As part of non-IT management I'm culpable of last-minute changes in business strategy / tactics. Easy to disparage (How can strategy change last-minute? It's like starting with soccer, but ending with rugby.), but market circumstances can change in an instant. A few key customers expecting new and custom specs and possibly an entrant willing to offer those specs, and whoops there goes predictable management based on strategy / tactics / operations.
The thing EM adds for me is agility (small a). Our engineers work Agile (quite happy with it), but they are human. They (as a group) have an overarching goal in mind (to reach X now, Y later, to keep Z in check, but replace O around then and then). Management can undermine that medium term feeling of being in control. That leads to losses in confidence and commitment. EM helps bridge that gap. In the end it all comes down to getting the Why across emphatically.
I would presume this is like capturing rainbows or beautiful skies by photo. Harder than it seems. You can’t capture the dampening effect of the environment by (regular?) microphone.
A part of become a good runner is letting go of expectations. There is a lot of quasi meditative written on the topic, but even if that’s not your thing: even if you walk/jog/walk to retain a constant, middle to low heart rate you could easily have the same effort as a trained runner doing some great mileage. The humbling part is part of the experience. Stay away from anything with speed for the first thousand miles. It will only lead to injuries. The good thing is, both condition and speed will improve very fast and the happy run feeling isn’t based on speed or distance. It’s being outside, alone, in silence with sounds and weather while doing something actively (but not overly). Did I mention I miss running? (Alas I am now missing some necessary cartilage.)
I think this is mostly true. Perhaps truer still is that the US willingly had rules that massively reduced their market power in negotiations, which in a game of parallel negotiations leads to the obvious price discrimination. You cannot blame big pharma for giving a client willing to pay any price without negotiations what the client wants: high prices.
One counterpoint is that in my country we’ve successfully reduced prices for medicines a lot by strong negotiations in the last decade. We are last in line among western nations for medicines now. Shortages all around.
That's pretty universal (worldwide) I guess? White collar corporate staff that is predominantly unversity educated. That still doesn't mean the curriculum is or should be corporation directed or focused. I know little about this, but India and South-Korea come to mind where there might be more direct links. UK as perhaps a counterpoint where you can find corporate role with an Oxbridge arts degree, or France.
Rent seeking causes that correlation (so there is actually a causal relationship): Some professions require certain university degrees. They pay high wages. Universities found out they can extract a rent on future earnings of potential entrants. So you could actually argue that by requiring the degree the firms not only create the rent extraction, but also de facto agree on the curriculum.
I’ve been in finance for nearly 20 years and okay, so, I’m kind of hesitant to admit… this is so great. Would love for my controllers to create such graphical flows of operating results. At some scale accounting gets pretty hard (hard as in at least one professor on the accounting policies team) and what I’ve learned from statistics is that graphics matter (Ross Ihaka, Andrew Gelman). With the appropriate abstraction any figure can get a graph of the constituting components. Moment of clarity here, thank you.
You’d actually want to think a bit more. Where is your paper decryption key? Is it off premises? Test a, some or all of the files in the archive. Boot into an ISO. Try it again. And that for all of your backups. It’s not a backup until it is tested.
I find it wonderful that the IASB lets these non-GAAP shenanigans continue to be. They could easily create a much larger distinction between GAAP and non-GAAP accounting, for instance by requiring a stronger separation in the presentation of different measures. Accountants can’t be very happy with yearly changing non-GAAP definitions that are “ment to” increase comparability but actually serve mostly to give boards a feeling that they have influence over presentation of how they think it is, instead of presentation of how it is.
An RPA-team that does work for me as a client told me that with a certain system they just use a 20 second window between actions. The robot is not much faster than colleagues, but a lot more sturdy and appreciative of menial work. I curse all developers of bigcorp software that do not create an API for all functionalities exposed to users. Likewise, we don’t praise those that do enough!
So this just bit for bit dumps a NVMe device to another location. That’s clear. So all encryption just is transferred and not touched. But doesn’t the next machine go into panic when you boot? There are probably many changes in the underlying machine? (Okay, now I read the other post. The author really knows the way. This is at least intermediate Linux.)
I'm a worrier about things like these. I always imagined that's why the roof in the bathroom is lower and curved. A lot less room for gaining vertical speed. So you'd be temporarily stuck to the ceiling and perhaps a bit dirtied, but less hurt than getting double struck by first the lockers and then the higher ceiling in the aisle.
I wonder about the strength of the argument. It’s a 80 versus 120 people study, with the adverse events being quite low chance events and the risk very much driven by age and lifestyle.
Another decision that sounds nice in a Cupertino office and will cost them a few billion in fines along the way. These laws exist to protect European citizens. Them being abroad or not is none of Apples’ business. EU could even start fine stacking, since geolocating customers for their private peeves (preventing a worldwide market for iPhones with 3rd party apps.. why is that worth so much?) seems against GDPR as well.
The cancellation of the Epic Games developer account by Apple now on HN front page is another example. Apple has lost its marbles. You have a company creating gold from silica that has an another gold mine around the corner. Why the fear of playing somewhat nicely? Cannot imagine their moats crumbling by these comparatively tiny problems.
We should find a nice name for people wasting time at discussions with a AI-bot. Bornbir seems a one-person troll shop. For them to entertain and harass dozens (or are the others AIs too and am I stuck in the past) is very wasteful.
It is the most shitty (and stupid) way possible to act though. Old price x 12 is not in good faith. Contracts are based on good faith. Give them a rationale, give them a deadline 24 months hence and a fair price increase. Dare to say no to individual customers. Any customer should now start planning for the end of their Broadcom VMWare-contract. If they do not act in good faith to a random customer, why would they to you? Large company contract management is based on trust. This might cost Broadcom a lot more than a few individual customers that they were planning on 'letting go'.
