title: Jodie Kidd

text: Kidd's career as a television personality has included participation on "Strictly Come Dancing" 2008, in which she partnered with professional dancer Ian Waite; they finished in sixth place, and Kidd left the show in a "dance-off" against former model and television presenter Lisa Snowdon. In 2014, Kidd was a finalist in the BBC's annual cookery programme "Celebrity Masterchef"; she lost the championship to actor Sophie Thompson. In 2015 she appeared in series 2 of "The Jump", where she was sixth to be eliminated. In 2015 Kidd appeared as one of the hosts of the Channel 5 automotive show "The Classic Car Show" with co-host Quentin Willson.


title: Jodie Kidd

text: In the summer of 2015, Kidd was tipped to become Chris Evans's co-host on the revamped Top Gear following Jeremy Clarkson's exit. However she ruled herself out of the job stating that she wanted some time out of the limelight. Kidd also appeared with her son Indio on the fifth series of Big Star's Little Star where they won £9,000 for charity.


title: Jodie Kidd

text: Kidd and her father are producers of the musical "Yarico", a tale of romance and slavery in Barbados, based on the 17th-century operetta "Yarico and Inkle".


title: Jodie Kidd

text: Following a year long romance and engagement, Kidd married Internet entrepreneur Aidan Butler on 10 September 2005 at St Peter's Church, Twineham, West Sussex. The marriage ended after 18 months.


title: Jodie Kidd

text: Kidd's son by her partner Andrea Vianini, an Argentinian polo player, was born on 5 September 2011. Kidd and Vianini's relationship ended in the summer of 2013. Kidd subsequently married Captain David Blakeley. The couple separated in January 2015, after four months of marriage.


title: Aadai

text: Aadai () is a 2019 Indian Tamil-language thriller film written and directed by Rathna Kumar, and produced by V Studios. Pradeep Kumar composed the film's soundtrack alongside the Oorka band, who made their debut with this film. Amala Paul stars in the lead role. Released on 19 July 2019, the film received farely positive reviews from audience and critics but had an average run at the box office.


title: Aadai

text: Kamini is an anchorwoman who is extremely spontaneous, courageous, and has a strong sense of feminism. She is shown to have no understanding of the dynamics between ideology and freedom. She was raised by her mother after her father's death when she was young. Due to her mother's conservative values, Kamini and her mother are often at odds regarding her attitude.


title: Aadai

text: She works with her friend Jennifer and a few others as a team at the #tag channel. For the past three years, they have been known for doing serious pranks on unsuspecting people, such as murder attempts and medical emergencies, to go viral on social media. On her birthday, Kamini's mother challenges her to try to be a serious newsreader at least once so that she can be happy, but Kamini refuses. Kamini's birthday is also the same day as the last day the news channel will be occupying their current building before moving to a new premises far away. As part of a sentimental goodbye, the last broadcast from the old building is a live news feed to be done by Jennifer. While Kamini visits Jennifer as she gets ready, Kamini remembers what her mom said earlier, and a challenge about news reading forms in her mind. Jennifer goes missing 10 minutes before the live feed and, with no way out, Kamini serves as a replacement newsreader. Despite everyone's expectation, Kamini does well in the news reading, and Jennifer is shown to safely come out of the upper floor toilet whose door got stuck. The firm vacates the building, and the empty building is left unlocked for the weekend.


title: Aadai

text: In the evening, Kamini and her friends celebrate her birthday with drinks and food mixed with magic mushrooms in their empty office building. While on a call with her mom, Kamini unwittingly reveals that she was the one who locked Jennifer so that she could prove her point. Jennifer fights with Kamini and challenges her to read the news naked. Kamini begins to strip as everyone gets high because of the magic mushrooms.


title: Aadai

text: The next day, Kamini wakes up to an empty office without clothes or her smartphone. Her clothes have disappeared and she spends the day naked, trying to get help in insensible ways. She gets hold of her phone, but with no balance, she fails to make any outgoing calls. She manages to make a food order on a toll-free number and then waits. Kamini arms herself with an iron pipe to attack the delivery guy and obtain his clothes but is surprised to see a delivery girl who then suddenly faints from blood loss. Kamini then tries to remove her clothes, but the delivery girl wakes up and restrains her, so Kamini hits her on the head with the pipe and scampers off to the sound of two locals entering the building. The locals find the delivery girl and call the police, thinking that she is dead. Kamini manages to hide from them and the police, who, upon arriving, resuscitate the girl.


title: Aadai

text: Kamini is left alone, now locked in the building, after the police leave. She gets a call from her friend who reveals that they were arrested by the police the previous night since they were high. But before she can say anything, her phone runs out of battery. Meanwhile, Kamini's mother files a report about her missing daughter in the same police station where her friends are jailed.


title: Aadai

text: Kamini breaks the entrance's glass window in an attempt to unlock the door, injuring her arm from the shattered glass. Succeeding, she ventures out into the night. She finds a garbage bin outside but is chased by dogs before she can find anything to cover herself. She runs back into the building, still pursued by dogs. She falls down and again injures herself on the broken glass before locking herself in the toilet and, feeling hopeless, begins to cry. She reminds herself about her fearless nature and the promises to her mom about coming out of the office building with her dignity intact. She then uses a roll of toilet paper to cover her genitals and exits the building to find herself stranded in the rain. Seeing police tape, she covers herself with it and begs a passerby to help her by providing their raincoat. The passerby instead gives her a bag with Kamini's original clothes, leaving her puzzled. She puts on the clothes and starts to chase the passerby until they get startled by a passing police van coming inside the office building gate. It is revealed that the passerby is the same delivery girl who Kamini attacked earlier; she reveals she is the reason for Kamini's naked misery. They start fighting, and Kamini starts pulling the girl's clothes for revenge. Kamini is then suddenly struck by a flashback.


title: Aadai

text: The delivery girl, Nangeli (played by Ananya Ramaprasad), was a civil service aspirant from a tribal village in the Manjolai Hills and had passed the UPSC preliminary examination two years previously. She was sent to Chennai by her family for the UPSC Mains Examination. While waiting for an Auto, Kamini's friends played a medically oriented prank on her, causing her to miss out on her examination and wasting her preliminary. When the girl's mother came to Chennai for the following year's examination, she fainted and no one came to help, thinking it was another prank. Nangeli is forced to work as a delivery girl while preparing for the exam again when she suddenly sees Kamini one day after delivering food to her office and sees her enjoying life.


title: Aadai

text: Resentful, Nangeli sought revenge. She followed Kamini, seeing her and her friends having fun in the empty office building. She hears Kamini telling her friends that she can stay naked in the building for a day. She sees Kamini walking to the restroom, hears her friends leaving to get more drinks, and then enters the building to find both Kamini and her friend Jennifer passed out in the bathroom. Nangeli uses Jennifer's mobile phone to call Jennifer's dad, asking him to pick her up because she is too drunk to get home. After Jennifer is taken away, Nangeli cleans the entire office to get rid of everything. She then removes Kamini's garments before hiding them in an air vent. When Kamini wakes, Nangeli keeps a close watch on her. She hears Kamini order food and runs out to pay the delivery boy and pretends to be the delivery person instead.


title: Aadai

text: Before Kamini woke up, Nangeli donated blood at a blood donation bus passing by. On entering the office, she pranks Kamini by fainting to see whether Kamini offers help. Instead, Kamini hits her on the head. Nangeli reveals how social media has created a dangerous world where a selfie or even pranks can be fatal, leading Kamini to ask if it is her show's fault that everyone in the world is crazy about social media. Nangeli points out that while everyone has the freedom to do what they want, it should not be misused; this causes Kamini to realize her mistake. Nangeli reveals she did not want to take revenge but just wanted her to know how much misery Kamini had caused. She explains how, despite Kamini hurting her, she ran away from the hospital and the cops outside to see if she was safe. She also thought Kamini, being a free-spirited female, would walk out of the office naked without shame. Instead, she revealed that she is not shameless. Nangeli is also upset seeing how Kamini is injured from stepping on glass and running from the dogs. She apologizes to Kamini, and the two part ways. Kamini changes from public pranks to exposing scandals of politicians in the office with her colleagues. She is shown to be the cause for the dismissal and arrest of a songwriter who was a member of parliament. As the film ends, Nangeli is shown to still be preparing for her exams while working as a delivery person.


title: Aadai

text: Amala Paul said in an interview that director gave her the option of wearing a special outfit in the nude scenes, but she said she chose to perform the scenes fully nude in front of the 15-person crew even though none of the nudity would be shown on screen; some viewers had pointed out that when looking closely in some scenes it is obvious she did wear skin-colored clothing. She had reportedly been on set filming for the movie as of 20 November 2018.


title: Tim Miller (political strategist)

text: Tim Miller is an American political consultant and writer known for his role as communications director for the Jeb Bush 2016 presidential campaign and for being an outspoken Republican critic of former U.S. president Donald Trump.


title: Tim Miller (political strategist)

text: A Colorado native, Miller started out in Republican politics as an intern working on the 1998 Colorado gubernatorial election. He later earned a bachelor's degree from the George Washington University School of Media and Public Affairs.


title: Tim Miller (political strategist)

text: Miller was an Iowa staffer for John McCain in the 2008 Republican Party presidential primaries, and later served as national press secretary for the Jon Huntsman 2012 presidential campaign. In his role with the Huntsman campaign, Miller was credited by "Esquire" for making its daily email to reporters "surprisingly hip". After the primary, Miller joined the Republican National Committee as its liaison to Mitt Romney's 2012 presidential campaign.


title: Tim Miller (political strategist)

text: In 2015, Miller was hired by former Florida governor Jeb Bush to be a senior adviser to his presidential exploratory committee, Right to Rise political action committee (PAC), and went on to serve as the communications director for Bush's presidential campaign. During the campaign, Miller drew notice as a "vocal critic" of Donald Trump. Following a 2016 South Carolina Republican primary debate, Miller followed Trump around the spin room heckling him until Miller was "hip-checked" by Trump campaign strategist Corey Lewandowski.


title: Tim Miller (political strategist)

text: Miller joined the Our Principles PAC, an anti-Trump super PAC, following Bush's exit from the 2016 Republican Party presidential primaries, where he drew notice for lambasting Trump supporters with whom he appeared on-air.


