If Windows Had Never Happened ...

 
 
By Peter Coffee  |  Posted 2005-11-13 Email Print this article Print
 
 
 
 
 
 
 

Opinion: Microsoft has made it difficult—but not impossible—to imagine life without the OS.

In Fritz Leibers 1958 short story, "Try and Change the Past," a man gains unauthorized access to a time machine. He tries to rearrange events to prevent his own death from a bullet between the eyes.
He gives up when he sees himself die of a micrometeorite impact in precisely the same place. He decides that events have an inertia that people cant hope to overcome.

Trying to imagine a world without Microsoft Corp.s Windows invites the same suspicion of inevitability. Anything so transforming and so pervasive was perhaps simply meant to be—but perhaps not.

Windows certainly wasnt greeted as inevitable when it was proposed in the autumn of 1983. It seemed an outrageously ambitious goal to construct a universal software layer on top of the IBM PC platform, infamous for its low-level quirks. Click here to read more of Peter Coffees views on Microsofts Windows empire and its effect on innovation.
That was a time when a PC planning department could order a copy of Microsofts breakthrough Flight Simulator by calling it a "graphics compatibility diagnostic suite"—an insiders joke, but not a lie because thats the role it played by exploiting low-level hardware behaviors.

Likewise, Digital Equipment Corp. and Texas Instruments Inc. pitched their DOS-compatible (but not IBM-compatible) PCs by touting their superior machine-specific versions of Lotus Development Corp.s 1-2-3 integrated spreadsheet, enabling use of more memory—up to 896KB on DECs Rainbow—by using less fragmented memory maps. It was a competitive environment where hardware makers sought a hardware edge.

Nor was Microsoft yet the feared competitor it would become. An editorial cartoon in the earliest days of this publication (then called PC Week) depicted a boxing glove labeled "IBM" punching a caricature of Bill Gates, with an observer of the battle saying that Gates needed to learn who really set the industrys standards. As it turned out, there were plenty of learning opportunities to go around.

Next Page: The power of printers and mice.



 
 
 
 
Peter Coffee is Director of Platform Research at salesforce.com, where he serves as a liaison with the developer community to define the opportunity and clarify developers' technical requirements on the company's evolving Apex Platform. Peter previously spent 18 years with eWEEK (formerly PC Week), the national news magazine of enterprise technology practice, where he reviewed software development tools and methods and wrote regular columns on emerging technologies and professional community issues.Before he began writing full-time in 1989, Peter spent eleven years in technical and management positions at Exxon and The Aerospace Corporation, including management of the latter company's first desktop computing planning team and applied research in applications of artificial intelligence techniques. He holds an engineering degree from MIT and an MBA from Pepperdine University, he has held teaching appointments in computer science, business analytics and information systems management at Pepperdine, UCLA, and Chapman College.
 
 
 
 
 
 
 

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