## On 2002-11-30 15:41 +0100 Jim Segrave typed: JS> JS> I find the reactions on this mailing list disturbing, to say the JS> least. The rush to judgement about what happened appears to be based JS> on speculation and assumptions about how this large facility was run, JS> managed and staffed. JS> JS> As far as I can see, the known facts are: JS> JS> There was an oversize layer 2 network and it broke. JS> It was hard to repair. JS> The CTO is a physician on the hospital board who, on first sight, JS> appears to have considerable qualifications in the IT area. I agree except that it's not CTO but rather the CIO JS> JS> The unknowns are: [snipped for brevity] Many unknowns - no argument here JS> JS> JS> But people are speculating with no knowledge of the JS> actual organisation, history, planning, what risk assesment had or had JS> not been done, or any other information excpet guesses and prejudices JS> about what they think might have happened and an apparent assumption JS> that this is all the result of turning over a large enterprise network JS> to a jumped up physician whose only qualification was running a couple JS> of Linux boxes on a home network. None of the above unknown issues JS> have been addressed anywhere. ## On 2002-11-29 23:43 +0200 I typed: RS> RS> RS> Are you suggesting that a CIO at a "huge hospital"(or any other enterprise) RS> Needs to be an expert at LAN/WAN networking, Systems, DBA & Security RS> Rather than a management expert that has a good grasp of the basic IT RS> issues and understands the core business needs of the enterprise ? RS> Can you please indicate the assumptions/speculations in the above question? JS> I hope the posters never pull jury service, as there seems to be a JS> complete disregard for the idea of gathering facts before passing JS> judgement. JS> 1) You seem to imply *all* previous posters in this thread (which is why I'm responding to you in public) 2) IMHO you should try having a good long look in a mirror ;-) -- Rafi