title: Tim Miller (political strategist)

text: After Trump's surprise election as president, Miller received media attention for announcing he had donated to Doug Jones, the Democratic opponent of Republican nominee and accused sex offender Roy Moore in the 2017 United States Senate special election in Alabama to fill Jeff Sessions' seat.


title: Tim Miller (political strategist)

text: In 2020, Miller co-founded the advocacy organization Republican Voters Against Trump, which sponsored television and internet advertisements featuring lifelong Republicans explaining their decision to vote for former vice president Joe Biden instead of Trump, and served as its political director.


title: Tim Miller (political strategist)

text: Miller has been characterized as a Never Trumper. He was included by "The Washington Post" on a list of Republicans "who hate Donald Trump the most". In November 2020, Miller announced he had left the Republican Party.


title: Tim Miller (political strategist)

text: In 2013, Miller co-founded America Rising, an opposition research group focused on surfacing negative stories about Democrats, where he served as executive director. It was noted during the 2014 United States elections for deploying "trackers" to follow Democratic elected officials around Capitol Hill.


title: Tim Miller (political strategist)

text: Following the 2016 United States presidential election, Miller joined Definers Public Affairs, an opposition research-styled consulting firm working for corporate clients. In 2018, they circulated a research document linking anti-Facebook activists with financier George Soros, often the subject of antisemitic conspiracy theories, on behalf of Facebook. As a result of the controversy, Facebook ended its work with Definers.


title: Tim Miller (political strategist)

text: Miller has been described by "Politico" as one of the "most digitally fluent and social-media savvy" Republican operatives. Before the Definers controversy, Miller was a contributor to the liberal Crooked Media website and frequently appeared as the "token Republican" on its "Pod Save America" podcast.


title: Tim Miller (political strategist)

text: He is a writer for "The Bulwark" and "Rolling Stone". Miller has written in support of Omar Ameen, an Iraqi refugee accused by Trump of being a member of ISIS. A "Rolling Stone" column by Miller seeking on background comments from reluctant Republican Trump supporters elicited a widely shared quote, "There are two options, you can be on this hell ship, or you can be in the water drowning".


title: Tim Miller (political strategist)

text: His memoir of working in Republican politics, "Why We Did It: A Travelogue From the Republican Road to Hell", was published by Harper in June 2022. The book details Miller's political career, and analyzes the rise of Trump and the motivations of Republican politicians who remained firmly loyal to the MAGA movement. It reached #2 on the The New York Times non fiction list in July 2022. The book was positively received for its writing style and political analysis of political changes within the post-Trump GOP during the late 2010s and early 2020s. In a review for the "The New York Times", Jennifer Szalai called the book "darkly funny" and praised Miller's insights into the inner workings of the Republican Party and the Washington D.C. political scene. Conservative political commentator David French wrote that it offered "painful" insights into the impact of partisanship and Trumpism on the American conservative Right.


title: Tim Miller (political strategist)

text: In 2000 Miller graduated from Regis Jesuit High School in Aurora, Colorado, and in 2004 he graduated from George Washington University with a BA in political science.


title: Tim Miller (political strategist)

text: Miller is openly gay. He attributes his decision to take the risk of coming out in 2007, while still working on Republican campaigns, in part to the Larry Craig scandal.


title: Ciarán McMenamin

text: McMenamin was born in Enniskillen, County Fermanagh, Northern Ireland, where he attended St Michael's College. He earned his B.A. from the Royal Scottish Academy of Music and Drama in 1998. He attended drama classes at Ardhowen Youth Theatre before moving on to work with the Ulster Youth Theatre.


title: Ciarán McMenamin

text: McMenamin has appeared on various BBC and ITV programmes, including "", an episode of "Agatha Christie's Marple", starring Geraldine McEwan, in which he played Cedric Crackenthorpe, and in the Channel 4 comedy series "The Young Person's Guide To Becoming A Rock Star". In 1999 he was cast in the title role of the BBC1 television movie "David Copperfield". He co-starred in "The Golden Hour" (ITV, 2005), playing a doctor.


title: Ciarán McMenamin

text: In January 2009, he appeared in a one-off special episode ("The Grinning Man") of the BBC's "Jonathan Creek", playing a grounds keeper. He co-starred in the 2001 movie "To End All Wars". In 2008, he played the lead role in "The Last Confession of Alexander Pearce". In 2011, he played the role of Matt Anderson on the science fiction television programme "Primeval".


title: Ciarán McMenamin

text: McMenamin's debut novel "Skintown" was published 15 May 2018. Skintown (sobriquet for McMenamin's home town of Enniskillen) was compared to Irvine Welsh's cult Transpotting novel.


title: Delphine Seyrig

text: Delphine Claire Beltiane Seyrig (; 10 April 1932 – 15 October 1990) was a Lebanese-born French actress and film director. She came to prominence in Alain Resnais's 1961 film "Last Year at Marienbad", and later acted in films by Francois Truffaut, Luis Buñuel, Marguerite Duras, Fred Zinneman, and Chantal Akerman. She directed three films, including "Sois belle et tais-toi" (1981).


title: Delphine Seyrig

text: Seyrig was born into an intellectual Protestant family. Her Alsatian father, Henri Seyrig, was the director of the Beirut Archaeological Institute and later France's cultural attaché in New York during World War II. Her mother, , was Swiss, and the niece of linguist/semiologist Ferdinand de Saussure.


title: Delphine Seyrig

text: Delphine was the sister of composer Francis Seyrig. Her family moved from Lebanon to New York City when she was ten. When the family returned to Lebanon in the late 1940s, she was sent to school at the Collège Protestant de Jeunes Filles, which had been founded by Protestant pacifists and social justice activists in 1938. She attended the school from 1947 to 1950.


title: Delphine Seyrig

text: As a young woman, Seyrig studied acting at the Comédie de Saint-Étienne, training under Jean Dasté, and at Centre Dramatique de l'Est. She appeared briefly in small roles in the 1954 TV series "Sherlock Holmes". In 1956, she returned to New York and studied at the Actors Studio. In 1958, she appeared in her first film, "Pull My Daisy". In New York she met director Alain Resnais, who asked her to star in his film "Last Year at Marienbad" (1961). Her performance brought her international recognition and she moved to Paris. Among her roles of this period is the older married woman in François Truffaut's "Baisers volés" (1968).


title: Delphine Seyrig

text: During the 1960s and 1970s, Seyrig worked with directors including Truffaut, Luis Buñuel, Marguerite Duras, and Fred Zinnemann, as well as Resnais. She achieved recognition for both her stage and film work, and was named best actress at the Venice Film Festival for her role in Resnais' "Muriel ou Le temps d'un retour" (1963). She played many diverse roles, and because she was fluent in French, English and German, she appeared in films in all three languages, including a number of Hollywood productions.


title: Delphine Seyrig

text: Seyrig may be most widely known for her role as Colette de Montpellier in Zinnemann's 1973 film "The Day of the Jackal". In turn, perhaps her most demanding role was in Chantal Akerman's 1975 film "Jeanne Dielman, 23 quai du Commerce, 1080 Bruxelles", in which she was required to adopt a highly restrained, rigorously minimalistic mode of acting to convey the mindset of the title character.


title: Delphine Seyrig

text: Seyrig was a major feminist figure in France. Throughout her career, she used her celebrity status to promote women's rights. The most important of the three films she directed was the 1977 "Sois belle et tais-toi (Be Pretty and Shut Up)", which included actresses Shirley MacLaine, Maria Schneider, and Jane Fonda, speaking frankly about the level of sexism they had to deal with in the film industry. She also directed with Carole Roussopoulos an adaptation of the SCUM Manifesto by Valerie Solanas. In 1982, Seyrig was the key member of the group that established the Paris-based Centre Audiovisuel Simone de Beauvoir, which maintains a large archive of women's filmed and recorded work and produces work by and about women. In 1989, Seyrig was given a festival tribute at Créteil International Women's Film Festival, France.


title: Delphine Seyrig

text: Seyrig, Carole Roussopoulos, and translator Ioana Wieder, formed the feminist video collective "Les Insoumuses" in 1975, after meeting at a video-editing workshop that Roussopoulos organized in her apartment. The name "Les Insoumuses" is a neologism combining "insoumise" (disobedient) and "muses." The collective produced several videos together, focusing on representations of women in the media, labour, and reproductive rights.


title: Delphine Seyrig

text: Seyrig married (and was later divorced from) American painter Jack Youngerman (1926–2020), who had studied at the École des Beaux-Arts in Paris. Their son Duncan (b. 1956, Paris) is a musician and composer working in both France and the United States; and granddaughter Selina Youngerman, who is a working actress, is based in London.


title: Delphine Seyrig

text: In 1971, Seyrig signed the Manifesto of the 343, publicly declaring she had an illegal abortion. She was the unrequited love of Anglo-French actor, Michael Lonsdale.


title: Power nap

text: A power nap or cat nap is a short sleep that terminates before deep sleep (slow-wave sleep; SWS). A power nap is intended to quickly revitalize the sleeper.


title: Power nap

text: Cornell University social psychologist James Maas coined the term. A power nap combined with consuming caffeine is called a stimulant nap, coffee nap, caffeine nap, or nappuccino.


title: Power nap

text: A power nap, also known as a Stage 2 nap, is a short slumber of 20 minutes or less which terminates before the occurrence of deep slow-wave sleep, intended to quickly revitalize the napper. The expression "power nap" was coined by Cornell University social psychologist James Maas.


title: Power nap

text: The 20-minute nap increases alertness and motor skills. Various durations may be recommended for power naps, which are short compared to regular sleep. The short duration prevents nappers from sleeping so long that they enter the slow wave portion of the normal sleep cycle without being able to complete the cycle. Entering deep, slow-wave sleep and failing to complete the normal sleep cycle, can result in a phenomenon known as sleep inertia, where one feels groggy, disoriented, and even sleepier than before beginning the nap. In order to attain optimal post-nap performance, a Stage 2 nap must be limited to the beginning of a sleep cycle, specifically sleep stages N1 and N2, typically 18–25 minutes.


