Barefoot into Cyberspace

Barefoot into Cyberspace

ADVENTURES IN SEARCH OF TECHNO-UTOPIA

by Becky Hogge

Contents

§             Prologue: Fierce Dancing

§             Chapter 1: Digging the command line

§             Chapter 2: Courage is contagious

§             Chapter 3: Information wants to be free

§             Chapter 4: Just kids

§             Chapter 5: Anarchists in the UK

§             Chapter 6: Information Overload

§             Chapter 7: Learning to love the Goolag

§             Chapter 8: Ciphers and Doppelgangers

§             Chapter 9: Infowar

§             Epilogue: Return to Chaos

§             Acknowledgements

§             Glossary

§             References

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“Mankind’s sole salvation lies in everyone making everything his business.”

Alexander Solzhenitsyn

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Prologue: Fierce Dancing

When I was sixteen, I read a book called Fierce Dancing: Adventures in the Underground. It was written by CJ Stone, a columnist for the Big Issue, and it was about the free party and road protest movement in Britain. Although I was a bit too young to have ever been to a proper free party, to join convoys of crusties on the way to an unsuspecting field in the heart of the British countryside and dance straight for twenty hours, I’d been to the odd local rave. Around Brighton, where I grew up, sound systems could set up in a forgotten pocket of the South Downs for a few brief hours before being disturbed by a police force now empowered by the Criminal Justice and Public Order Act of 1994 to shut us down. We had a lot of fun.

Fierce Dancing filled in the blanks, it told the stories of the alternative cultures – pagans, new age travellers, punks and drop-outs – that had coalesced around this scene and contributed to its vibrancy. It told tales of women who gardened vegetable plots in no knickers, tepee valleys in the depths of Wales, and how to make poppy tea. It was, in that most adolescent sense, a revelation. And to an adolescent growing up in the consumerist nineties, seven years after the fall of the Berlin Wall and seventeen years into the rule of Margaret Thatcher’s Conservative party where alternative ideas about how to live seemed only to exist to sell ice cream and health drinks, it was also an escape. I’d often wondered what had happened to all the hippies. My favourite film at that time was Easy Rider. The legacy of the counterculture was celebrated in books and on TV, but, outside of the odd rave, the world around me seemed to contain little of the freedom, the rebellion and the exuberance that the sixties had supposedly promised.

For Stone, I suspect Fierce Dancing was a kind of eulogy. I suspect, from the way he speaks about them, that he didn’t expect the communities he was recording to survive much longer. The book itself is now out of print. I spoke to its publisher at a drinks party recently, who told me that it had sold around 25,000 copies. That figure is, apparently, “not bad for a zeitgeist book”.

Barefoot into Cyberspace, the book you’re about to read, is a zeitgeist book, too. At least, that’s what I intended it to be. At the end of 2009 I set out to record for posterity characters that, since I left adolescence and Brighton behind, had played key roles in the digital counterculture I eventually settled in to and that I suspected was about to disappear. These characters weren’t the “rip, mix, burn”, iPad-wielding social media consultants and purveyors of gadget-prop so often associated with the web. They were hackers and geeks, command-line cowboys, info-terrorists and civil libertarians. They had seen in the rise of many-to-many communications technology an opportunity to free modern society from corrupt institutions, to develop new ways of organising away from the imperative of industrial capitalism, and to seize agency and power from the jaws of the consumerist beast.

For the time that I travelled with them, I believed these things, too. I believed in them enough to abandon my career as a journalist and run an organisation called the Open Rights Group (ORG) which, as well as fighting to protect basic civil liberties online, campaigns against any kind of regulation that could prejudice the liberating aspects of the ’net. I don’t run ORG anymore, which is probably a good thing given how sceptical I became that its mission could succeed. It wasn’t that I didn’t think the techno-Utopians were onto something. I simply feared that the institutions of the old world they thought they could topple – be they corporations, media or politicians – had a lot of fight left in them.

