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Patching Software: The Big Fix

Insecure software is forcing vendors to do what they've never done before: make good software

By Scott Berinato

October 07, 2002 — CSO — Let's start where conversations about software usually end: Basically, software sucks.

In fact, if software were an office building, it would be built by a thousand carpenters, electricians and plumbers. Without architects. Or blueprints. It would look spectacular, but inside, the elevators would fail regularly. Thieves would have unfettered access through open vents at street level. Tenants would need consultants to move in. They would discover that the doors unlock whenever someone brews a pot of coffee. The builders would provide a repair kit and promise that such idiosyncrasies would not exist in the next skyscraper they build (which, by the way, tenants will be forced to move into).

Strangely, the tenants would be OK with all this. They'd tolerate the costs and the oddly comforting rhythm of failure and repair that came to dominate their lives. If someone asked, "Why do we put up with this building?" shoulders would be shrugged, hands tossed and sighs heaved. "That's just how it is. Basically, buildings suck."

The absurdity of this is the point, and it's universal, because the software industry is strangely irrational and antithetical to common sense. It is perhaps the first industry ever in which shoddiness is not anathemait's simply expected. In many ways, shoddiness is the goal. "Don't worry, be crappy," Guy Kawasaki wrote in 2000 in his book, Rules for Revolutionaries: The Capitalist Manifesto for Creating and Marketing New Products and Services. "Revolutionary means you ship and then test," he writes. "Lots of things made the first Mac in 1984 a piece of crapbut it was a revolutionary piece of crap."

The only thing more shocking than the fact that Kawasaki's iconoclasm passes as wisdom is that executives have spent billions of dollars endorsing it. They've investedand reinvestedin software built to be revolutionary and not necessarily good. And when those products fail, or break, or allow bad guys in, the blame finds its way everywhere except to where it should go: on flawed products and the vendors that create them.

"We've developed a culture in which we don't expect software to work well, where it's OK for the marketplace to pay to serve as beta testers for software," says Steve Cross, director and CEO of the Software Engineering Institute (SEI) at Carnege Mellon University. "We just don't apply the same demands that we do from other engineered artifacts. We pay for Windows the same as we would a toaster, and we expect the toaster to work every time. But if Windows crashes, well, that's just how it is."