title: Power nap

text: Experimental confirmation of the benefits of this brief nap comes from a Flinders University study in Australia in which 5, 10, 20, or 30-minute periods of sleep were given. The greatest immediate improvement in measures of alertness and cognitive performance came after the 10 minutes of sleep. The 20 and 30-minute periods of sleep showed evidence of sleep inertia immediately after the naps and improvements in alertness more than 30 minutes later, but not to a greater level than after the 10 minutes of sleep. Power naps are effective even when schedules allow a full night's sleep.


title: Power nap

text: Various durations are recommended for power naps, which are very short compared to regular sleep. The short duration of a power nap is designed to prevent nappers from entering SWS. Depending on duration and intensity, awakenings out of SWS results in sleep inertia, a phenomenon associated with grogginess, disorientation, and even more fatigue than prior to napping. Since sleep is the most effective and beneficial recovery method from fatigue, experts recommend considering duration vs. risk of entering SWS.


title: Power nap

text: Power naps intend to restore alertness, performance, and learning ability. A nap may also reverse the hormonal impact of a night of poor sleep or reverse the damage of sleep deprivation. A University of Düsseldorf study found superior memory recall once a person had reached 6 minutes of sleep, suggesting that the onset of sleep may initiate active memory processes of consolidation which—once triggered—remains effective even if sleep is terminated.


title: Power nap

text: According to clinical studies among men and women, power nappers of any frequency or duration had a significantly lower mortality ratio due to heart disease than those not napping. Specifically, those occasionally napping had a 12% lower coronary mortality, whereas those systematically napping had a 37% lower coronary mortality.


title: Power nap

text: A Flinders University study of individuals restricted to only five hours of sleep per night found a 10-minute nap was overall the most recuperative nap duration of various nap lengths they examined (lengths of 0 min, 5 min, 10 min, 20 min, and 30 minutes): the 5-minute nap produced few benefits in comparison with the no-nap control; the 10-minute nap produced immediate improvements in all outcome measures (including sleep onset latency, subjective sleepiness, fatigue, vigor, and cognitive performance), with some of these benefits maintained for as long as 155 minutes; the 20-minute nap was associated with improvements emerging 35 minutes after napping and lasting up to 125 minutes after napping; and the 30-minute nap produced a period of impaired alertness and performance immediately after napping, indicative of sleep inertia, followed by improvements lasting up to 155 minutes after the nap.


title: Power nap

text: The NASA Ames Fatigue Countermeasures Group studied the effects of sleep loss and jet lag, and conducts training to counter these effects. A major fatigue countermeasures recommendation consists of a 40-minute nap ("NASA nap") which empirically showed to improve flight crew performance and alertness with a 22% statistical risk of entering SWS.


title: Power nap

text: For several years, scientists have been investigating the benefits of napping, both the power nap and much longer sleep durations as long as 1–2 hours. Performance across a wide range of cognitive processes has been tested. Studies demonstrate that naps are as good as a night of sleep for some types of memory tasks.


title: Power nap

text: A NASA study led by David F. Dinges, professor at the University of Pennsylvania School of Medicine, found that naps can improve certain memory functions. In that NASA study, volunteers spent several days living on one of 18 different sleep schedules, all in a laboratory setting. To measure the effectiveness of the naps, tests probing memory, alertness, response time, and other cognitive skills were used.


title: Power nap

text: One study showed that a midday snooze reverses information overload. Reporting in "Nature Neuroscience", Sara Mednick, PhD, Stickgold and colleagues also demonstrated that "burnout" irritation, frustration and poorer performance on a mental task can set in as a day of training wears on. This study also proved that, in some cases, napping could even boost performance to an individual's top levels. The NIMH team wrote: "The bottom line is: we should stop feeling guilty about taking that 'power nap' at work."


title: Power nap

text: Longer and more frequent daytime naps appeared to be associated with a higher risk of Alzheimer's dementia in a study that tracked 1401 older people over 14 years.


title: Power nap

text: A stimulant nap is a brief period of sleep of around 15 minutes, preceded by consuming a caffeinated drink or another stimulant.


title: Power nap

text: It may combat daytime drowsiness more effectively than napping or drinking coffee alone. A stimulant nap is more effective than regular naps in improving post-nap alertness and cognitive functioning. In a driving simulator and a series of studies, Horne and Reyner investigated the effects of cold air, radio, a break with no nap, a nap, caffeine pill vs. placebo and a short nap preceded by caffeine on mildly sleep-deprived subjects. A nap with caffeine was by far the most effective in reducing driving accidents and subjective sleepiness as it helps the body get rid of the sleep-inducing chemical compound adenosine. Caffeine in coffee takes up to half an hour to have an alerting effect, hence "a short (<15min) nap will not be compromised if it is taken immediately after the coffee." One account suggested that it was like a "double shot of energy" from the stimulating boost from caffeine plus better alertness from napping. This procedure has been studied on sleep-deprived humans given the task of driving a motor vehicle afterwards, although it has not been studied on elderly populations.


title: Power nap

text: Some companies have nap rooms to allow employees to take power naps. This may be in a form of a nap room with a recliner, or chairs specially designed for power napping installed in a designated area. Companies with nap rooms say that employees are happier and become more productive at work.


title: Power nap

text: Similar nap rooms and stations also exist in higher education institutions. Many colleges and universities provide napping furnitures such as cots and giant bean bags in libraries for students to take naps after long periods of study. At least one university has a nap room set up in a gym. Some medical schools also set up nap rooms at teaching hospitals. The nap rooms may include sleeping pods or cots, white noise machines, and antimicrobial pillows.


title: Power nap

text: In Barcelona, there is a café called Nappuccino that implements custom-built napping pods inside the café.


title: Power nap

text: A more portable aid is a nap timer app. Apps have various features including aided sounds, nap history and pattern tracking and daily reminders that make it easier to take naps.


title: Marcel Lefebvre

text: Marcel François Marie Joseph Lefebvre (; 29 November 1905 – 25 March 1991) was a French Catholic archbishop who greatly influenced modern traditional Catholicism. In 1970, he founded the Society of Saint Pius X (SSPX), a community to train seminarians, in the village of Écône, Switzerland. In 1988, he was excommunicated from the Catholic Church for consecrating four bishops against the express prohibition of Pope John Paul II.


title: Marcel Lefebvre

text: Ordained a diocesan priest in 1929, he had joined the Holy Ghost Fathers for missionary work and was assigned to teach at a seminary in Gabon in 1932. In 1947, he was appointed Vicar Apostolic of Dakar, Senegal, and the next year as the Apostolic Delegate for West Africa. Upon his return to Europe he was elected Superior General of the Holy Ghost Fathers and assigned to participate in the drafting and preparation of documents for the upcoming Second Vatican Council (1962–1965) announced by Pope John XXIII. He was a major leader of the conservative bloc during its proceedings. He later took the lead in opposing certain changes within the church associated with the council. He refused to implement council-inspired reforms demanded by the Holy Ghost Fathers and resigned from its leadership in 1968. In 1970, he founded the Society of Saint Pius X (SSPX) as a small community of seminarians in the village of Écône, Switzerland, with the permission of the local bishop.


title: Marcel Lefebvre

text: In 1975, after a flare of tensions with the Holy See, Lefebvre was ordered to disband the society, but ignored the decision and continued to maintain its activities and existence. In 1988, against the express prohibition of Pope John Paul II, he consecrated four bishops to continue his work with the SSPX. The Holy See immediately declared that he and the other bishops who had participated in the ceremony had incurred automatic excommunication under Catholic canon law, which Lefebvre refused to acknowledge.


title: Marcel Lefebvre

text: Marcel Lefebvre was born in Tourcoing, Nord. He was the second son and third child of eight children of textile factory-owner René Lefebvre and Gabrielle, born Watine, who died in 1938.


title: Marcel Lefebvre

text: His parents were devout Catholics who brought their children to daily Mass. His father, René, was an outspoken monarchist, devoting his life to the cause of the French Dynasty, seeing in a monarchy the only way of restoring to his country its past grandeur and a Christian revival.


title: Marcel Lefebvre

text: His father ran a spy-ring for British Intelligence when Tourcoing was occupied by the Germans during World War I. René died at age 65 in 1944 in the German concentration camp at Sonnenburg, where he had been imprisoned by the Gestapo because of his work for the French Resistance and British Intelligence; his body was never recovered.


title: Marcel Lefebvre

text: In 1923 Lefebvre began studies for the priesthood; at the insistence of his father he followed his brother to the French Seminary in Rome, as his father suspected the diocesan seminaries of liberal leanings. He later credited his conservative views to the rector, a Breton priest named Father Henri Le Floch. He interrupted his studies in 1926 and 1927 to perform his military service. On 25 May 1929 he was ordained deacon by Cardinal Basilio Pompili in the Basilica of St. John Lateran in Rome. On 21 September 1929 he was ordained a priest of Diocese of Lille by its bishop, Achille Liénart. After ordination, he continued his studies in Rome, completing a doctorate in theology in July 1930.


title: Marcel Lefebvre

text: Lefebvre asked to be allowed to perform missionary work as a member of the Holy Ghost Fathers, but in August 1930 Liénart required him to first work as assistant curate in a parish in Lomme, a suburb of Lille. Liénart released him from the diocese in July 1931 and Lefebvre entered the novitiate of the Holy Ghost Fathers at Orly in September. On 8 September 1932, he took simple vows for a period of three years.


title: Marcel Lefebvre

text: Lefebvre's first assignment as a Holy Ghost Father was as a professor at St. John's Seminary in Libreville, Gabon. In 1934 he was made rector of the seminary. On 28 September 1935 he made his perpetual vows. He served as superior of a number of missions of the Holy Ghost Fathers in Gabon. In October 1945 Lefebvre returned to France to become rector of the Holy Ghost Fathers seminary in Mortain.


title: Marcel Lefebvre

text: On 12 June 1947, Pope Pius XII appointed him Vicar Apostolic of Dakar in Senegal and titular bishop of Anthedon. On 18 September 1947 he was consecrated a bishop in his family's parish church in Tourcoing by Liénart, now a cardinal, with Bishops Jean-Baptiste Fauret and Alfred-Jean-Félix Ancel as co-consecrators. In his new position Lefebvre was responsible for an area with a population of three and a half million people, of whom only 50,000 were Catholics.


