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`Page 1 of 6
`Pége1 6f6'
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`AKAMAI. OVERCOMES THE INTERN'ET'S HOT SPOT PRO'BL,
`
`BY PAUL SPINRAD
`
`MIT 2006
`MIT 2006
`Limelight v. MIT
`Limelight V. MIT
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`Page 2 of6
`Page 2 of 6
`
`aul Sagan says that Danny could
`leave the company to finish his
`_ PhD and publish his thesis, but then
`they’d have to kill him. Everyone else at
`Akamai is encouraged to complete their
`academic work, a slew of them at MIT, but
`Danny - him they’d have to OH. He knows
`too much.
`
`Danny Lewin is an algorithms guy, and
`at Akamai Technologies, algorithms rule.
`After years of research, he and his adviser,
`professor Tom Leighton, have designed a
`few that solve one of the direst problems
`
`holding back growth of the Internet. This
`spring, Tom and Danny’s seven—month—old
`company launched a service built on these
`secret formulas.
`
`
`
`The Akamai solution recalls great histori-
`cal shifts — discoveries of better, faster ways
`— like the invention of Arabic numerals, or
`
`the development of seafaring. Take the lat-
`ter: For most of prehistory, people traveled
`exclusively over land. Then, around 5,000
`
`years ago, they discovered that floating
`cargo on water was easier than lugging it
`across terrain — no mountains to climb, no
`
`roads to negotiate. Seafaring transformed
`most of the world’s surface from unusable
`
`space into a vast ubiquitous shortcut, a
`portal to faraway lands and great riches.
`Natural harbors blossomed into sophisticated
`cities. And although societies continued
`exchanging goods with their neighbors over
`land, the first world powers, the first
`empires, commanded the seas.
`In some ways, sending information
`around the traditional Internet resembles
`
`human transport, pre-Phoenicia. The Net
`was originally designed like a series of
`roads connecting distinct sources of content.
`Different servers, physical hardware, spe-
`cialized in their own individual data
`
`domains. As first conceived, an address like
`
`nasagov would always correspond to ded-
`icated servers located at a NASA facility.
`
`

`

`
`
`
`
`
`When you visited wwwhscnasagoo to see a shuttle launch,
`you connected to NASA’s servers at Kennedy Space Center,
`just as you traveled to Tivoli for travertine marble instead of
`picking it up at your local port. When you ran a site, your
`servers and only your servers delivered its content.
`This routing system worked fine for years, but as users
`move to fatter pipes, like DSL and broadband cable, and as
`event-driven supersites emerge, the protocols tying informa-
`tion to location cause a bottleneck. Back when The Starr
`
`
`
`
`Report was posted, Congress’ servers couldn’t keep up with
`hungry surfers. When Victoria’s Secret ran its Super Bowl
`ad last February, similar lusts went unsated. The Heaven’s
`Gate site in 1997 quickly followed its cult members into obliv—
`ion. And when Elite Phantom Menace trailers hit the Web this
`
`spring, a couple of sites distributing them went down.
`This is the “hot spot” problem: When too many people visit
`a site, the excessive load beats it up like an overloaded circuit
`and causes a meltdown. Just as something on the Net gets
`interesting, access to it fails.
`For more time—critical applications, the stakes are higher.
`When the stock market lurches and online traders go berserk,
`brokerage sites can hardly afford to buckle. In retail, slow
`responses will send impatient customers clicking over to the
`competition. Users may have Pentium Ills and ISDN lines, but
`
`
`
`
`
`——___
`Page 3 of6
`Page 3 of 6
`
`works introduced a service perilously similar to what they’d
`envisioned, but Tom and Danny’s load-balancing solution
`
`was one step more radical, and the problem was plenty big
`for two contenders. Paul Sagan, a content guy from Time
`Warner’s Pathfinder, signed up to lead them, and the Cam-
`bridge, Massachusetts-based startup began building its own
`globe-spanning network of servers that would handle Web
`content in a brand-new way.
`It worked. With Akamai’s FreeFlow service, all content
`
`pours through the entire network, instantly responding to
`demand, ebbing and flowing as needed, changing routes
`and locations in response to current conditions. Its ocean
`of servers connects to the terra firma of the rest of the Net
`
`at scores of ports, all of which move data more quickly as
`conditions continually change.
