Is it a coincidence that I picked this month to lose myself in Paul Theroux's The Old Patagonian Express? The author tells the story of boarding a commuter train in his home town of Medford, Massachusetts, and traveling by rail all the way to the tip of South America (with a few exceptions when air travel was his only option). Theroux intentionally focuses his story not on what he did once he arrived, as many travel writers do, but rather on how he got there. Similarly, instead of focusing solely on the fact that this is the last issue of DBMS, I'd like to discuss how we arrived at this terminus.
I was tempted to rename this month's column "End Here." It has been a long and fruitful run, with no end of amusing staff anecdotes and observations of how the industry has evolved since our beginnings more than 11 years ago. There's the story of how we interviewed an enterprising young software developer by the name of Bill Gates. (You can still recognize the glasses.) Several times we didn't get our cover stories from the authors until just days before the magazine was to ship to the printer, only to discover that the stories were completely unpublishable. Think of all the companies we've seen come and go, all the brilliant ideas that somehow never made it to fruition, and all the lousy ideas that did and, consequently, failed. Let's not forget all the editors and contributing editors who gave their invaluable energies to the magazine. But if I were to indulge in such lists, it would probably have the effect of my reading you entries from my old high school yearbook. Call it another case of "I guess you had to be there."
Today's newspapers are filled with talk of mergers. They are the most popular - and effective - method of staying competitive in today's global economy. Both Daimler-Benz and Chrysler were powerful, successful independent entities that came together to form an even stronger entity. Volkswagen and Volvo, both viable companies with their independent brands, are rumored to be discussing a strategic alliance that could lead to a merger. Price Waterhouse and Coopers & Lybrand are nearing the completion of their merger. And the list goes on and on.
Whereas in the past, most mergers seemed to have been based on the need to keep from going under, most mergers today have as their premise: "Imagine what we could do if we brought these two companies together." These mergers are more for the sake of future prospects than for immediate survival. So, I like to think, is the story behind the DBMS and Database Programming & Design merger. Both magazines had solid histories, were very profitable, and were fortunate to have large and loyal reader bases. The merger and subsequent launch of Intelligent Enterprise are our way of staying on top of the market and guaranteeing a competitive edge into the next century.
We aren't the only magazine navigating big changes. The entire high-tech publishing industry appears to be in a state of flux. In May 1998, CMP purchased Byte and has ceased all operations of the magazine until it relaunches in the fall. Also next fall, CurtCo Freedom Group Publishers plans to launch Knowledge Management magazine. There were several name changes as well, including Mecklermedia's changing WebWeek to Internet World and CMP's changing CommunicationsWeek to Internet Week. All these changes place you, the reader, in an excellent position. You have dozens of industry experts vying to give you the best news and analyses you need to stay on top of the industry.
I'd be lying through my teeth if I didn't mention the great trepidation I had upon hearing the news that the DBMS and Database Programming & Design operations would be pooled to work on the flagship Intelligent Enterprise. When presented with change, no matter how potentially positive the change may be, the inevitable reaction is to assume a defensive posture. Change is threatening. But change is also the lifeblood of a thriving economic and intellectual community. A magazine ceases to be useful if it stops adapting to the industry it serves and sticks to the status quo. We've recognized the makings of an industry shift for quite some time now, and Intelligent Enterprise is our response.
Attention has turned from simple infrastructure to the complex benefits to be gained from said infrastructure. The theme now isn't so much bare data as it is knowledge. We've passed the age where simple data management and manipulation were key, and we now want to squeeze intelligence - or strategic business information - from the data. In short, data isn't just data anymore. It makes up a complex, integrated infrastructure that gives life to organizations.
In closing, I cannot thank you enough for your loyal readership. I hope you will join me in celebrating the contributions DBMShas made over the past decade. Although the DBMS train has reached its terminus, there's a new train awaiting you around the corner. It promises to provide you with insightful coverage and analysis of information technology at work in the enterprise. I hope you will join me in our new journey.