title: Marcel Lefebvre

text: On 22 September 1948, Lefebvre, while continuing as Vicar Apostolic of Dakar, received the additional responsibilities of Apostolic Delegate to French Africa, with his title changed to titular archbishop of Arcadiopolis in Europa. He became responsible for representing the interests of the Holy See to Church authorities in 46 dioceses in "continental and insular Africa subject to the French Government, with the addition of the Diocese of Reunion, the whole of the island of Madagascar and the other neighbouring islands under French rule, but excluding the dioceses of North Africa, namely those of Carthage, Constantine, Algiers and Oran."


title: Marcel Lefebvre

text: In the late 1940s, Lefebvre established a ministry in Paris to care for Catholic students from the French colonies in Africa. He and other missionaries in Africa thought young Africans would otherwise be attracted to radical ideologies, including anti-colonialism and atheism. This idea of "safeguarding the Catholicism of the emerging African elite" was later adopted by Pope Pius in his encyclical on the missions, "Fidei donum" (1957).


title: Marcel Lefebvre

text: Lefebvre's chief duty was the building up of the ecclesiastical structure in French Africa. Pope Pius XII wanted to move quickly towards an ecclesiastical structure with dioceses instead of vicariates and apostolic prefectures. Lefebvre was responsible for selecting these new bishops, increasing the number of priests and religious sisters, as well as the number of churches in the various dioceses. On 14 September 1955, Pope Pius decreed a complete reorganization of the ecclesiastical jurisdictions in French Africa. The Apostolic Vicariate of Dakar was made an archdiocese and Lefebvre became its first archbishop.


title: Marcel Lefebvre

text: Lefebvre's career shifted rapidly with the death of Pope Pius XII, moving from the missions to Rome, though not directly, and with indications he was at times favored and at times disfavored by the new pope. Pope John XXIII replaced Lefebvre as Apostolic Delegate to Dakar on 9 July 1959, a position that would quickly evolve as the colonies gained their independence in the 1960s. The next year, Pope John appointed Lefebvre to the 120-member Central Preparatory Commission for the Second Vatican Council.


title: Marcel Lefebvre

text: After Senegal declared its independence in June 1960, its first president, Léopold Sédar Senghor proposed the country adopt its own form of socialism, which he as a Catholic believed compatible with Church doctrine. Lefebvre, still Archbishop of Dakar, criticized Senghor's views in a March 1961 pastoral letter and then in a personal audience with Senghor, drawing on Pope Pius XI's denunciation of socialism in his 1931 encyclical "Quadragesimo anno". Now at odds with the government, Lefebvre watched as the Holy See replaced European missionary bishops with Africans and tried to delay his own removal by asking for the appointment of a coadjutor, which met with no response. He told Pope John "the Africans are not yet ripe" and did not want to be responsible. Pope John said he took the responsibility and would see Lefebvre was taken care of properly.


title: Marcel Lefebvre

text: On 23 January 1962, Lefebvre was transferred to the Diocese of Tulle, one of the smallest in France, while retaining the personal title of archbishop.


title: Marcel Lefebvre

text: On 4 April 1962, he was named a consultor to the Sacred Congregation for the Propagation of the Faith.


title: Marcel Lefebvre

text: On 26 July 1962, the Chapter General of the Holy Ghost Fathers, dominated by those in leadership positions with fewer representatives of local communities, elected Lefebvre to a 12-year term as their Superior General. He won 53 of the 75 votes cast on the first ballot, though some delegates had "strong misgivings". This meeting also moved the order's headquarters from Paris to Rome. Upon being elected Superior General, Lefebvre resigned as bishop of Tulle; Pope John accepted his resignation on 7 August and named him titular archbishop of Synnada in Phrygia.


title: Marcel Lefebvre

text: As a member of the Central Preparatory Commission Lefebvre participated in drafting documents for consideration by the Council Fathers, meeting in seven sessions between June 1961 and June 1962. Within the first two weeks of the first session of the council (October to December 1962) the Council Fathers rejected all the drafts.


title: Marcel Lefebvre

text: Lefebvre and some like-minded bishops became concerned about the direction of the council's deliberations and, led by Archbishop Geraldo de Proença Sigaud of Diamantina, formed a bloc that became known as the Coetus Internationalis Patrum (CIP) or International Group of Fathers, with the aim of guaranteeing their views were part of every council discussion.


title: Marcel Lefebvre

text: The CIP was especially concerned about the principle of religious liberty. During the council's third session (September to November 1964), Archbishop Pericle Felici, the secretary of the council and a prominent Curial conservative, announced that Lefebvre, with two other like-minded bishops, was appointed to a special four-member commission charged with rewriting the draft document on the topic, but it was soon discovered that this measure did not have papal approval, and major responsibility for preparing the draft document was given to the Secretariat for Promoting Christian Unity.


title: Marcel Lefebvre

text: The CIP managed to get the preliminary vote (with suggestions for modifications) on the document postponed until the fourth session of the council, where, on 7 December 1965, an overwhelming majority approved the final text of the declaration "Dignitatis humanae". Lefebvre was one of the 70, about 3%, who voted against the declaration, but he added his signature to the document after that of the pope, though some withheld their signatures.


title: Marcel Lefebvre

text: At one point during the Council, some 40 bishops who were members of the Holy Ghost Fathers met with him to express their disagreement with his views and the role he was playing at the Council. He heard their views but did not engage in dialogue. His closing statement, "We all have a conscience: everyone must follow his own.", left them dissatisfied. One said: "He seemed to have a blockage. He seemed incapable of reviewing his ways of thinking."


title: Marcel Lefebvre

text: Lefebvre felt the Council's impact directly when the Holy Ghost Fathers held an Extraordinary General Chapter to respond to it. The order's leadership, though their terms had years remaining, tendered their resignations effective with the close of the meeting as was traditional. The membership had insisted on a larger role for elected delegates, and they constituted half of the body. Lefebvre's opponents were well organized, and when he tried to assume the chair, they insisted that the Chapter was a legislative body entitled to elect its own officers. On 11 September 1968 the Chapter supported that position on a vote of 63 to 40, and Lefebvre stopped attending. The Chapter then elected its leaders and proceeded with intense but respectful debate on the critical issue: the balance between the constraints of the order's religious life and the exercise of its missionary charge. Lefebvre returned on 28 September and addressed the issue in uncompromising language. He predicted any changes would lead to "a caricature of community life where anarchy, disorder, and individual initiative have free reign". His tone and arguments won him no support; the convention elected Fr. Joseph Lécuyer, a French theologian, his successor as superior general on 26 October.


title: Marcel Lefebvre

text: Lefebvre belonged to an identifiable strand of right-wing political and religious opinion in French society that originated among the defeated royalists after the 1789 French Revolution. Lefebvre's political and theological outlook mirrored that of a significant number of conservative members of French society under the French Third Republic (1870–1940). The Third Republic was reft by conflicts between the secular Left and the Catholic Right, with many individuals on both sides espousing distinctly radical positions (see, for example, the article on the famous Dreyfus affair). Thus it has been said that "Lefebvre was... a man formed by the bitter hatreds that defined the battle lines in French society and culture from the French Revolution to the Vichy regime".


title: Marcel Lefebvre

text: Lefebvre's first biographer, the English traditionalist writer Michael Davies, wrote in the first volume of his "Apologia Pro Marcel Lefebvre":


title: Marcel Lefebvre

text: In similar vein, the pro-SSPX English priest Michael Crowdy wrote, in his preface to his translation of Lefebvre's "Open Letter to Confused Catholics":


title: Marcel Lefebvre

text: After retiring from the post of Superior General of the Holy Ghost Fathers, Lefebvre was approached by traditionalists from the French Seminary in Rome who had been refused tonsure, the rite by which, until 1973, a seminarian became a cleric. They asked for a conservative seminary to complete their studies. After directing them to the University of Fribourg, Switzerland, Lefebvre was urged to teach these seminarians personally. In 1969, he received permission from the local bishop to establish a seminary in Fribourg which opened with nine students, moving to Écône, Switzerland in 1971.


title: Marcel Lefebvre

text: Lefebvre proposed to his seminarians the establishment of a society of priests without vows. In November 1970, Bishop François Charrière of Fribourg established, on a provisional ("ad experimentum") basis for six years, the International Priestly Society of Saint Pius X (SSPX) as a "pious union".


title: Marcel Lefebvre

text: In November 1972, the bishops of France, gathered as the Plenary Assembly of French Bishops at Lourdes, whose theological outlook was quite different from Lefebvre's, treated the then-legal Écône seminary with suspicion and referred to it as "Séminaire sauvage" or "Outlaw Seminary". They indicated that they would incardinate none of the seminarians. Cardinal Secretary of State Jean-Marie Villot accused Lefebvre before Pope Paul VI of making his seminarians sign a condemnation of the Pope, which Lefebvre vigorously denied.


title: Marcel Lefebvre

text: In November 1974, two Belgian priests carried out a rigorous inspection on the instructions of a commission of cardinals, producing, it was said, a favourable report. In what he later described as a mood of "doubtlessly excessive indignation", On 21 November 1974, Lefebvre wrote a "Declaration" in which he attacked the modernist and liberal trends that he saw in the reforms being undertaken within the church at that time.


title: Marcel Lefebvre

text: In January 1975, Bishop Pierre Mamie, who had succeeded Charrière in Fribourg in 1970, determined that the SSPX's status as a "pious union" should end. On 24 January 1975, he asked the prefect of the Sacred Congregation for Religious, Cardinal Arturo Tabera, to terminate its status as a "pious union".


title: Marcel Lefebvre

text: On 13 February, Lefebvre was invited to Rome for a meeting with the commission of cardinals, which he described as "a close cross examination of the judicial type", regarding the contents of his "Declaration", followed by a second meeting on 3 March. In May, the commission announced it approved Mamie's plan. Lefebvre contended that canon law gave the pope alone the authority to suppress a religious congregation, and only by his direct decree.


title: Marcel Lefebvre

text: Tabera responded in April expressing full agreement and telling Mamie to proceed himself, and Mamie suppressed the SSPX on 6 May 1975, effective immediately. This action was upheld by Pope Paul, who wrote to Lefebvre in June 1975. Lefebvre nevertheless continued his work citing legal advice from canon lawyers that the Society had not been "legally suppressed" and that the Society continued to enjoy the privilege of incardinating its own priests. Lefebvre also argued that there were insufficient grounds for suppression as the Apostolic Visitors, by the Commission's own admission, delivered a positive report, and that since his Declaration had not been condemned by the Congregation for the Doctrine of the Faith, he appealed, twice, to the appellate court of the church, the Apostolic Signatura. Lefebvre later wrote that Cardinal Villot blocked the move, and one of his supporters wrote that Villot threatened the Prefect of the Apostolic Signatura, Cardinal Dino Staffa, with dismissal if the appeals were not denied.