`
`N0 FIXED ADDRESS
`
`In January, Akanlai began running beta versions of FreeFlow,
`serving content for ESPN.com, Paramount Pictures, Apple,
`and other high-volume clients. (Akamai withholds the names
`of the others, but you can tell if a site is using the service
`by viewing the page source and looking for ahamaitechnet
`in the URLs. A cursory test reveals “Altamaized” content at
`Yahoo! and GeoCities.)
`
`
` THIS IS THE-HOTSPOT PHENOMENON: JUST AS SOMETHING
`
`ON THE NET GETS INTERESTING. ACCESS TO IT FAILS.
`
`
`ESPN.com and Paramount have been good beta testers —
`when a site can’t keep up with demand, they feel like they’re
`on a slow dialup. And users on relatively remote parts of the
`ESPN.com because it requires frequent updates and is sensi-
`tive to region as well as time, and Paramount because it
`network — even tech hubs like Singapore — often suffer slow
`responses, not just during peak traffic.
`delivers a lot of pipe-hogging video. On March 11, While ESPN
`ISPs address this problem by adding connections, expanding
`was covering the first day of NCAA hoops’ March Madness,
`capacity, and running server farms to host client sites on
`Paramount’s Entertainment Tonight Online posted the second
`many machines, but this still leaves content clustered in one
`Phantom Menace trailer. FreeFlow handled up to 5,000 hits
`per second for the two sites — 250 million in total, many of
`place on the network. Publishers can mirror sites at multiple
`them 25-Mhyte downloads of the trailer. But the system never
`hosting companies, helping to spread out traffic, but this
`means duplicating everything everywhere, even the files no
`exceeded even 1 percent of its capacity. In fact, as the down-
`one wants. A third remedy, caching, temporarily stores copies
`load frenzy overwhelmed other sites, Akanlai picked up the
`of popular files on servers closer to the user, but out of the
`slack. Before long, Akamai became the exclusive distributor
`original site’s control. Naturally, site publishers don’t like this
`of all Phantom Menace QuickTimes, serving both of the official
`— it delivers stale content, preserves errors, and skews usage
`sites, starwars.com and applacom.
`stats. In other words, massive landlock.
`So how does it work? Companies sign up for Akamai’s
`So in 1998, with their new algorithms in hand, Tom
`FreeFlow, agreeing to pay according to the amount of their
`Leighton and Danny Lewin found themselves facing a sort of
`traffic. Then they run a simple utility to modify tags, and
`the Akamaj network takes over. Throughout the site, the
`manifest destiny. The Web’s largest sites were straining to
`meet demand — and frequently failing. Most needed better
`system rewrites the URLs of files, changing the links into
`variables to break the connection between domain and loca-
`traffic handling, a way to cool down hot spots and speed con—
`tent delivery overall. And Tom and Danny had conceived a
`solution, a grand-scale alternative to the Net’s routing system.
`In September, a California company called Sandpiper Net~
`
`
`Section editor Paul Spinrad (spinrad@wired.com) is the
`author of The Re/Search Guide to Bodily Fluids.
`
`WIRED AUGUST 1999
`
`IEEI
`
`tion. On www.apple.com, for example, the link www.cpple
`.com/home/media/menace_'640qt4.moo, specifying the 640 x
`288 Phantom Menace QuickTime trailer, might be rewritten
`as a941.ahamai.com/7/941/51/256097340036aa/www.apple
`.com/home/media/menace_640qt4.moo. Under standard
`protocols, a941.ahamaiteeh.net would refer to a particular
`
`

`

`AKAMAI
`TECHNOLOGIES
`
`VISION
`
`Better living through
`
`HEADQUARTERS; Cambridge, Massachusetts
`
`FOUNDED: September 1998
`
`EMPLOYEES: 130
`
`KEY INVESTORS: Baker Communications
`Fund, Battery Ventures, Polaris Venture Partners,
`TCllll' Group
`
`INVESTMENT TO DATE: $43 million
`
`mathematics: Akamai's
`
`PRODUCT LAUNCH: FreeFlow, April 1999
`
`egghead algorithms
`
`and globe-spanning
`server network deliver
`
`Web site content like
`
`a Sledgehammer kills
`
`a fly. At the literal level,
`the FreeFlow service
`
`promises improved
`content distribution
`
`for online publishers.
