was_boring

Thanks for sharing the second link. It's the first time seeing it an encapsulates my own philosophy on alerting well, while providing examples of what to alert on.

I've been with teams who treat alerts as informational and then quickly get alert fatigue. Then when something actually does happen they don't recognize it because they've trained themselves to ignore all alerts.

At my current company we regularly review our alerts to make sure they are actionable and meaningful still.

Let’s be real, ad tech is a shady business with Facebook leading the charge. This shouldn’t be surprising to any ad executive whose performance isn’t measured by actual dollars generated, but by impressions, money spent, cost per click, and various other dubious metrics which are conveniently provided by the ad network.

Not to saying the ad network isn’t valueable (it is and the largest tech companies are ad networks), but that the numbers are juiced shouldn’t be surprising. It’s in every decision makers interest that it is.

A very small percentage would actually buy one and it would be very good PR. It would almost be a marketing expense at that point.

In this case political tension has very little to do with China and very much with India. India is one of the largest markets Apple has yet to penetrate, primarily due to excessive import tax as the Indian government (much like the Chinese) requires manufacturing within the country.

Let’s not fool ourselves into thinking China is not a reliable partner, or that Apple cares much about worker rights here (see wage fixing between FAANG as one example that likely affects many here at HN) or abroad. This was purely about expanding into a new market.

Serious question: does McKinsey have a track record of success and what we see in the news is a small number of failures; or are they just really good at selling the C-Suite?

I don’t think this is possible. Even large corporations have code leaked (Microsoft and Google) as well as secret government entities that take extreme measures.

Probably the most effective way is to hire people who are professionals and treat them like so at all stages of them being with you.

I don’t have much experience with other video editing software, but when I had to make some walkthroughs of new product features DaVinci got the job done and the result was fantastic—even on the free version.

Interesting. In the article it mentions Fortune 500 CEOs having highly regulated schedules without downtime (because they are meeting with different stakeholders all the time). It seems they have the wealth but maybe not the power?

Where as a nun perhaps doesn’t have wealth but has power over their time.

Curious if this applies to people who do not have the same wealth and power.

What is the difference between this and “labs” set up by companies?

For stuff I don’t really care about meeting any sort of SLA.

In my experience the shifts that line up with childcare are given to those with children who express the need.

A job that respects childcare is more likely to retain those employees that need it, and that can be used as leverage.

Most likely depends on what you consider professional. Turns out the qualifications for watching other people’s children are almost enterally age base. Even then there’s wiggle room for a competence factor that is deemed by the guardian and confirmed by the court.

For example, there is no lower age a child can be left alone in my state, and no requirements for leaving with someone else — except that the child or person can reasonably recognize danger and avoid it.

How does this stop the next one? It’s not the first time Russia has done this — and they have done it in European countries.