title: Marcel Lefebvre

text: In 1976, Mamie warned Lefebvre that saying Mass though Catholic Church authorities had forbidden him from exercising his priestly functions would further exacerbate his relationship with Rome.


title: Marcel Lefebvre

text: During the consistory of 24 May 1976, Pope Paul VI criticized Lefebvre by name and appealed to him and his followers to change their minds.


title: Marcel Lefebvre

text: On 29 June 1976, Lefebvre went ahead with planned priestly ordinations without the approval of the local bishop and despite receiving letters from Rome forbidding them. As a result Lefebvre was suspended "a collatione ordinum", "i.e.", forbidden to ordain any priests. A week later, the Prefect of the Congregation for Bishops informed him that, to have his situation regularized, he needed to ask the pope's pardon. Lefebvre responded with a letter claiming that the modernization of the church was a "compromise with the ideas of modern man" originating in a secret agreement between high dignitaries in the church and senior Freemasons prior to the council. Lefebvre was then notified that, since he had not apologized to the pope, he was suspended "a divinis", i.e., he could no longer legally administer "any" of the sacraments. Lefebvre remarked that he had been forbidden from celebrating the new rite of Mass. Pope Paul apparently took this seriously and stated that Lefebvre "thought he dodged the penalty by administering the sacraments using the previous formulas". In spite of his suspension, Lefebvre continued to celebrate Mass and to administer the other sacraments, including the conferral of Holy Orders to the students of his seminary.


title: Marcel Lefebvre

text: Pope Paul received Lefebvre in audience on 11 September 1976, and one month later wrote to him admonishing him and repeating the appeal he had made at the audience. Pope John Paul II received Lefebvre in audience sixty days after his 1978 election, Lefebvre begged Pope John Paul II to allow him to do his work with the SSPX unsupervised, Pope John Paul II refused Lefebvre's request.


title: Marcel Lefebvre

text: In a 1987 sermon Lefebvre, his health failing at age 81, announced his intention to consecrate a bishop to carry on his work after his death. This despite the fact that under Catholic canon law the consecration of a bishop without the permission of the pope incurs excommunication: "A bishop who consecrates some one a bishop without a pontifical mandate and the person who receives the consecration from him incur a latae sententiae excommunication reserved to the Apostolic See.


title: Marcel Lefebvre

text: During 1987 Lefebvre tried to reach an agreement with Cardinal Joseph Ratzinger, Prefect of the Congregation for the Doctrine of the Faith (later Pope Benedict XVI). However, on 4 September 1987, in Ecône, Lefebvre stated that the Vatican was in apostasy and that he would no longer collaborate with Ratzinger.


title: Marcel Lefebvre

text: On 5 May 1988, Lefebvre signed an agreement with Ratzinger to regularize the situation of the Society of St Pius X. Ratzinger agreed that one bishop would be consecrated for the Society, to be approved by the pope.


title: Marcel Lefebvre

text: Shortly after the agreement, however, Lefebvre announced that he had received a note from Ratzinger that asked him "to beg pardon for [his] errors", which he interpreted to mean that he would be made to accept the teachings of the Second Vatican Council and the "spirit of Assisi". Lefebvre referred to the alleged prophecy of Our Lady of La Salette that "Rome will lose the Faith" and declared himself obliged to consecrate a successor—if necessary, without papal approval. As the agreement did not specify a date for the episcopal consecration, should Lefebvre have died before it was granted, the Society would have been unable to ordain any seminarians and forced into submission to the Holy See.


title: Marcel Lefebvre

text: Pope John Paul II appealed to him not to proceed in "a schismatic act", warning of "theological and canonical consequences".


title: Marcel Lefebvre

text: On 30 June 1988, Lefebvre, with Bishop Emeritus Antônio de Castro Mayer of Campos, Brazil, as co-consecrator, consecrated four SSPX priests as bishops: Bernard Tissier de Mallerais, Richard Williamson, Alfonso de Galarreta and Bernard Fellay.


title: Marcel Lefebvre

text: ... this ceremony, which is apparently done against the will of Rome, is in no way a schism. We are not schismatics! If an excommunication was pronounced against the bishops of China, who separated themselves from Rome and put themselves under the Chinese government, one very easily understands why Pope Pius XII excommunicated them. There is no question of us separating ourselves from Rome, nor of putting ourselves under a foreign government, nor of establishing a sort of parallel church as the Bishops of Palmar de Troya have done in Spain. They have even elected a pope, formed a college of cardinals... It is out of the question for us to do such things. Far from us be this miserable thought to separate ourselves from Rome!


title: Marcel Lefebvre

text: The next day, 1 July, the Congregation for Bishops issued a decree stating that this was a schismatic act and that all six direct participants had incurred automatic excommunication.


title: Marcel Lefebvre

text: On 2 July, Pope John Paul II condemned the consecration in his apostolic letter "Ecclesia Dei", in which he stated that the consecration constituted a schismatic act and that the bishops and priests involved were automatically excommunicated:


title: Marcel Lefebvre

text: Lefebvre responded by contradicting Pope John Paul II, saying that he and the other clerics involved had not "separated themselves from Rome" and were not schismatic. He invoked canon 1323 of the 1983 Code of Canon Law that they "found themselves in a case of necessity", not having succeeded, as they said, in making "Rome" understand that "this change which has occurred in the Church" since the Second Vatican Council was "not Catholic". In a letter addressed to the four priests he was about to consecrate as bishops, Lefebvre wrote: "I do not think one can say that Rome has not lost the Faith."


title: Marcel Lefebvre

text: On 18 July, twelve priests and some seminarians led by Josef Bisig left the SSPX because of the Ecône consecrations. Bisig became the first superior general of the newly formed Priestly Fraternity of St. Peter, a group that reached an agreement with the Holy See.


title: Marcel Lefebvre

text: Lefebvre died from cancer on 25 March 1991 at the age of 85 in Martigny, Switzerland. Eight days later he was buried in the crypt at the society's international seminary in Écône. Archbishop Edoardo Rovida, Apostolic Nuncio to Switzerland, and Bishop Henri Schwery of Sion, the local diocese, came and prayed at his body.


title: Marcel Lefebvre

text: On 10 March 2009, at the request of the four surviving bishops, Pope Benedict lifted their excommunications. In a letter to the bishops of the entire Church, Benedict offered this clarification:


title: Marcel Lefebvre

text: The lineage originated by the 1988 consecrations amounts to 9 bishops as of 2019, out of whom 8 are alive:


title: Novell

text: Novell, Inc. was an American software and services company headquartered in Provo, Utah, that existed from 1980 until 2014. Its most significant product was the multi-platform network operating system known as Novell NetWare.


title: Novell

text: Under the leadership of chief executive Ray Noorda, NetWare became the dominant form of personal computer networking during the second half of the 1980s and first half of the 1990s. At its high point, NetWare had a 63 percent share of the market for network operating systems and by the early 1990s there were over half a million NetWare-based networks installed worldwide encompassing more than 50 million users. Novell technology contributed to the emergence of local area networks, which displaced the dominant mainframe computing model and changed computing worldwide. Novell was the second-largest maker of software for personal computers, trailing only Microsoft Corporation, and became instrumental in making Utah Valley a focus for technology and software development.


title: Novell

text: During the early to mid-1990s, Noorda attempted to compete directly with Microsoft by acquiring Digital Research, Unix System Laboratories, WordPerfect, and the Quattro Pro division of Borland. These moves did not work out, due to new technologies not fitting well with Novell's existing user base or to being too late to compete with equivalent Microsoft products, and NetWare began losing market share once Microsoft bundled network services with the Windows NT operating system and its successors. Despite new products such as Novell Directory Services and GroupWise, Novell entered a long period of decline. Eventually Novell acquired SUSE Linux and attempted to refocus its technology base. Despite building or acquiring several new kinds of products, Novell failed to find consistent success and never regained its past dominance.


title: Novell

text: The company was an independent corporate entity until it was acquired as a wholly owned subsidiary by The Attachmate Group in 2011, which in turn was acquired in 2014 by Micro Focus International. Novell products and technologies are now integrated within various Micro Focus divisions.


title: Novell

text: The company began as Novell Data Systems Inc. (NDSI), a computer systems company located in Orem, Utah that intended to manufacture and market small business computers, computer terminals, and other peripherals. It was co-founded by George Canova and Jack Davis, two experienced computer industry executives. While some later sources place the creation of Novell Data Systems as having happened in 1979, more contemporaneous sources are in accordance with it happening in August 1980. Canova became president of the new company and Davis was in charge of sales and marketing. The suggestion for the company's name came from Canova's wife, who thought it meant "new" in French (in fact the French word is either the masculine "nouveau" or the feminine "nouvelle"). While future Brigham Young University professor and Eyring Research Institute (ERI) figure Dennis Fairclough was not a founder of Novell Data Systems, he did work with the company from its early days.


title: Novell

text: A funding proposal was brought to Pete Musser, chairman of the board of Safeguard Scientifics, Inc., a Pennsylvania-based, technology-focused venture capital firm that was an offshoot of the older Safeguard Business Systems. Safeguard Scientifics believed that a new computer systems company could help the Business Systems company automate their accounting systems. Accordingly, Safeguard Scientifics provided over $2 million in seed funding, and they became the majority owner of Novell Data Systems. Canova also owned a significant portion of the new company.


title: Novell

text: Novell Data Systems set up offices in a former carpet warehouse located in an obscure industrial park down the road from the largely vacant Geneva Steel works. By November 1980, they were placing display ads in the classifieds pages of Utah Valley newspapers, seeking to hire hardware and software engineers and other staff.


title: Novell

text: At first the company began to grow rapidly. By mid-1981 the company was selling two products, the Nexus Series microcomputer and the Image 800 dot matrix printer. Orders began shipping during the second half of 1981. The computer product was based on the Zilog Z80 microprocessor and the CP/M operating system.