`
`Between the lines,
`
`it’s a plan to privatize
`the Web.
`
`TOM LEIGHTON
`CHIEF SCIENTIST
`COFOUNDER
`Leighton, a professor of applied mathematics at MIT,
`literally wrote the book in his field, the graduate—
`level text introduction to Parallel Algorithms and
`Architectures. He holds eight patents, has authored
`more than 100 research papers, and worked as editor
`in chief of the Journal ofthe ACM. He's also a source of
`
`personal inspiration among MIT students and faculty
`— seen as a noble figure and an exceptionally nice guy.
`
`DANNY LEWI N
`CHIEF TECHNOLOGY OFFICER
`COFOUNDER
`After his active service in the Israel Defense Forces,
`Lewin earned two undergraduate degrees simulta-
`neously at Technion, a he the Israel Institute of
`Technology, before working for IBM in Haifa and
`enrolling at MIT. At Akamai, Lewin developed the key
`algorithms underlying the FreeFlow technology.
`
`Page 4 of6
`Page 4 of 6
`MAJOR COHPETITOR: Sandpiper Networks,
`Westlake Village, California
`Since its launch in September 1998,this adaptive
`content distribution service has attracted highrtraffic
`Web sites like Intuit and E! Online. Deals with AOL
`and lnktomi have helped multiply the size of its
`network by a factor of 20. Recently, a $21.5 million
`second round offlnancing brought in investment
`from Hambrecht 8: Quist, Times Mirror, and
`BancBoston Robertson Stephens. Akamai's system
`may be smarter, but its first product release is seven
`months behind. Place your bets.
`
`CHAIR AND CHIEF EXECUTIVE OFFICER
`JOINED AKAMAI: April 1999
`Aftera 31-year career at lBM, Conradesjolned BBN
`to turn one of the Internet’s original research centers
`into one of its largest service providers. GTE bought
`BBN in 1997, after which Conrades headed its
`internetworking divisi0n.Then be skipped over to
`become a venture partner at Polaris, and through
`this association became Akamai's CEO.
`
`PAU L SAGAN
`PRESIDENT AND CHIEF OPERATING OFFICER
`JOINEO AKAMAI: January 1999
`Sagan was president olTime lnc. New Media from
`1991 to 1996 and spent a year afterward in Geneva,
`at the World Economic Forum, before learning about
`Akamai. At Time lnc. New Media, he launched NY 1
`News, the regional cable network that broke ground
`by sending its reporters out with camcorders. He also
`helped launch the cable modem service Road Runner
`and the mega Web site Pathfinder. His penchant for
`applying new technologies to old media may come
`from his newsman father, who created a shared story
`pool "network" for several suburban Chicago papers
`by using specially equipped typewriters, early
`Rockwell OCR machines, and a station wagon.
`
`machine. But with Akamai‘s system, the address can resolve
`to any one of hundreds of servers, depending on current
`conditions and Where you are on the Net. And it can resolve
`a different way for someone else — or even for you, a few
`seconds later. (The /7/941/51/256097340036ao in the URL
`is a fingerprint string used for authentication.) This new
`method is more complicated, but like modern navigation,
`it opens new vistas of capacity and commerce.
`Sandpiper remains Akamai’s only direct competitor. In
`April it signed a deal with AOL and Inlctomi to begin serving
`their sites and incorporating their servers into the Sandpiper
`network. But a month out of the starting gate, Akamai was
`running immediately neck and neck with its rival, both
`promising more than 1,000 servers by the end of the year.
`
`ACADEMIC HOT SPOT
`
`Partly because it arrived second, Akamai has had to differ-
`entiate its product. The company has done this not only by
`focusing on fine points of the technology, but also by position-
`
`ing itself as the intelligent solution. FreeFlow is the master-
`work of leading scientists from MIT.
`What’s more, the scientists of Akamai are algorithms people.
`Whereas network hackers tend to be masters of improvisation,
`spotting local problems and using intuition and quick experi-
`mentation to fire off fixes, algorithms people tend to be slower
`and more rigorous, examining and proving everything along
`the way. They start with the most pared—down problems — sort-
`ing numbers, stacking rectangles, connecting dots — and build
`up to more complicated situations. They study how efficiently
`computer programs run under all conditions — the best, aver-
`age, and worst-possible cases - as the mass of processors, con-
`nections, and information become infinitely large. It may take
`them a while to find a solution they like, but when they do,
`they know it will work, both on paper and in any reality.
