韩寒：中国官员必修课之第一讲“兰州悲剧”
正如一位网友所说，中国现阶段的主要矛盾是人民群众日益增长的智商和官员们不断下降的道德之间的矛盾，但是，在道德下降之余，他们的判断力，决策力，眼光，公关能力，口语表达，个人魅力，危机处理能力也在不断的下降。经过我多年的观察，我发现其实很多事，本来没事，但经过一些官员出面处理以后，小事化大，大事化炸，最后成为焦点新闻。在这里，我将讲述一些在我国如何正确处理一些危机和政府事物的技巧和常识，以帮助各个领导更快的升官发财。今天的是第一讲。我们从一条新闻说起:
据甘肃省新闻网报道,甘肃将要组建一支650人的网络评论员队伍，正确的引导舆论。
这条新闻起先是由甘肃省自己的内部新闻网发布，甘肃省本想将此当做重大的政绩工程来宣传，本意是想向上级政府邀功请赏。甘肃的政府各部门特地在兰州开会，省宣传部部长特地讲话，最后作为新闻对外发布。
在互联网上，我们经常看到有人说，兰州悲剧了。当然，甘肃省的领导们肯定不知道这句话什么意思。如今我们真正看到兰州悲剧了。在这个新闻发布以后，被各大网站转载，但是今天打开这些网站，发现所有的新闻链接都已经失效，没有一条能够打开。是谁能和谐省宣传部呢，当然是宣传总部。甘肃省的领导们对圣旨的领悟能力极差。他们犯下了重大的错误。马屁拍在老虎屁股上。
网络评论员也叫五五毛毛党，乃是地下党。你把成立一支地下党的消息以及名单直接公布了，乃是大忌。这个消息应该是一个密件，由专人送达上级部门，那么上级部门必将重重有赏。这个新闻直接透露了政府一直不愿意承认的一个事实，那就是五五毛毛党的存在。如果一个人想要获得赞美和拥护必须要靠花钱收买别人的嘴才可以，那说明这个人肯定够丑的。这条新闻直接摧毁了上级部门努力营造的假象。兰州宣传部门的领导看来一辈子升官无望。
另外，这条新闻的灾难性在于，他完全暴露了五五毛毛党的结构组成以及基本人数，并且容易被一些网友所利用。新闻里说，今年甘肃省要加快网监、网评队伍建设，形成以50名网络评论“高手”为核心层、100名网络评论“好手”为紧密层、500名网络评论“写手”为外围层的网评队伍体系。
在甘肃省这么一个小省里，尚且需要新增添650的专业网络评论员，那么好事者很容易推算出，在全国范围内，专业网络评论员的数量应该不下十万人。假设每个网络评论员的年工资平均为五万元人民币，那么政府每年要为自己夸奖自己支付50亿人民币，也就是25000个希望小学，或者十分之一个三峡大坝，或者杨浦大桥加南浦大桥加东方明珠打包带走还是双份，或者30架波音737，或者一个中型航空母舰，或者90台在汶川地震中急缺的只向俄罗斯租借到一台的空中巨无霸米26H直升机。这个数据如果不小心让人知道了，非常容易引起人民群众和政府之间的矛盾，往自己脸上贴金乃是人之常情，贴金就要花钱，但往自己脸上贴航母的确说明这脸有点太大了。好在还没有好事者这样推算过，至今也没有人提出过质疑，算是万幸。
通过这场兰州悲剧，各位领导们也知道了领会上级精神和误会上级精神之间其实只有一念之差，各省市宣传部领导们应该引以为戒。"
同时向这里努力工作但没钱拿的网友表示敬佩 -- 爱国之心日月可鉴。
也同时向这里努力工作但有钱拿的网友表示理解， -- 要养家糊口嘛。
韩寒：中国官员必修课之第一讲“兰州悲剧”
正如一位网友所说，中国现阶段的主要矛盾是人民群众日益增长的智商和官员们不断下降的道德之间的矛盾，但是，在道德下降之余，他们的判断力，决策力，眼光，公关能力，口语表达，个人魅力，危机处理能力也在不断的下降。经过我多年的观察，我发现其实很多事，本来没事，但经过一些官员出面处理以后，小事化大，大事化炸，最后成为焦点新闻。在这里，我将讲述一些在我国如何正确处理一些危机和政府事物的技巧和常识，以帮助各个领导更快的升官发财。今天的是第一讲。我们从一条新闻说起:
据甘肃省新闻网报道,甘肃将要组建一支650人的网络评论员队伍，正确的引导舆论。
这条新闻起先是由甘肃省自己的内部新闻网发布，甘肃省本想将此当做重大的政绩工程来宣传，本意是想向上级政府邀功请赏。甘肃的政府各部门特地在兰州开会，省宣传部部长特地讲话，最后作为新闻对外发布。
在互联网上，我们经常看到有人说，兰州悲剧了。当然，甘肃省的领导们肯定不知道这句话什么意思。如今我们真正看到兰州悲剧了。在这个新闻发布以后，被各大网站转载，但是今天打开这些网站，发现所有的新闻链接都已经失效，没有一条能够打开。是谁能和谐省宣传部呢，当然是宣传总部。甘肃省的领导们对圣旨的领悟能力极差。他们犯下了重大的错误。马屁拍在老虎屁股上。
网络评论员也叫五五毛毛党，乃是地下党。你把成立一支地下党的消息以及名单直接公布了，乃是大忌。这个消息应该是一个密件，由专人送达上级部门，那么上级部门必将重重有赏。这个新闻直接透露了政府一直不愿意承认的一个事实，那就是五五毛毛党的存在。如果一个人想要获得赞美和拥护必须要靠花钱收买别人的嘴才可以，那说明这个人肯定够丑的。这条新闻直接摧毁了上级部门努力营造的假象。兰州宣传部门的领导看来一辈子升官无望。
另外，这条新闻的灾难性在于，他完全暴露了五五毛毛党的结构组成以及基本人数，并且容易被一些网友所利用。新闻里说，今年甘肃省要加快网监、网评队伍建设，形成以50名网络评论“高手”为核心层、100名网络评论“好手”为紧密层、500名网络评论“写手”为外围层的网评队伍体系。