title: Novell

text: The company subsequently did not do well. The microcomputer produced by the company was late to an increasingly crowded market and was noncompetitive in terms of performance when it did arrive. According to one paraphrase of a Value Line report on Novell Data Systems as a whole during this period, their "revenue was minimal, but expenses were tremendous." Davis was fired from Novell Data Systems, a change that occurred in November 1981.


title: Novell

text: In order to compete on systems sales, Novell Data Systems planned a program to link more than one microcomputer to operate together. The current or former BYU students Drew Major, Dale Neibaur and Kyle Powell, known as the SuperSet Software group, were hired to this task and began consulting for Novell during 1981.


title: Novell

text: During the first calendar quarter of 1982, heavy costs continued to be incurred at Novell Data Systems, which resulted in management shuffles, organizational consolidations, and a significant layoff. Canova was fired and Jack Messman, representing Safeguard Scientifics, was named president. The poor performance of Novell Data Systems resulted in losses being announced in April 1982 for the publicly-held Safeguard Scientifics and put pressure on that company's stock price. However, by this point the computer-linking work that the SuperSet group had produced was drawing considerable interest and Novell Data Systems was describing themselves as a company that made not just stand-alone microcomputers but also products for local area networking (LAN). The dual emphasis on hardware and software products continued for several months but continued to have troubled results, and in July 1982 another round of layoffs took place which resulted in the employee count being reduced from 50 people to 30.


title: Novell

text: At that time Safeguard reported that it would be writing down $3.4 million in losses due to Novell Data Systems' switch from being a hardware company to a software company. Throughout 1982 there were further management shuffles with other people being named president of the company. Major, Neibaur, and Powell continued to support Novell through their SuperSet Software group. As Major later said, "It was great that our hardware was so lousy because that gave us the idea that hardware wasn't really where the value was."


title: Novell

text: Two other important NDSI employees were strategist Craig Burton and communications specialist Judith Clarke. Despite its struggles, Novell Data Systems had a presence at the COMDEX show in Las Vegas in November 1982; a man named Ray Noorda saw it and become interested in the company's potential.


title: Novell

text: On January 25, 1983, the company was incorporated under the shortened name of Novell, Inc. In April 1983, the appointment of Noorda as president and CEO of Novell, Inc. was publicly announced. Noorda was a veteran executive of General Electric and the past CEO of several other companies and had garnered a reputation as a turn-around expert. Messman was chairman of the board and continued to represent the interests of Safeguard Scientifics, which was still majority owner in the new Novell.


title: Novell

text: The new Novell started with around 15 employees. Noorda emphasized that the file server product acquired from Novell Data Systems would be the heart of what the new Novell would be doing. Later that same year, the company introduced its most significant product, the multi-platform network operating system (NOS), Novell NetWare.


title: Novell

text: Funding for the new company was still an issue, and Musser contacted two Safeguard investors and brokers, Barry Rubenstein and Fred Dolan, who were with the Cleveland brokerage house Prescott, Ball and Turben, in these efforts. Rubenstein and Dolan eventually came up with the idea of a rights offering to Safeguard shareholders. Accordingly, in January 1985, Safeguard Scientifics made an initial offering of shares in Novell, Inc. to its own shareholders, at $2.50 a share. The sale brought Safeguard more than $5 million in cash, and Safeguard's ownership in Novell went from 51 percent down to 24 percent. Novell, Inc. began trading as an over-the-counter stock.


title: Novell

text: The first Novell product was a proprietary hardware server based on the Motorola 68000 processor and using a star topology. This, with the network operating system (NOS) on it, was known as Novell S-Net, or ShareNet, and it achieved some visibility; by April 1983, advertisements were seen in trade publications for third-party software products which stated they were compatible with Novell ShareNet.


title: Novell

text: The company realized that making a proprietary solution in this sense was disadvantageous and looked instead to the IBM PC as an alternative platform. Now called NetWare, the network operating system was ported to run on an IBM PC XT with an Intel 8086 processor and supported centralized, multitasking file and print services. By March 1984, Novell was putting out announcements about third-party products that worked with Novell NetWare.


title: Novell

text: NetWare came on the computing scene just as the IBM PC was emerging as a market force and applications such as the VisiCalc spreadsheet for the Apple II were showing what microcomputers could do for businesses. There was an immediate demand for local area networking that could make files and printers available across many PCs. In addition, the advent of the PC caused organizational changes within companies and enterprises and allowed Novell to find entryways into individual departments or regional facilities rather than having to convince upper management of the value of networking. Thus, Novell's timing was spot on. As the "New York Times" subsequently wrote, "Novell, in one of those instances of serendipity and visionary thinking that are the stuff of personal computer legend, found itself in the right place at the right time."


title: Novell

text: Partly in consequence of its design of running at kernel level ring 0 without regard for separate or protected address spaces, and thus not having the properties of a general-purpose operating system, NetWare was known for being very fast in operation. This trend continued into 1987 with the Advanced NetWare/286 release, which was well received within the industry. NetWare also excelled with respect to computer security considerations, supporting user- and group-based roles and volume- and file-level access restrictions, thus making it attractive to systems administrators.


title: Novell

text: Novell based its network protocol on Xerox Network Systems (XNS), and created its own standards which it named Internetwork Packet Exchange (IPX) and Sequenced Packet Exchange (SPX). These protocols were based on a client–server model. File and print services ran on the NetWare Core Protocol (NCP) over IPX, as did Routing Information Protocol (RIP) and Service Advertising Protocol (SAP). All of these NetWare protocols mapped to various layers of the OSI model.


title: Novell

text: Starting in 1987, Novell began selling its own Ethernet-based network adapter cards. These included the 8-bit NE1000, and then in 1988, the 16-bit NE2000. They priced them lower than cards from competitors such as 3Com, whose card Novell had previously been distributing. By 1989, Novell's cards were being sold at a rate of 20,000 per month, aggressively expanding Novell's market presence. At that point, Novell transferred the NE1000/NE2000 business to Anthem Electronics, the firm that had actually been making them, but the cards remained branded as Novell products.


title: Novell

text: As author James Causey would later write, "NetWare deserves the lion's share of the credit for elevating PC-based local area networks from being cute toys to providing powerful, reliable, and serious network services. NetWare was the first Intel-based network operating system to provide a serious alternative to mainframe-based server networks, providing critical reliability and security features needed in the modern enterprise."


title: Novell

text: Novell acquired Kanwal Rekhi's company Excelan in 1989; Excelan manufactured smart Ethernet cards and commercialized the Internet protocol TCP/IP, solidifying Novell's presence in these areas. The acquisition combined Novell's $281 million in annual revenue with Excelan's $66 million. Rekhi became a high-ranking Novell executive, and played an influential strategic and managerial role with the company over the next several years. Excelan was based in San Jose, California, and they, along with a couple of prior Novell acquisitions, formed the basis for Novell's presence in Silicon Valley going forward.


title: Novell

text: A key software introduction came in 1989 with the release of NetWare 386, also known as NetWare 3.0, which gave NetWare more modern architectural qualities, in conjunction with new capabilities in the Intel 386 processor. All the while it maintained its character as a dedicated network operating system rather than containing network capabilities as part of a general-purpose operating system. The NetWare kernel's ability to dynamically load and unload drivers was greatly appreciated by users and the ability to write NetWare Loadable Modules (NLMs) in the C programming language was also a significant benefit. NetWare 3 supported interactions with Apple's Macintosh computers as well as with Unix-based workstations, thus enabling NetWare to expand upon file and print sharing towards accessing business-critical data within companies. This allowed NetWare to work with database products from companies such as Oracle Corporation and Sybase.


title: Novell

text: An analyst for Dataquest said that NetWare 386 "is truly a blow-away-the-competition type product". Overall, NetWare 3 was the most significant rewrite that the product would ever get, and proved very successful. By 1990, Novell had an almost monopolistic position in NOS for any business requiring a network.


title: Novell

text: There were competitor companies in the same space, such as Corvus Systems, Banyan Systems, and LANtastic, but none of them made much of a dent in Novell's business. Microsoft tried on two early occasions to take on Novell in networking, first with the MS-NET product and then with LAN Manager, but both failed badly. IBM similarly had limited success in this area. From 1988 to 1992, Novell's revenues rose almost three-fold, to $933 million a year, with about half of Novell's sales coming from North America and half from overseas. Earnings also rose to $249 million a year. From 1986 to 1991, Novell's stock price climbed twelve-fold.


title: Novell

text: With this market leadership, Novell began to acquire and build services on top of its NetWare operating platform. These services extended NetWare's capabilities with such products as NetWare for SAA and Novell multi-protocol router.


title: Novell

text: However, Novell was also diversifying, moving away from its smaller users to target large corporations and wide area networks. A marketing and development alliance with IBM announced in 1991 was part of this initiative. The company did later attempt to refocus with NetWare for Small Business. It reduced investment in research and was slow to improve the product administration tools, although it was helped by the fact its products typically needed little "tweaking" – they just ran.


title: Novell

text: By early 1985, Novell was rapidly expanding, but many people were still unaware of either it or the role that local area networks could play, and consequently Noorda referred to Novell as "the most misunderstood company in the world." Nonetheless, in 1986 "The Salt Lake Tribune" was hailing Novell as another Utah success story in technology, likely to follow in the footsteps of Evans & Sutherland and Iomega. Novell was quickly outgrowing its original site in Orem, with some employees forced to work in trailers. A new, much larger site for the company was found in nearby Provo, Utah and construction was begun; by late 1986, employees were moving into the first building there while work on a second building was already underway. Eventually between 1986 and 1993 six buildings would be constructed for Novell's use there.


title: Novell

text: Under Noorda, Novell embraced the notion of "coopetition", or cooperative competition. The central idea was that whatever was good for networking in general would be good for Novell and took the form of encouraging the growth of an ecosystem composed of hundreds of suppliers of hardware and software networking products, even if some of those suppliers had products that competed with Novell's. 3Com, who had been an early competitor of Novell's, sold more instances of their Ethernet networking cards for use in conjunction with NetWare than they did for use with their own 3+Share network operating systems, and a similar situation existed for IBM and their Token Ring cards. It was due to this kind of industry vision that Noorda would become known as the "Father of Network Computing".