`80 network growth doesn’t scare algorithms people; they
`always push things to infinity anyway.
`You can trace Akamai’s genesis to LCS, MIT’s Laboratory for
`Computer Science, Where Tim Berners-Lee’s World Wide 13:! b-
`
`ISE
`
`WIRED AUGUST 1999
`
`

`

`The New Cool
`
`4 155 Web Consortium and Tom Leighton’s
`algorithms group both have their offices. In
`1995 Tim asked Tom if he thought distributed
`algorithms could reliably solve the hot spot
`problem, and Tom’s algorithms posse was
`intrigued. The problem raised interesting
`theoretical issues, the group’s forte, while at
`the same time the graphs of nodes and edges
`they drew on Whiteboards represented actual
`machines and Net connections. Real-world
`relevance! Several semesters and ideas later
`
`s some published, some still proprietary a
`Tom and Danny had blueprints for server
`software that would cool down traffic every-
`where. But better, they had formally proven
`that most of their algorithms were optimal.
`In other words, different solutions might give
`equally good results, but none could ever
`possibly do better.
`For their nonoptimal algorithms, Tom and
`Danny demonstrated that the problems were,
`in computer-science shorthand, “hard” prob-
`lems. This means there are no major short"
`
`for publishers, content providers, and seem—
`merce companies of all kinds, not a software
`company. With Akalttai’s service, publishers
`could forget about servers and ISPs, and con-
`centrate on content. Altamai would run its
`
`software on its own broadly deployed server
`network and sell guaranteed fast delivery,
`subscription style. The idea was to work with
`as many lSPs as possible to create a new
`layer of infrastructure on top of the Net, a
`fluid system that would run everywhere and
`reach out to remote populations.
`Small lSPs operate at a single location;
`the big ones have their own subnetworks
`encompassing multiple POPs in different
`locations. Both are basically facilities where
`a bunch of servers share one or more net-
`work connections. Akamai calls these facili-
`
`ties “regions,” and to get close to all users,
`the company tries to locate its servers in
`as many regions as it can. Singapore’s Sing
`Net has Altaniai servers in its single region,
`While Teleglobe has them all over. Partnering
`ISPs small and large benefit from improved
`capacity, while their users get faster delivery
`
`IT WAS A SOLUTION THAT WAS LITERALLY
`
`- DEMONSTRABLY - UNBEATABLE.
`
`cuts to finding the best solution; the problem
`is inherently difficult, and you just have to
`do the best you can with finite time and com-
`putational resources.
`Lastly, Tom and Danny knew with total
`certainty that, given their descriptions of the
`hot spot problem and the workings of the
`Net, the larger the network grew, the better
`their solution would perform. They not only
`had a solution, they had a solution that was
`literally — demonstrably — unbeatable.
`
`LA SAUCE EST TOUT
`The name Altamai means “clever” in
`
`Hawaiian, or more colloquially, “cool.” At
`Danny’s suggestion, the team found it by
`trying out words in an online English-
`Hawaiian dictionary. In a sense, FreeFlow
`is an attempt to put smartness into the Web
`page, the URL, and the network itself.
`Although at first Altamai’s founders imag-
`ined selling their traffic—calming solution as
`server software a ISPs would buy it and
`install it themselves to boost performance —
`they soon realized they should be a service
`
`of F‘reeFlow sites. (The company targets con-
`tent providers and ecommerce sites, but
`hopes to cultivate an Intelrstyle status among
`consumers as well, who would look for ISPs
`with “Altamai inside”)
`So Ahainai servers are in diaspora, but
`they remain clannish. They keep in constant
`contact with each other all over the map,
`speaking their own special dialect of Linux.
`Each region has one mapping server and one
`or more content servers. All content servers,
`no matter where they are, are eligible to
`serve any content. The mapping servers
`monitor the local state of the network: How
`
`fast are the current connections to neighbor-
`ing regions? Which cormections seem to have
`gone down completely? They figure out
`which servers should ceu‘ry which files, and
`then how to evenly disn‘ibute the hits for a
`requested file among the servers that carry it.