在甘肃省这么一个小省里，尚且需要新增添650的专业网络评论员，那么好事者很容易推算出，在全国范围内，专业网络评论员的数量应该不下十万人。假设每个网络评论员的年工资平均为五万元人民币，那么政府每年要为自己夸奖自己支付50亿人民币，也就是25000个希望小学，或者十分之一个三峡大坝，或者杨浦大桥加南浦大桥加东方明珠打包带走还是双份，或者30架波音737，或者一个中型航空母舰，或者90台在汶川地震中急缺的只向俄罗斯租借到一台的空中巨无霸米26H直升机。这个数据如果不小心让人知道了，非常容易引起人民群众和政府之间的矛盾，往自己脸上贴金乃是人之常情，贴金就要花钱，但往自己脸上贴航母的确说明这脸有点太大了。好在还没有好事者这样推算过，至今也没有人提出过质疑，算是万幸。
通过这场兰州悲剧，各位领导们也知道了领会上级精神和误会上级精神之间其实只有一念之差，各省市宣传部领导们应该引以为戒。"
Friday, January 22, 2010
Seth's Blog: No, everything is not going to be okay
Seth's Blog: No, everything is not going to be okay: "No, everything is not going to be okay
It's natural to seek reassurance. Most of us want to believe that the choices we make will work out, that everything will be okay.
Artists and those that launch the untested, the new and the emotional (and I'd put marketers into all of these categories) wrestle with this need all the time. How can we proceed knowing that there's a good chance that our actions will fail, that things might get worse, that everything won't end up okay? In search of solace, we seek reassurance.
So people lie to us. So we lie to ourselves.
No, everything is not going to be okay. It never is. It isn't okay now. Change, by definition, changes things. It makes some things better and some things worse. But everything is never okay.
Finding the bravery to shun faux reassurance is a critical step in producing important change. Once you free yourself from the need for perfect acceptance, it's a lot easier to launch work that matters."
It's natural to seek reassurance. Most of us want to believe that the choices we make will work out, that everything will be okay.
Artists and those that launch the untested, the new and the emotional (and I'd put marketers into all of these categories) wrestle with this need all the time. How can we proceed knowing that there's a good chance that our actions will fail, that things might get worse, that everything won't end up okay? In search of solace, we seek reassurance.
So people lie to us. So we lie to ourselves.
No, everything is not going to be okay. It never is. It isn't okay now. Change, by definition, changes things. It makes some things better and some things worse. But everything is never okay.