But if Barefoot into Cyberspace was intended to be a eulogy, I hadn’t figured on WikiLeaks. Almost from the moment I started collecting material for this book, their story began to trespass on mine. By the end of the year – 2010 – in which the majority of this book was written, the culture I’d been a part of for almost a decade was headline news all over the world. It’s too early to tell what effect that will have on the techno-Utopian dream. All I can say is that it transformed this project from an exercise in cultural anthropology into something more like an adventure story. As a result, I had more fun writing this book than I could have imagined when I started it. I hope you enjoy reading it just as much.

Becky Hogge, June 2011

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This book is distributed by Barefoot Publishing Limited under a Creative Commons Attribution-ShareAlike 2.0 UK: England & Wales Licence.That means:

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• to make derivative works
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Under the following conditions

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Guide to Setup Gmail IMAP in Outlook 2010

Guide to Setup Gmail IMAP in Outlook 2010

Gmail is one of the email services which supports IMAP feature which enables to send and receive emails from Outlook without any ads. Besides one use Outlook for all the business mails and now you can also add your personal gmail account along with it. The advantage of having setup this using IMAP is that when you read a mail or delete a mail, it is synchronized with both the web version of Gmail and the Outlook.

There are lots of features which are different in the new Outlook from Office 2010 than Outlook 2007 which makes it even more desirable to use Outlook for your Gmail.

Having said that, now lets see How to Setup Gmail IMAP in Outlook 2010?

Before you can start using Gmail IMAP in Outlook, we need to enable IMAP in Gmail settings.

In Gmail, go to Settings -> Forwarding and POP/IMAP –> Make sure Enable IMAP is checked and click on Save Changes if you made any.

If you are starting the Microsoft outlook 2010 for the first time, you will be seeing the following startup screen, just click Next and choose Yes in the next screen where they ask would you like to configure an email account?

Note: If you already have another email account or if you have chosen No in the earlier case and has already gone through the initial outlook startup settings before, follow this screenshot else continue to the next one.

Click the Office button on the top left corner and go to the Office Backstage. Under Info –>Account Information –> Click Account Settings and Click on Add Account. 

On the Add New Account screen, just choose Manually configure server settings or additional server types and click Next.

Choose Internet E-mail, connect to POP or IMAP server to send and receive e-mail messages and click Next.

Here give the User information, enter your Name, your full email address including @gmail.com or your @custom-mail.com.

Under Server information,

Account Type – IMAP

Incoming mail server – imap.gmail.com

Outgoing mail server (SMTP) – smtp.gmail.com

Also enter the logon information, enter your user name in full and enter the password.

NOTE: Now don’t click Next yet, click on More settings above it.

In the Internet email settings, go to Advanced Tab to change the server port numbers.

Change Incoming server (IMAP) to 993 and use SSL as the encrypted connection.

Change outgoing server (SMTP) to 587 and use TLS as the encrypted connection.

Now go to Outgoing server tab and check My outgoing server (SMTP) requires authentication and choose Use same settings as my incoming mail server.

Now you should be taken back to the Add new account screen, click on Test Account Settings and see if everything works without any errors. If there are any errors go back to all the settings and recheck if you have entered correctly.

Click Ok and Finish.

Now you will be taken to the main Outlook window and on the left sidebar a new set of folders will be created to synchronize with the Gmail account. It will also include Drafts, Sent Mail, Spam, Starred, Trash and all other mails synchronized.

Note: If you have a huge Gmail account already, then it will take sometime to download all your email contents from the web server.

 

Setting up the Sent Items Folder

When you send a mail for the first time, it will ask you where to store the sent mails. Make sure you DO NOT SET the sent mail from Gmail. When you send a mail through outlook, it goes to the gmail server and it saves the sent mails automatically to the sent mail folder. Now if you try to save it again in the sent mail, it will create duplicate copies of the sent mails. So use the Local Folder. See my other post on Choosing the Sent Items Folder while using Gmail in Outlook

Setting up the Deleted Items Folder

In gmail, you can either archive a mail or delete a mail. When you archive a mail, they are removed from the Inbox but they still remain in All Mails folder but when you delete they are moved to the trash mail folder and eventually deleted permanently after 30 days.

Likewise, you can set the action to move the mails to trash folder when you delete them.