`Web pages themselves hrealt down into
`units: the HTML page plus each embedded
`file it contains 7 images, animations, sounds,
`video. Altamai’s system wisely leaves the
`HTML alone and scatters only the embedded
`
`WIRED AUGUST 1999
`
`IRE]
`
`Page 5 of6
`Page 5 of 6
`
`elements, the rationale being that these large
`or files cause the traffic jams, while plain
`HTML is fast and cheap. in a big cafeteria,
`FreeFlow might pick up your meat loaf,
`green beans, and rice pudding at three differ—
`ent counters, calculating which steam tables
`look hotter and where the lines are long. But
`your tray, the HTML, always comes from the
`same place. Keeping the HTML on the home
`server also keeps the user database and cus—
`tomization scripts in one place, where pub-
`lishers want them.
`
`When a user requests a file, the mapping
`servers decide on a content server in two
`
`stages: They choose first the best region and
`then the content server within that region.
`In computer—science terms, the first stage
`represents a classic “min-cost” flow problem,
`where the cost associated with each hop
`between neighboring regions — or how easy it
`is for traffic to flow between them 7 is weight-
`ed. As traffic conditions change, the mapping
`servers update these weights and continually
`find a low—cost route based on a user’s place
`on the network. As Akamai and Sandpiper
`both know, this is an expensive, “hard” calcu-
`lation. The mapping servers have to be fast.
`Within a region, for the second stage of
`routing, the system divides the traffic evenly
`among all the servers using “consistent hash—
`ing,” a wonderful double-randomized hash-
`ing algorithm that Danny invented, earning
`him MIT’s 1998 Morris Joseph Lewin Award
`(no relation) for best master’s thesis. Simple
`hashing algorithms, which assign objects to
`locations the way a card dealer deals out
`hands, break down completely when players
`drop out or come in; the original formula for
`who will receive what card, which relies on
`knowing the number of players, no longer
`works. But consistent hashing splits up and
`mines the assignments so thoroughly, while
`still using a fairly simple formula, that if
`locations drop out and throw things off, the
`correct location will still be close by. As more
`server problems and network glitches arise,
`the algorithm has to do more second-guess-
`ing, but it achieves the best results possible in
`an unsteady environment.
`Routing and spreading the hits intelligently
`is important, but it isn’t the whole solution.
`The real hot spot cooler is balancing the con
`tent load — determining which servers should
`have which files in the first place, before they
`fulfill requests routed to them. Altamai’s 190 P
`
`

`

`The New Cool
`
`4 133 solution replicates the popular files on
`multiple servers, spreads total loads evenly,
`and minimizes copying files around. The
`ingenious algorithm underlying this process
`is Altamai’s secret sauce, and as the French
`say, the sauce is everything.
`
`CAMBRIDGE DONE
`
`Underlying algorithms aside, a private net-
`work service business is a different beast
`
`entirely from a software business — for one
`thing, it requires far more money.
`Discovered by Battery Ventures through
`MIT’s student-run “$50K” Entrepreneurship
`Competition (the Akamai team failed to win
`the trial’s whopping $50,000 grant for start—
`ing a new business, though the winner
`turned out virtuous and offered to split the
`take with the four other finalists), Altamai
`later secured funding from several angel
`investors. Among them were Gil Friesen ,
`(formerly of Classic Sports) and Art Bilger
`(formerly of Apollo Fund and New World
`
`THE SANDPIPER APPROACH
`
`Akamai and Sandpiper are not the first in
`their field of distributed traffic management.
`Older systems, many still available and use-
`ful, perform sophisticated roofing and load
`balancing over groups of servers installed on
`a single subnetwork. Companies like Cisco
`
`(DistributedDirector), GTE Internetworking
`(which acquired BEN and with it Genuity’s
`Hopscotch), and Resonate (Central Dispatch)
`have been selling such solutions as installable
`software or hardware. Digex and GTE Inter-
`networking (Web Advantage) offer hosting
`that uses intelligent load balancing and rout-
`ing within a single ISP. These work like
`Akamai’s and Sandpiper’s services, but with
`a narrower focus.
`
`But only Ahamai and Sandpiper are selling
`the service of whole server networks span-
`ning numerous ISPs, and only Akamai and
`Sandpiper use the trick of rewriting URLs as
`a hook into the alternative system.
`Both companies’ services are pOWerful, but
`they’re not identical. Footprint customers
`specify which part of their content the sys-
`
`AKAMAI WANTS TO BE EVERYWHERE: SAYS PAUL, "A SERVER IN EVERY POP."