Finding the bravery to shun faux reassurance is a critical step in producing important change. Once you free yourself from the need for perfect acceptance, it's a lot easier to launch work that matters."
Wednesday, January 20, 2010
Nati Shalom's Blog: Why most large-scale Web sites are not written in Java
Nati Shalom's Blog: Why most large-scale Web sites are not written in Java: "Why most large-scale Web sites are not written in Java
During the past few weeks I've had discussions with my colleague Geva Perry trying to answer the question Why most large-scale Web sites are not written in Java?
There is a lot of information in the blogosphere describing the architecture of many popular sites, such as Google, Amazon, eBay, LinkedIn, TypePad, WikiPedia and others.
The folks at Pingdom compiled some of this information, based on information from High-Scalability:
Scalablewebarchitecture_4
Looking at these architectures some observations come to mind: Most of these sites are using LAMP as the core runtime stack. Some have gone so far as to develop their own file system (Google, GFS). Some are using caching to solve the database bottleneck (memcached and the like). Many of them were forced to develop these solutions themselves, as at the time there was no ready-made alternative that could meet their requirements.
The application stack of these Web applications is very different from the stack that mission-critical applications in the financial world are built with. In the financial world, Java -- and to a lesser degree J2EE -- is used extensively. In recent years scalability requirements in capital markets led to a rapid shift in the middleware stack, introducing Compute Grid solutions for virtualization of CPU resources, enabling parallelization of batch applications. Data Grids were also introduced, enabling the virtualization of memory resources. Spring is becoming the common development framework in this world. At GigaSpaces, we're seeing more and more cases where Spring acts as a complete alternative to J2EE.
If we examine both worlds, we can see that both are facing similar challenges related to scalability. Not surprisingly, both ended up introducing similar solutions for addressing the scalability challenges:
On the Data Tier we see the following:
1. Adding a caching layer to take advantage of memory resources availability and reduce I/O overhead
2. Moving from a database-centric approach to partitioning, aka shards
On the Business Logic Tier:
3. Adding parallelization semantics to the application tier (e.g., MapReduce)
4. Moving to scale-out application models to achieve linear scalability
5. Moving away from the classic two-phase commit and XA for transaction processing (See: Lessons from Pat Helland: Life Beyond Distributed Transactions)
While there are many similar challenges, and to a certain degree, similar architectures, it seems that both worlds (Web and Financial) took different routes as it relates to the application stack.
Over at the High-Scalability site, someone posted the question: Why doesn't anyone use j2ee?
The answer given in that post can be summarized as follows:
1. LAMP provides a cost-effective solution (most of it relies on *free* open source stack).
2. Java is still used, but not as the primary language, i.e., it is used as one component either in the back-end or the front-end (e.g., servlets).
I have my own thoughts on this matter, but I'll be very interested to see if anyone has any reasonable explanation for it, before I jump in.
Thoughts?
UPDATE (October 11, 2007): This post generated a very active debate in several places, including TheServerSide, and more recently, on Artima. In this post I respond and give some additional thoughts."
During the past few weeks I've had discussions with my colleague Geva Perry trying to answer the question Why most large-scale Web sites are not written in Java?
There is a lot of information in the blogosphere describing the architecture of many popular sites, such as Google, Amazon, eBay, LinkedIn, TypePad, WikiPedia and others.
The folks at Pingdom compiled some of this information, based on information from High-Scalability:
Scalablewebarchitecture_4
Looking at these architectures some observations come to mind: Most of these sites are using LAMP as the core runtime stack. Some have gone so far as to develop their own file system (Google, GFS). Some are using caching to solve the database bottleneck (memcached and the like). Many of them were forced to develop these solutions themselves, as at the time there was no ready-made alternative that could meet their requirements.
The application stack of these Web applications is very different from the stack that mission-critical applications in the financial world are built with. In the financial world, Java -- and to a lesser degree J2EE -- is used extensively. In recent years scalability requirements in capital markets led to a rapid shift in the middleware stack, introducing Compute Grid solutions for virtualization of CPU resources, enabling parallelization of batch applications. Data Grids were also introduced, enabling the virtualization of memory resources. Spring is becoming the common development framework in this world. At GigaSpaces, we're seeing more and more cases where Spring acts as a complete alternative to J2EE.
