These are my links for February 4th through February 11th:
- Schneier on Security: Interview with a Nigerian Internet Scammer – "We had something called the recovery approach. A few months after the original scam, we would approach the victim again, this time pretending to be from the FBI, or the Nigerian Authorities. The email would tell the victim that we had caught a scammer and had found all of the details of the original scam, and that the money could be recovered. Of course there would be fees involved as well. Victims would often pay up again to try and get their money back."
- xkcd – Frequency of Strip Versions of Various Games – n = Google hits for "strip <game name>" / Google hits for "<game name>"
- PeteSearch: How to split up the US – Visualization of social network clusters in the US. "information by location, with connections drawn between places that share friends. For example, a lot of people in LA have friends in San Francisco, so there's a line between them.
Looking at the network of US cities, it's been remarkable to see how groups of them form clusters, with strong connections locally but few contacts outside the cluster. For example Columbus, OH and Charleston WV are nearby as the crow flies, but share few connections, with Columbus clearly part of the North, and Charleston tied to the South."
- Redis: Lightweight key/value Store That Goes the Extra Mile | Linux Magazine – Sort of like memcache. "Calling redis a key/value store doesn’t quite due it justice. It’s better thought of as a “data structures” server that supports several native data types and operations on them. That’s pretty much how creator Salvatore Sanfilippo (known as antirez) describes it in the documentation. Let’s dig in and see how it works."
- Op-Ed Contributor – Microsoft’s Creative Destruction – NYTimes.com – Unlike other companies, Microsoft never developed a true system for innovation. Some of my former colleagues argue that it actually developed a system to thwart innovation. Despite having one of the largest and best corporate laboratories in the world, and the luxury of not one but three chief technology officers, the company routinely manages to frustrate the efforts of its visionary thinkers.