Also spinning hdds… insane amounts of appreciation.
4,415 karma · joined February 16, 2010
Also spinning hdds… insane amounts of appreciation.
every time I see any startup run "games" on some aspect of daily life, it's going to go into killer robots in the end.
Look up “buy or build” which is the industry term for this kind of evaluation: buy product and use it/resell it or build your own.
Apple has gone for different strategies in various areas:
Build own Apple silicon chips, do not buy off the shelf chips from intel or nvidia or amd.
Buy and resell google storage but don’t want to build their own distributed data store for end users.
It’s about what matters more for the company and the core products. Apple’s laptops, cell phones are considered core products. Icloud is a value add.
This is also why apple is making their own cell phone broadband chips. For most companies, this is a “buy from qualcolm” but apple needs to build their own for independence for their number 1 core product: the iphone.
even if you pay the ransom to the 1st group, the 2nd group will leak.
It's all fake venture capital money, but they are the big cheese.
there is no human on the other end of the chain, and I bet that chargebacks are how they issue refunds (ie relying on the "nuclear" option as the standard practice of how refunds fundamentally works at their company.
ie "don't need to answer emails about refunds, because if they really wanted their money back, they'd issue a chargeback" as part of the regular procedure.
a lot of companies do this, and it's a common way of minimizing customer support budgets.
Think about how Intel, who pioneered the know how, can't build cutting edge nodes in the levels that they need to make it profitable.
IBM had to sell their fabs to cater to the whims of "shareholders".
It's the greed of stockholders that you need to blame.
It's useless to get a higher score on compliance than the leading engines because ... no one else can use them.
the psu is grounded, but the static has no way of getting to ground (via psu) if the case itself is non-conductive.
unless you are an agent posing questions to get people to sink themselves.
Give them a bit of power though, and they will kill you to take your power.
- you don't need to understand the whole in order to help
the kind of bugs you can start with are like :
- this icon is a bit weird, it's off centre by 2px - how do I add 2 pixels to this icon? either by moving it or by changing the underlying image asset? if I'm moving it, what is the subroutine that paints it? if I'm changing the image asset itself, where is it stored? (is it in a packed store? or is it just a plain file, etc)
- when I click this button, trace the pathway - it's supposed to add to history and turn blue. is it doing that?
etc.
For large projects, start super small and work your way out from there.
It was rough a few years ago, but nowadays it's pretty nice. TI rebuilt their Code Composer Studio using Theia so it does have some larger users. It has LSP support and the same Monaco editor backend - which is all I need.
It's VSCode-with-an-Eclipse-feel to it - which might or might not be your cup of tea, but it's an alternative.
everyone does it. I'm pretty sure your home country, whatever it is, also does it.
it's the equivalent of banging fists on tables to try to get people to toe the line, and the US does it a ton. Russia does it. China does it.
even small countries does it too.
You'll find the same names appearing over and over again.
The reason all companies seem to do the same thing at the same time is that their boards are all the same people giving the same order to all their companies' ceo's at the same time.
There is also the idea: you can order other people to do it, but I'm not going to do it - I resign.
In business/corporate world, it's more like: I can't fight the idiotic director level decisions, so I'm going to quit and either
1) start another company to directly compete
2) quit, join another company to compete or
3) quit, get more experience, and then come back years later at a much higher pay / position to fire the director who was braindead in the first place.
3) in particular plays out way more often than you'd think in silicon valley/tech industry, where by quitting and changing jobs, you can easily get a bunch of promotions and experience outside, so you can come back in to the company at a much higher level.
Think Intel and Pat Gelsinger. As an engineer, Pat couldn't get anywhere so left in 2009 to go lead VMWare. Then he returned to Intel as CEO in 2021. He still didn't get anywhere and got fired, but at least it was for executing his vision. If he stayed at Intel, he would have just been a peon engineer for the rest of his life. At least by quitting he got the CEO job later.
Same story re the current Intel CEO Lip-Bu Tan, by leaving the board, he was signally his unhappiness with the conditions, and by rejoining as CEO, he gets to make the decisions.
Resisting and fighting from within is usually your weakest play in organisational change.