If we examine both worlds, we can see that both are facing similar challenges related to scalability. Not surprisingly, both ended up introducing similar solutions for addressing the scalability challenges:
On the Data Tier we see the following:
1. Adding a caching layer to take advantage of memory resources availability and reduce I/O overhead
2. Moving from a database-centric approach to partitioning, aka shards
On the Business Logic Tier:
3. Adding parallelization semantics to the application tier (e.g., MapReduce)
4. Moving to scale-out application models to achieve linear scalability
5. Moving away from the classic two-phase commit and XA for transaction processing (See: Lessons from Pat Helland: Life Beyond Distributed Transactions)
While there are many similar challenges, and to a certain degree, similar architectures, it seems that both worlds (Web and Financial) took different routes as it relates to the application stack.
Over at the High-Scalability site, someone posted the question: Why doesn't anyone use j2ee?
The answer given in that post can be summarized as follows:
1. LAMP provides a cost-effective solution (most of it relies on *free* open source stack).
2. Java is still used, but not as the primary language, i.e., it is used as one component either in the back-end or the front-end (e.g., servlets).
I have my own thoughts on this matter, but I'll be very interested to see if anyone has any reasonable explanation for it, before I jump in.
Thoughts?
UPDATE (October 11, 2007): This post generated a very active debate in several places, including TheServerSide, and more recently, on Artima. In this post I respond and give some additional thoughts."
Alexa Internet - What's Hot
Alexa Internet - What's Hot: "The Gates Notes
http://www.thegatesnotes.com/
Since leaving my fulltime job at Microsoft to dedicate more time to our foundation, a lot of people have asked me what I'm working on. It often feels like I'm back in school, as I spend a lot of my time learning about issues I'm passionate about. | I'm fortunate because the people I'm working with and learning from are true experts in their fields. I take a lot of notes, and often share them and my own thoughts on the subject with others through email, so I can learn from them and expand the conversation."
http://www.thegatesnotes.com/
Since leaving my fulltime job at Microsoft to dedicate more time to our foundation, a lot of people have asked me what I'm working on. It often feels like I'm back in school, as I spend a lot of my time learning about issues I'm passionate about. | I'm fortunate because the people I'm working with and learning from are true experts in their fields. I take a lot of notes, and often share them and my own thoughts on the subject with others through email, so I can learn from them and expand the conversation."
Showing leadership
Showing leadership: "How leadership is shown
Leadership works through influence. It's easier to see how it works by talking about a similar albeit different type of influence: selling. The difference is that selling is self-interested, leadership is not. There are acts of selling, but nothing is sold unless there is a corresponding act of buying. Similarly, an act of leadership is only complete if there is an act of following. Bear in mind that leaders have followers but discrete acts of leadership entail only discrete acts of following.
But, you object, isn't it necessary to have a grand vision or inspiring influencing skills to show even a small act of leadership? No. And this is another empowering benefit of thinking in terms of leadership acts. High profile leaders like chief executives or heads of countries need to be visionary only because they are often promoting a large scale change or advocating fundamentally new values on issues where there is strong resistance.
They also need to be visionary to get chosen over stiff competition for high office in the first place, which is why being a leader isn't for everyone.
But all employees can show some small scale, local leadership even if they are not interested in, or capable of, being a leader. You might scoff at the idea that promoting a minor change should be dignified by calling it leadership. But this shows how focused you are on heroic positional leadership."
Leadership works through influence. It's easier to see how it works by talking about a similar albeit different type of influence: selling. The difference is that selling is self-interested, leadership is not. There are acts of selling, but nothing is sold unless there is a corresponding act of buying. Similarly, an act of leadership is only complete if there is an act of following. Bear in mind that leaders have followers but discrete acts of leadership entail only discrete acts of following.
But, you object, isn't it necessary to have a grand vision or inspiring influencing skills to show even a small act of leadership? No. And this is another empowering benefit of thinking in terms of leadership acts. High profile leaders like chief executives or heads of countries need to be visionary only because they are often promoting a large scale change or advocating fundamentally new values on issues where there is strong resistance.
They also need to be visionary to get chosen over stiff competition for high office in the first place, which is why being a leader isn't for everyone.
But all employees can show some small scale, local leadership even if they are not interested in, or capable of, being a leader. You might scoff at the idea that promoting a minor change should be dignified by calling it leadership. But this shows how focused you are on heroic positional leadership."
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