title: Novell

text: From the first years of the new Novell's success, Noorda was credited in the press with forging that path. The company reflected aspects of Noorda's personal background, such as his Mormon religion, which brought about what was termed "the Mormon work ethic" at Novell. As one account later put it, Novell was "reputedly staffed with lots of hard-selling but soft-drinking Mormons." Noorda himself was famous for his frugal ways and for working from a plain, small office. On the other hand, Novell was not without internal political strife and drama, perhaps best exemplified by the unexplained disappearance from the company during 1989 of Craig Burton and Judith Clarke, whom by this time were senior executives (and whom many credited for much of Novell's past success). Burton had been seen as Noorda's most likely successor until the two had a falling out with the chief executive.


title: Novell

text: In April 1990, Novell and Lotus Development Corporation announced merger of equals based on a $1.5-billion stock swap that would have been the largest deal in the software industry to that time. But it collapsed the following month: when Lotus head Jim Manzi refused to give Novell an equal number of seats on the new board, Noorda pulled out shortly before the deal would have been completed.


title: Novell

text: At its high point around 1993, NetWare had a roughly two-thirds share of the market for network operating systems; one analysis put the figure at 63 percent. There were over half a million NetWare-based networks installed worldwide and some 55 million NetWare users on those networks. And networking itself was the fastest-growing segment of the computer market, increasing by 30 percent a year and reaching a $10 billion figure by 1993. Novell was the second largest maker of software for personal computers, trailing only Microsoft. Novell's employee base, which had been around 15 when Noorda joined, had risen to 4,335 by the end of 1993. Besides Utah, Novell continued to grow in San Jose, where many of the sales, marketing, product management, and executive functions were located.


title: Novell

text: Equally important as technological factors to NetWare's growth was that Novell did not try to hire a large sales force to do direct sales of the product, but instead sold it through a broad channel of some 13,000 value-added resellers. Such resellers provided network education, installation, and subsequent maintenance, and included CompUSA and Egghead Software for very small businesses all the way up to sophisticated systems integrators like Andersen Consulting and Electronic Data Systems for enterprise-level projects. In this way Novell constructed a local area network franchise in literal terms, as Novell Authorized Education Centers were set up on a franchising basis. Credentialization programs were in place, such that becoming a Certified NetWare Engineer was an important step, one that could be furthered with levels such as Master Certified NetWare Engineer. As one industry analyst said, "They've done a wonderful job of farming distribution out. They train people who go out and train other people, and every time somebody gets trained, they get another Netware bigot, and make another dollar. They are getting paid to have people go out and be evangelists." The partnering approach also worked well in overseas markets, such as in Japan where Novell set up a subsidiary that major Japanese electronics firms invested in, or in South America and Eastern Europe where Novell set up authorized distributors.


title: Novell

text: Under Ray Noorda's leadership, Novell provided upgrades to resellers and customers in the same packaging as a newly purchased copy of NetWare, but at one third the cost, which created a gray market that allowed NetWare resellers to sell upgrades as newly purchased NetWare versions at full price periodically, which Novell intentionally did not track. Noorda commented to several analysts that he devised this strategy to allow front line resellers to "punch through" the distributors like Tech Data and Ingram and acquire NetWare versions at a discounted rate, as Novell "looked the other way"; this helped fund the salaries of Novell Field Support Technicians, who for the most part were employees who worked for the front line resellers as Novell CNE (Certified NetWare Engineers).


title: Novell

text: Noorda commented that this strategy was one he learned as an executive at General Electric when competing against imported home appliances: allow the resellers to "make more money off your product than someone else's".


title: Novell

text: Unusually for the CEO of a high-tech, emerging computer company, Noorda was nearing 70 years of age by the early 1990s. Furthermore, he was known for alienating high-level executives who might someday be in position to run the company. Stock market analysts were expressing concern that Noorda, whose personality was the basis for much of the company's culture, had no succession plan in place. At the same time, Novell faced a looming challenge from Microsoft's upcoming Windows NT operating system, which, after a huge investment of resources from Microsoft, featured bundled networking and more advanced OS capabilities and looked to be that company's first offering that could seriously challenge Novell's local area networking franchise.


title: Novell

text: Under Noorda, Novell made a series of acquisitions interpreted by many to be a direct challenge to Microsoft. Noorda was motivated in part by a realization that NetWare's technology was not suitable as the basis for a full-fledged operating system and application platform. There was also enmity between the two companies and the two CEOs, stemming in part from merger talks between Noorda and Microsoft head Bill Gates that had begun in 1989 and been on-and-off for the next couple of years before breaking down for good. Subsequently, Novell had played a role in keeping the Federal Trade Commission investigation into Microsoft going.


title: Novell

text: Between 1991 and 1994, the Noorda-led Novell made this series of major acquisitions: Digital Research Inc., producer of DR-DOS, to compete with Microsoft's MS-DOS; Unix System Laboratories, holder of Unix operating system technology, to improve Novell's technology base versus Windows NT; Serius Corp., maker of an advanced application development tool; and WordPerfect Corporation and Quattro Pro from Borland to provide personal productivity and group collaboration products. In all, Noorda acquired ten companies within a four-year span. By September 1993, "Business Week" was writing, "Of the many rivalries in the personal-computer industry, for sheer nastiness it's hard to beat the one between Microsoft Corp. and Novell Inc." In November 1993, Noorda confirmed published reports that he had been suffering from some memory lapses and announced that he would be stepping down from the CEO position once a successor was found.


title: Novell

text: In April 1994, former HP executive Robert Frankenberg was announced as the new CEO of Novell, with Noorda remaining as chairman of the board of directors. By then the USL acquisition was already showing difficulties, while the WordPerfect acquisition was questioned even more. Nonetheless, Frankenberg said he was enthusiastic about it: "For me, it was a pivotal item in my decision to join Novell because it makes possible an entirely new category of networked applications which no one else can provide." When the WordPerfect and Quattro Pro acquisitions closed in June 1994, it was the largest such deal in the software industry to that time; it made Novell the third-largest software company in the world, trailing only Microsoft and Computer Associates.


title: Novell

text: Noorda retired from the chairman position and left Novell completely in November 1994, although he was still the largest shareholder of the company. At that point in time, Frankenberg became chairman as well.


title: Novell

text: Novell acquired Digital Research for in June 1991. The move was seen as a way for Novell to supply software for server-focused PCs in alternative to Microsoft. NetWare used DR DOS as a boot loader and maintenance platform, and Novell intended to extend its desktop presence by integrating networking into DR DOS and providing an alternative to Microsoft's Windows. At first, the idea was to provide a graphical environment based on Digital Research's GEM, but Novell's legal department rejected this due to apprehension of a possible legal response from Apple, so the company went directly to Apple starting Star Trek in February 1992, a project to run an x86-port of their Mac OS on top of a multitasking DR DOS.


title: Novell

text: Novell had already abandoned Digital Research's Multiuser DOS in 1992. The three former Master Value Added Resellers (VARs) DataPac Australasia, Concurrent Controls and Intelligent Micro Software could license the source code to take over and continue independent development of their derivations in 1994.


title: Novell

text: Digital Research's FlexOS had been licensed to IBM for their 4690 OS in 1993 and was also utilized for the in-house development of Novell's Embedded Systems Technology (NEST), but was sold off to Integrated Systems, Inc. (ISI) for in July 1994. The deal comprised a direct payment of half this sum as well as shares representing 2% of the company.


title: Novell

text: NEST however held importance for Frankenberg's vision of "pervasive computing", wherein Novell software would be connecting a billion nodes by 2000. Many of those nodes would be common, everyday devices running NEST, linked by SuperNOS, Novell Directory Services, and other management services components.


title: Novell

text: Novell also abandoned their Corsair desktop project and in late 1994 transferred some components to Caldera, a startup funded by Noorda's Canopy Group. The Canopy Group was a technology investment firm and real estate company that Noorda focused on after his departure from Novell.


title: Novell

text: Novell DOS (and all former DR DOS versions including StarTrek, PalmDOS and DOS Plus) as well as other remaining Digital Research assets (like GEM and the CP/M- and MP/M-based operating systems, programming languages, tools and technologies) were sold to Caldera on 23 July 1996. Personal NetWare had been abandoned at Novell in 1995 but was licensed to Caldera in binary form only. The deal consisted of a direct payment of US$400,000 as well as percentual royalties for any revenues derived from those assets to Novell.


title: Novell

text: On the server side, after their initial October 1991 Univel initiative, Novell announced in December 1992 that it was buying Unix System Laboratories (USL) from AT&T Corporation. The measure was intended to help Novell compete against Microsoft, which was on the verge of including networking as a built-in feature of Windows in conjunction with the Windows NT server. Unix did present some attractive characteristics to the market, such as its abilities as an application server and the lack of vendor lock-in, but there were still considerable obstacles to be overcome in using it in this context.


title: Novell

text: The deal closed in June 1993, with Novell acquiring rights to the Unix SVR4 source base and the UnixWare operating system product. Novell then turned the Unix brand name and specification over to the industry consortium X/Open.


title: Novell

text: Novell created the Unix Systems Group to contain the new business, which also absorbed the Univel venture. Most of the core USL employees remained in USL's Summit, New Jersey facility, which was later relocated to Florham Park, New Jersey in the summer of 1995. The USL Europe office in London was moved into Novell's facility in Bracknell, Berkshire.


title: Novell

text: Novell's time with Unix technology saw the release of UnixWare 1.1 in January 1994, in both personal and advanced server editions and with the bundled inclusion of TCP/IP, a NetWare Unix Client, and Merge functionality for running DOS and Windows 3.1 applications. This was followed in early 1995 by the release of UnixWare 2.0, which included full support for multiple processors as well as improved installation and ease-of-use and additional NetWare integration features.


title: Novell

text: In September 1994 Novell began publicly describing its plans to develop a "SuperNOS", a microkernel-based network operating system based on NetWare 4.1 and UnixWare 2.0. The aim was to include UnixWare technology inside NetWare, provide the strengths of both NetWare's network services and UnixWare's application services, be able to run existing NetWare Loadable Modules (NLMs) and Unix executables, and accordingly create a network operating system that could successfully compete with Microsoft's Windows NT. SuperNOS would also operate across distributed servers with unified presentation. Finally, SuperNOS would take advantage of object-oriented programming paradigms as a way of fostering easier application development.