If you want to archive a mail but not delete it, I usually have a folder called arhive and move the mails there so that my inbox remains clean and concise.

Folders and Labels

Outlook Folders are equivalent of labels in gmail. If you add a mail to two labels it will be present in both the folders.

Why Do So Many New Businesses Fail?

Why Do So Many New Businesses Fail?

New research by the U.S. Bureau of Labor Statistics shows that nearly six in ten businesses shut down within the first four years of operation. While not as calamitous as the 90% failure rate often repeated as fact, the BLS statistics are sobering for anyone tempted to invest their time and personal savings into launching a small business. To avoid becoming a statistic yourself, I have put together the top reasons so many new businesses fail.

1. Poor Execution 

When you're the boss, the only place you should point fingers is at the mirror.

As business ideas and opportunities, crisp execution—rather than a clever idea— is vital to the success of new businesses. It stands to reason, therefore, that poor execution is the downfall of most startups that go bust. There are several ways you can avoid execution failure. First, you should conduct an honest evaluation of your skills and only pursue opportunities that are aligned with your strengths. Entrepreneurs who are blinded by greed or arrogance are more prone to getting in over their heads. It's also wise to surround yourself with talented people who aren't afraid to speak up when you're headed off a cliff.

Companies with inept leadership usually fail in the first year or two, but even established companies can stumble badly when they outgrow the capabilities of the founding team. Bill Gates led Microsoft from inception to its current position as one of the largest and most successful companies in history, but this is seldom the case. As a founder, you need the discipline to know when to hand over the reigns to a professional manager who can take your business to the next level.

 2. No Viable Market 

What if we launched a business and nobody showed up?

Each day, entrepreneurs from the "build it and they will come" school of business invest their money in a cool idea with the hopes that customers will magically appear once they open the doors. All too frequently, these hopes turn out to be in vain. History is replete with ventures that crashed and burned because the founders spent all of their time and money developing a product without bothering to consider how to attract customers. Even worse, many did not really understand what customers valued and were willing to pay for. (Remember the "dot bomb" era of the not-so-distant past?)

It's imperative to research and validate the market before you launch your business. Talk to prospective customers and find out what they really need. Chances are, you will end up with a much more compelling offering than what you initially dreamed up on your own. Remember, find the customers first, then look for a solution.

 3. Too Much Leverage 

Give me a lever long enough and I will bankrupt my company.

Mature companies can predict revenues over the next few quarters with some degree of certainty. These businesses can make prudent use of leverage, both financial (debt) and operating (fixed overhead costs) to improve equity returns.

Revenues projections for early-stage companies, on the other hand, can be all over the map. In this environment, it can be dangerous to take on more than a modest amount of debt or other fixed obligations (rent, salaries, etc.). With little margin for error, if revenues take longer to ramp up than expected—as they nearly always do—you may find yourself handing the keys of your business over to your creditors.

It's best to keep most costs variable at first and use equity capital to finance your startup until your company has been around a while and you develop some confidence in your ability to forecast sales. Delay making investments or taking on fixed obligations until you have a critical mass of customers. You'll know when it's time to rent a larger office space or hire that second shift when you've got a backlog of orders on the books.

4. Undercapitalizing the Business 

Maybe you should've waited to order that red Ferrari after all...

It's all too common for entrepreneurs to grossly underestimate the amount of time and capital necessary to reach cash flow breakeven, causing many promising ventures to shut down prematurely. Be conservative with your financial projections and plan on having adquate funds when you launch to cover all sunk costs (including startup losses) until your company becomes cash flow positive.

If you don't have enough savings to cover the required investment, it may be tempting to launch your startup under the assumption that you will be able to obtain funding at a later date. Whle staging investment has its advantages (preserving the option to abandon, higher valuation and—therefore—less dilution, etc.), this strategy can backfire and leave you unable to get the money when you need it most or force you to negotiate with banks and investors from a position of weakness. It's often better to change the business model to bring required investment in line with available resources.

5. Lack of Competitive Advantages 

Never bring a knife to a gunfight!

Does your town really need another dry cleaner, pizzeria, or lawn care service? Entrepreneurs frequently start these me-too kind of businesses because of their simplicity and modest capital requirements. However, the lack of competitive barriers render them extremely vulnerable to new entrants, who will gladly cut prices to the bone to steal customers.