I work at a company that got sold by another company with an indefinite LTA (long term agreement) in place. Former owner did not honor the LTA, but at least was transparant and timely about it. We got two years to sever several key processes. We will end up severing all ties, since the business risk of leaving open ends without the LTA is too big for my risk appetite. Fool me once. And that's our business consequence of not honoring an LTA even when the former owner severed the ties in good faith. If the buy-in is not there for both parties to the contract, then there is no ongoing relationship.
There is a lot of money on the table for Backblaze or any other party to organize more user friendly software that fills the gap between sync and backup, preferably both. Dropbox syncs my iPhone photos and all machines seamlessly. Compared to Backblaze, my backup storage, I’m paying $ 11 for sync software that works and does iOS photos. The other $ 1 is storage and backup. Pretty clear win for software.
This does read like a slight snark (the step from 'fringe' to 'mainstream' - who wants to be mainstream?). It further emphasises the point that in the 80s and early 90s looking for non-local 'long tail' music as a youth was pretty much impossible. Especially if / when too young for bars and concerts, all you could find had to be signed on mainstream labels. I had the luck in that I could go to local concerts, thus discovering local talent (and buying their cassette tapes). You needed venues and allowing parents for that. Currently listening to several artists with < 500 streamers a month on Spotify. Nothing in the 80s and 90s can compare with that discoverability.
Green Tea Press (by Prof. Downey) has a donate button. That's probably a more efficient means of supporting the project than buying the book, considering all the middlemen.
I’ll give you good odds that if you ever talk to the CFO about the transactions they personally sign off on, it’s a lot of emails and spreadsheets passed around. Processes are there for the little people, the big ones are chefsache. I also know what the biggest risk are. Not the automated stuff, not the very big M&A stuff, it’s the not yet automated routine combined payment order that is boring but rests on a few insiders to keep working. Insiders are very much in demand for these cons. The voice of the CEO is nothing, you need the proper tone, the proper pomp and circumstance.
At the end of the day even in large firms you only need to fool three or four eyes. Those eyes might get a lot of transactions to process and a certain sense of complacency might occur. The hope is that automatic controls will aid those humans with all kinds of checks, but even billion dollar transactions at the end of the day are human transactions.
Probably not what you are looking for, but … management? In old school firms most managers have followed a career path over different departments, learning the ropes and multiple aspects of the business and often company, building a network while growing as a person and in scale/scope. They are supposed to be able to build bridges and transcend the petty politics between teams in order to get things moving.
This is my dream. A company in between me and all kinds of service providers (energy, insurance, internet, mobile, let’s go crazy and add: mortgage, mobility) and just regularly switches me to the best offer while I retain service. They could get probably get away with a 10% fee and still deliver, because they can reverse auction their portfolio and get massively better deals than usually available. They can do KYC and vouch for my credit rating, keep my PII safer while putting my saved money to work in an investment account while bargaining for the lowest costs. Worth billions. We could then use those billions to buy stakes in the firms that give us shitty service to force them to put the customer first.
(The Netherlands) Pension contributions + employer taxes + office space. First two add up to about 70% on top of gross wages paid. Office space I’d estimate at € 2k per office worker. But indeed, laptops and MS software is cheap in comparison. Bloomberg Terminal comes to mind as a not so cheap software package.
My wife and kids have educated me that skins in games are like dresses on Barbies and great fun. At great length my friends talk about motor cycle handholds, exhaust and other things I know nothing about. I liked the interior LED themes in recent Volvo’s. This all to say: de gustibus non disputandum. People will like what you (and I) abhor.
I think this is a pretty drastic take. Shitty products are not the problem of marketplaces, fakes are. Fakes seem hardly a problem in the market for digitally sold games. Steam solves that problem quite well (Amazon as a counterpoint). I don’t care about the 12k games published in 2023, I bought a few after reading reviews. The risk of the 12k (with say 100 gems) becoming 240k (with say 102 gems) is pretty low, even if we allow for more false reviews on Steam becoming a factor. Steam could happily start listing MetaCritic reviews and other external reviews as additional sources and then there is again no problem unless I am missing a part of your argument. (And then we still have the service Steam can deliver counteracting this risk by refunding purchases, which they do after filling in some forms in my N=1 experience.)
Yes, multiple levels of governance were unaware of these actions, including the prime minister (a covert action that could count as a casus belli might be something to mention to the PM) and the committee where the leading representatives are briefed on all matters intelligence ('commissie stiekem'). How it went down, both the executive and legislative branch of government were in the dark. That's way more trust than the system is supposed to give the spooks.
A former head of the intelligence department is quoted that not briefing the PM is more or less default ("sweeping his sidewalk"), which is an insult to democracy. Not that I cannot see the rationale for this action, but it all falls under the broad perversions of democracy and justice that our former-PM (Rutte) has willfully accepted.
I will send you an email next week! Thanks a lot for reaching out and your enthusiasm.
The part about making EMs responsible for the financial investment or at least some inkling of the cost/benefit part of change budget has been one we've started upon a few months back. I think that can be a rewarding trajectory, but to be honest - there is a chasm between the easy with which management controllers (my team) think about these things and boots on the ground type of work of keeping our delivery teams of say 10 programmers each working and communicating. I've learned that you shouldn't burden people managers with too much finance. Just like you shouldn't make people managers of finance people. (This somewhat in jest. We do geek out many levels of financial 'theory' above the rest of the people in regular departments. They talk sales growth, we talk the interest rates effect on return on capital invested.) I have a fear that piling finance on top of the people and systems responsibilities of the EM will not work out. At least the controllers should make it _easy_.