title: Novell

text: In terms of operating system architecture, SuperNOS would run NLMs in kernel space, for maximum throughput, while it would run Spec 1170-based Unix applications in user space. For clustering, SuperNOS would embrace elements of a NetWare distributed parallel processing proposal and a UnixWare single system image initiative. SuperNOS was based on work that had already started at USL and at the French company Chorus Systèmes SA for cooperative work on the Chorus microkernel technology in the context of supporting SVR4 on a microkernel. This microkernel was arguably superior for this purpose than the more well-known Mach one, because it gave more flexibility at the kernel mode–user mode boundary. By mid-1995 the SuperNOS project was reportedly about one-third completed, with 1997 being seen as a customer release date for it. There were over 60 engineers assigned to it, mostly from the UnixWare and Chorus side. The project endured prolonged internal architectural debates and resistance from the NetWare side due to a reluctance to believe that Unix was really superior to NetWare in key aspects. In one instance, Novell's Drew Major and Chorus Systèmes' Michel Gien disagreed in the trade press about whether the existent Chorus technology was up to the task. The long-running disputes reflected cultural and political divisions between the San Jose (with Rekhi being a Unix supporter before leaving altogether) and Utah camps within Novell. In any case the 1997 date was seen by industry observers as being too late to forestall the market-share gains that Windows NT was already making.


title: Novell

text: The acquisition of USL never really worked out for Novell. During the company's fiscal years of 1993, 1994, and 1995, Novell's Unix Systems Group represented only about 5 percent of the company's revenue on an ongoing basis. Very few Certified NetWare Engineers ever reached a similar level of involvement with UnixWare. Another aim, that Novell might be able to coalesce Unix vendor versions and thus resolve the Unix wars, was not achieved either. By late summer 1995 the company was looking for a way out of the Unix business.


title: Novell

text: In September 1995, Novell announced the sale of UnixWare to the Santa Cruz Operation (SCO), coincident with a licensing arrangement with Hewlett Packard. As part of the deal, SCO said that it would merge the SVR4.2-based UnixWare with its existing SVR3.2-based OpenServer operating system and add NetWare services to the new merged product, code-named "Gemini". Gemini would then be sold through SCO's well-known channel and reseller operation. As for HP, they said they would add NetWare code and NetWare Directory Services to their own version of Unix, HP-UX, in combination with Distributed Computing Environment elements, which would then be sold by HP's strong direct-sales force. Finally, SCO and HP said that they would co-develop a next-generation, 64-bit version of Unix. Some 400 Novell software engineers had been working on UnixWare; most of them were offered jobs with either SCO or HP, while a few remained with Novell.


title: Novell

text: While some lip service was paid to the notion that SuperNOS would go on after the three-way deal, in fact, it was abandoned and never achieved fruition in that form. (A decade later, Novell's Open Enterprise Server product would realize some aspects of a hybrid NetWare/Unix-like system, this time based around SUSE Linux Enterprise Server rather than UnixWare.)


title: Novell

text: By December, there were already some indications that the three-way arrangement was not working out as had been initially advertised. The computer industry was not sure that SCO could handle being the primary Unix shepherd. The HP project, code-named "White Box", focused on making a hybrid environment out of the SRV4.2-based Gemini and the SVR3.2-based HP-UX, but that effort faced major technical hurdles. The terms of the deal between Novell and SCO, which closed in December 1995, were uncertain enough that an amendment had to be signed in October 1996, and even that was not clear enough to preclude an extended battle between the two companies during the SCO-Linux disputes of the 2000s.


title: Novell

text: In June 1993, Novell purchased Serius Corp., a firm that made a graphical programming language that could construct applications by connecting together icons representing objects in the program and their commands. Novell also purchased Software Transformations Inc., who made a cross-platform object code library that could be used to port conventional programs to a number of platforms. The disparate technologies of the two products were combined and renamed to AppWare, with the Serius product being called AppWare Visual AppBuilder, the objects it used AppWare Loadable Modules, and the Software Transformations library AppWare Foundation. The organization working on this was called the AppWare Systems Group. The founder of Serius, Joe Firmage, became vice president of strategy for Novell's Network Systems Group.


title: Novell

text: AppWare was one of the three main strategic focuses of Novell during this period, along with NetWare and UnixWare. These three prongs were intended to satisfy the growing need for scalable, distributed computing at the enterprise level of applications such as general ledger systems or reservation systems; as Novell executive Jim Tolonen outlined: "[NetWare] being the underlying infrastructure over which those mission critical transactions will be moved, Unix [being] a place on which the applications can run, and AppWare as tools that will help programmers write that class of application in a distributed environment."


title: Novell

text: It was not long before the AppWare plans started to fall apart. In September 1994 Novell announced they would be selling the Appware Foundation product to a third party. Novell did state that development of Visual AppBuilder would continue, and a Unix port would be following (that did not materialize). Novell also continued to release a number of new Appware Loadable Modules. But overall, as "Byte" magazine wrote in early 1995 about the three-pronged strategy, these "unrelated ... families of products formed an unsteady tripod".


title: Novell

text: Joe Firmage became disillusioned with Novell in mid-1995, following its decision to sell UnixWare and abandon the SuperNOS project, and left Novell later that year. Novell then publicly stated in November 1995 that it was looking for a buyer for AppWare. In March 1996, it was announced (based on an agreement that had been signed the month before) that Novell had sold all rights to the AppWare technology to a new company called Network Multimedia Inc., which was headed by Ed Firmage, who had been director of AppWare marketing at Novell.


title: Novell

text: In March 1994, Novell announced that it was acquiring WordPerfect Corporation, whose primary product was the WordPerfect word processor, as well as acquiring the Quattro Pro spreadsheet from Borland. Novell executives said that goal of the acquisitions was to build a suite of products that could be connected across the network via NetWare and UnixWare. Key to this was the idea of "groupware" for collaboration. Noorda said, "The era of stand-alone personal computing is evolving into group collaboration that connects individuals, groups and companies. Novell's objective is to accelerate this market transition." The geographical proximity, as well as the cultural similarity, between the two companies also made the acquisition seem like a good idea. The merger, and acquisition from Borland, both closed on June 24, 1994 (with the public announcement being made on June 27). Work on the acquired products was organized into the company's Application Group. Both before and after the acquisition, there were substantial layoffs of WordPerfect staff; at the peak right after the acquisition closed, Novell's employee count was around 10,150. Novell's corporate address was shifted to WordPerfect's Orem location for a while.


title: Novell

text: The market for standalone word processors and spreadsheets was expanding to that of office suites, where Microsoft Office had an early lead in marketshare. To compete, Novell PerfectOffice 3.0 was released in December 1994. It was based upon an earlier effort, Borland Office 2.0 for Windows, but had superior look-and-feel and integration. It contained not just WordPerfect and Quattro Pro but also other products, most of which had originated at WordPerfect Corporation, including Presentations for slides preparation, a personal information manager called InfoCentral, and the GroupWise collaboration product. There was also a professional edition that included AppWare as well as Borland's Paradox database. PerfectOffice surpassed in sales one early player in the space, Lotus SmartSuite, and GroupWise found three times the number of users as Lotus Notes. The application products also had the advantage of what Novell's senior vice president for corporate marketing, Christine Hughes, called "[an] 'in your face' presence for the user. Otherwise no one is aware it's Novell providing that connection." But industry analyst reaction was that while PerfectOffice 3.0 was a good product, it was arriving too late to head off Microsoft Office's momentum.


title: Novell

text: WordPerfect also played in a role in larger architectural ambitions within Novell, as WordPerfect incorporated OpenDoc and IBM System Object Model technology. These became part of the basis for Novell's larger distributed object strategy. That strategy was tied to having supporting multiple object request brokers that could tie in NetWare Loadable Modules, the AppWare Bus, UnixWare, and eventually SuperNOS itself. WordPerfect itself was also supposedly using the AppWare foundation layer in its work. Other parts of WordPerfect were deemed less strategic, and the Main Street line of multimedia products for children was dropped.


title: Novell

text: During its time in Novell, WordPerfect still sold reasonably well as standalone software, garnering almost half of all such word processor sales; but the market was increasingly dominated by the idea of office suites, and there Microsoft Office was supreme, with 86 percent of the market compared to only 5 percent for Novell's PerfectOffice. As such, the WordPerfect and Quattro Pro part of the company dragged down Novell's earnings and stock price.


title: Novell

text: Novell stated in November 1995 that it was putting its personal productivity product line up for sale. Then in January 1996 it announced that the sale of these products, primarily WordPerfect and Quattro Pro, would be made to Corel for $186 million, a large loss from the $855 million that it had originally paid to acquire WordPerfect. Novell did hold onto a few pieces that it had acquired from WordPerfect, most importantly the GroupWise collaboration product. By some estimates Novell had lost $750 million on the WordPerfect experience. The sale to Corel was completed in March 1996.


title: Novell

text: Overall, none of these moves had worked out well – for instance, Novell suffered a net loss of $35 million for its 1993 fiscal year, largely due to write-offs for the acquisitions, and under criticism from Wall Street, Novell's stock price underwent a prolonged downturn – and many of the companies and products that had been purchased were subsequently sold off. Novell did have its two largest revenue years in 1994 and 1995, generating $1.998 billion and $2.041 billion in sales respectively. But the Noorda-era acquisitions were short-lived.


title: Novell

text: The business press was negative on the whole attempt: "The New York Times" referred to "acquisitions Mr. Noorda had made in his latter years in a disastrous attempt to compete head-on with Microsoft", while the "San Francisco Chronicle" talked of "a disastrous acquisition spree undertaken by previous CEO Ray Noorda in an effort to compete with Microsoft." By the year 2000, "The Age" would say that "The WordPerfect acquisition was the biggest disaster in software history".


title: Novell

text: In August 1996, Frankenberg himself departed Novell in what was variously portrayed as a mutual decision, or as a resignation under pressure from the company's board of directors. His years there had been marked by having to disassemble Noorda's acquisitions but also by failing to fully recognize the growing importance of the Internet for networking applications.


title: Novell

text: Novell's core products did not stay idle during this challenging-of-Microsoft time, as work in the company's NetWare Systems Group continued.