If you want your startup to thrive, you need something that insulates it from competition. It could be a great location, a cool brand, proprietary technology, or a cost structure that cannot be easily replicated. None of these advantages is likely to be permanent, but they only need to shield you long enough for your company to take root. This will give you time to make investments that create additional barriers.

6. Competing Head-to-Head with Industry Leaders 

Better sharpen those elbows...

A sure sign of impending failure is an entrepreneur who plans to bootstrap his new business while competing directly against entrenched market leaders. Large businesses have enormous resources to deter competitors from entering their markets. Big companies can undercut your prices, outspend you on advertising, and choke off access to suppliers and distributors. I strongly advise against making a frontal assault unless you have a world-class team and very deep pockets. Even then, your chances of success are likely to be disappointing.

7. Picking a Niche That is too Small 

Don't be a market of one!

Most small businesses compete successfully against larger rivals by specializing in a niche market. However, you still need to do your homework to be sure that the niche is large enough to support your business and that customers are not too expensive to find and serve. You may discover that niche markets can be just as fiercely competitive as the mass market. You need to figure out how fast your niche is growing and how much market share you will need to capture.

If your financial projections require you to hold more than a few percent of market share to remain profitable, be careful. Don't press ahead unless you can convincingly demonstrate to yourself how your competitive advantages will enable you to become the market leader.

8. Breakup of the Founding Team 

Breaking up is hard on you -- and your company.

A startup can be a high-stress environment, especially when you are struggling to turn the corner before the lights go out. At moments like this, disagreements about the direction of the company or the division of profits among the owners can lead to a rift within the founding team. Because people wear lots of hats in startups, the sudden departure of a key executive can doom a fledgling organization. This makes it imperative to structure agreements so that the founders and key hires are treated fairly and that everyone's interests are closely aligned with the success of the new venture.

9. Poor Pricing Strategy 

The price is right?

The most common method for setting prices is to start at the unit cost and then mark up the price to achieve a profit, so-called "cost-plus" pricing. Unfortunately, cost has little to do with how a product or service is valued by customers, which can lead to systematic underpricing. For example, if a widget costs $20 to manufacture, and you sell it to a customer for $25 when that customer would gladly have paid $35, you have left $10 worth of value on the table.

Even worse, cost-based pricing can lead to prices that are greater than what the market will bear. Because unit cost is related to sales volume (see CVP Analysis for more info), high prices lead to fewer sales, which in turn increases unit cost, leading to a further round of price increases.

As Thomas Nagle and John Hogan point out in The Strategy and Tactics of Pricing, failing to account for the effect of price on sales volume—and hence costs—has led to numerous business failures over the years once they enter a "death spiral" of price increases to allocate fixed costs across a smaller volume of sales. You should instead let anticipated prices, based on the product's perceived value to customers, determine the cost structure, not the other way around. Consequently, pricing strategy and customer value should be addressed in the earliest stages of planning a new business.

10. Growing too Fast 

What goes up...comes down...

Growth is considered as an indication of business success, but uncontrolled growth can—and does—kill entrepreneurial companies for two primary reasons. The first is that businesses need systems and infrastructure to scale properly, but few invest the time and effort to lay the foundations for growth in those first hectic years. That's too bad, because things tend to spin out of control when you put the pedal down. This can be especially problematic for companies that receive a large infusion of outside capital. It's the equivalent of trying to break the land speed record by strapping a jet engine onto a soap box racer. Don't be surprised when the wheels come off...

The second reason is that top-line growth requires additional investments in fixed assets (warehouses, machinery, trucks, etc.) and working capital (inventory, accounts receivable, etc.). At controlled rates of growth, companies are able to finance incremental sales through internal cash flow. Hypergrowth, on the other hand, can suck up large amounts of cash, forcing businesses deep into debt or bringing the whole enterprise to a screeching halt. Many times, owners are not even aware of the impending collapse, because they focus on profitability (as depicted on the income statement) rather than cash flow. Never forget that cash is the lifeblood of your business!