WHAT’S up, Times readers? Normally right now you’d be nodding off over a very thoughtful prescription for offering Qaddafi an honorable exile at a plastic surgery teaching hospital. But not today, people! Because I deleted that snoozer when I hacked my way in here.

That’s right. I hacked the Op-Ed page. You’re only reading this because I broke into The Times’s internal network (“The Old Gray Linux Box” we call it) and put this piece in the lineup myself.

At this year’s CES two unthinkable things happened:

1. The abandonment of Windows exclusivity by practically all of Microsoft’s OEM customers.
2. The abandonment of Intel exclusivity by Microsoft for the next generation of Windows.

Many of Microsoft’s customers chose to use an OS product from Microsoft’s arch enemy. Some chose to roll their own. Microsoft, in turn, chose to port its OS to an architecture from Intel’s arch enemy.

These actions confirm the end of the PC era

I found this through Daring Fireball...

Trolling, defined as the act of posting inflammatory, derogatory or provocative messages in public forums, is a problem as old as the Internet itself, although its roots go much farther back. Even in the fourth century B.C., Plato touched upon the subject of anonymity and morality in his parable of the ring of Gyges.

That mythical ring gave its owner the power of invisibility, and Plato observed that even a habitually just man who possessed such a ring would become a thief, knowing that he couldn’t be caught. Morality, Plato argues, comes from full disclosure; without accountability for our actions we would all behave unjustly.

By agreeing on common specifications for lifecycle resources and the services to access them, we can eliminate traditional barriers between tools and open the door to new forms of collaboration. OSLC can bring value to software delivery teams and tool providers alike, from the most Agile to the most ceremonial of projects, and for commercially-licensed, open source, and internally developed tools.

International Business Machines Corp. is trying to transform itself again, as Chief Executive Samuel J. Palmisano races to stay ahead of the technology industry's fast-changing profit curve.

The top priority this time for Big Blue—which famously dumped its personal computer business in 2004 to focus on consulting and services—is software. Mr. Palmisano wants that high-margin business to account for about half of the company's pretax profit by 2015, up from just over a third in 2003.

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Specialized software, meanwhile, is harder to replicate and still grows at a high rate and commands high margins. Last year, IBM's pretax profit margin was 18.9%, up from 10.6% in 2003. The company's new goal is to reach a pretax margin of 20% by 2015.

Ellison says he has already stopped the carnage at Sun, less than four months after the sale closed in January. "Their management made some very bad decisions that damaged their business and allowed us to buy them for a bargain price," he told Reuters. He added that he expects profit from Sun's operations to boost Oracle's earnings in the current quarter, which ends May 31.

The integration has proceeded swiftly, says Ellison, because a protracted antitrust review in Europe gave Oracle time to draw up an exhaustive plan for resuscitating Sun. In typical Ellison fashion, he took a hands-on approach to the integration, choosing to meet directly with technical managers at Sun as often as four days a week to diagnose its problems, rather than delegating the work to underlings.

"This was a massive liquidation panic," said Bill Strazzullo, chief market strategist for Bell Curve Trading, a Freehold, N.J., technical-research firm.

As the losses accelerated, there were little to no "buy" orders left in many stocks and other assets, causing a plunge that saw some securities spiral to near zero. "You just blew through everything," he said.

According to multiple sources, a trader entered a "b" for billion instead of an "m" for million in a trade possibly involving Procter & Gamble [PG 60.75 -1.41 (-2.27%) ], a component in the Dow. (CNBC's Jim Cramer noted suspicious price movement in P&G stock on air during the height of the market selloff..)

Sources tell CNBC the firm in question that handled the erroneous trade is Citigroup [C 4.04 -0.14 (-3.35%) ]. The bank said it has no evidence of a bad trade but is investigating the situation