`
`
`
`Communications). Polaris Venture Partners
`of Boston and Seattle also joined, and by
`the end of 1998 the startup had more than
`$8 million in first-round funding.
`The talent snowballed. Battery Ventures’
`Todd Dagres recruited Paul Sagan as chief
`operating officer last January. In March
`David Goodtree joined as head of markets
`
`ing, after years of studying the IT industry
`at Forrester Research. In April George
`Conrades became Altamai’s CEO and chair.
`
`At BBN George had overseen the acquisi-
`tion of Genuity, authors of the traffic-man—
`agement software tool Hopscotch, and when
`he learned about Akamai, it seemed the
`perfect big-thinking, out-of—theebox idea:
`
`a Hopscotch for the entire Internet. Every—
`one believed.
`
`Today Akamai employs about 150 people.
`Many are MIT students, both graduate and
`undergrad. But alongside them in the trenches
`is a surprising number of actual faculty on
`temporary leave 7 full professors and associ-
`ate professors from places like MIT, Carnegie
`Mellon, and UC Berkeley.
`
`tem should handle by defining rules through
`a user interface, rather than by adding tag
`lines to page source. Sites project expected
`traffic levels ahead of time and pay for levels
`of service, rather than paying by the meter.
`Footprint users can choose from many
`content distribution options — some simple,
`some advanced — for different parts of a site,
`while FreeFlow optimizes everything auto-
`matically. Footprint also distributes HTML,
`not just embedded files, spreading database
`information through the network. Akamai
`leaves HTML at home.
`
`Under unusual circumstances, Footprint
`may be less bulletproof than FreeFlow, but
`it has proven itself well. It kept The Starr
`Report available on the Los Angelss Times
`site, when many others buckled, and served
`Intuit’s site reliably all through tax season.
`As long as speed is scarce on the Net, the two
`companies are going to find fans.
`
`Both companies, if they continue to grow,
`will route traffic more efficiently over the Net
`as a whole, increasing delivery speeds for
`subscribers and nonsubscrihers as well. But
`
`WIRED AUGUST 1999
`
`IBE
`
`Page 6 of6
`Page 6 of 6
`
`there’s a downside. Content delivered via
`
`these subscription-based networks will make
`content routed by the old, free Internet seem
`slow. A page that loads in six seconds seems
`fine until you visit one that loads in four. This
`
`effect will be magnified as people upgrade
`their connections to DSL and broadband
`
`cable. With fatter pipes, users will demand
`more information-intensive experiences,
`and the newly available last-mile bandwidth
`will be filled up with fast, dazzling content
`from supersites, served from networks like
`
`Akamai. ESPN.com will appear instantly, but
`you’ll have to wait an age for anything home
`grown or poorly financed.
`Others argue, however, that the Internet
`is already a tiered environment, where cash-
`rich content providers can add more and
`
`more hardware to improve delivery, while
`your cousin’s homepage, with no traffic man-
`agement resources behind it, is already slow.
`Akamai and Sandpiper just allow more pub-
`lishers to tap into premium services.
`Either way you look at it, the stakes are
`high. The winner, if there is one, will have its
`hand in the major revenue—generating sites on
`the Web. More than any other company in the
`medium’s short history, the winner will own
`
`the Net — or at least the parts of it that pay.
`
`SEA CHANGE
`
`Altamaiians compare their company to FedEx,
`delivering content faster and more reliably
`than the old USPS. It’s not a bad comparison
`7 as good, at least, as the glorious advent of
`sea travel thousands of years before Christ A
`
`but it raises the specter of huge capital needs
`and about 10 more years till ubiquity.
`Yet in less than a year, the little-known
`company is well on its way toward global
`domination. Akamai wants to be universal,
`as widespread as the Net itself, with, in
`Paul’s terms, “a server in every POP.” If the
`company has its way, every computer on the
`Net will connect to Akamai servers, which
`will push and pull content around With the
`tides, constantly running calculations on
`the turbulence and fluid dynamics of infor-
`mation. As each new site and ISP signs on,
`Akamai’s ocean will swell, carrying ships
`ever closer to their final goals. For now at
`least, the ordinary user ought to be glad that
`the company in charge of the Earth’s oceans
`wants only to give each of us beachfront
`property. I I I
`
`