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Disruptive, perhaps, but not much of an innovation.
Really, taking apart the requirements and doing
the least amount to get the biggest bang works. Big
bangs are disruptive, but if you step back,
hypermedia systems at that time were still very
much a niche technology even with all the years
of research. Without cheap processors and memory,
none of it works at scale. That is why the noodlers
in the academic and research worlds got so far ahead
in the models and requirements: no real competition
and no real integration. Dexter was as far as I
can tell, old friends getting together in a cheap
motel for a long weekend of noodling, but I don't know. :-)
Still, it is worth trying to ascertain if there
are models or Internet applications for which
REST is inapplicable or unsustainable. I've
got serious guys here who say tightly coupled
web services are the way to go.
That said, at the bottom of it, the bigger problem
is still the emergence and acceptance of common
vocabularies, same as it ever was. Regardless of
what we wrap them in, we still have to build those
and that is 90% a political/sales job.
len
-----Original Message-----
From: Mike Champion [mailto:mc@xegesis.org]
2/26/2002 12:49:57 PM, "Bullard, Claude L (Len)" <clbullar@ingr.com> wrote:
>That's a bit fast on the draw, Leigh. Perhaps some review of
>that Herzog thesis is in order.
>
>http://www.dbai.tuwien.ac.at/staff/herzog/thesis
>
>Are you sure REST doesn't fall apart in other models of hypermedia frameworks,
>or sure we need those frameworks?
Thanks for that link, it's definitely interesting. I'd guess from reading the
about the Dexter framework that HTTP/REST was a classic "disruptive
innovation". A recent discussion is at http://www.inc.com/search/23854-
print.html:
"A disruptive innovation is a technologically simple innovation in the form of
a product, service, or business model that takes root in a tier of the market
that is unattractive to the established leaders in an industry. Very often this
occurs at the low end of a market -- that is how Toyota attacked General
Motors, for example. Or it takes root by providing a simple and inexpensive
product that enables a new population of customers to begin participating in a
new application in the market -- as was the case with personal computers"
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