If the goal is to make money, you will make money. If the goal is to make quality software, you will make quality software. Sometimes those two goals are in alignment, most of the time they are at odds.
> Modern games though are clearly designed to get you as addicted as possible and to play as long as possible to an extent that made the old school 90s RPGs grinds look tame and mild.
You do realize the term "quarter muncher" isn't a modern one right? We had plenty of those types meth-level-addiction games back in the early days of gaming too.
You've reinvented Spotlight and tab-grouping by encroaching on the entire content space w/ nested layers of UI elements? If you're targeting the MacOS platform, you may want to reconsider this approach.
Not to mention it requires a cold-fill method of production. For acidified foods this is mostly okay, but hot-fill is the preferred method for keeping the bad stuff at bay and reducing the need for preservatives.
I much prefer the flavor of the Sriraja Panich brand you find in the Asian markets. But the squeeze-bottle packaging/pour of the Huy Fong stuff is definitely more convenient than the glass ketchup bottle style package Sriraja Panich comes in over here. I've never seen it in a squeeze bottle package like that second article shows.
Less commercialized for sure, and certainly not being entirely consumed by predatory data gathering tactics. Also, I can recall in the early 2000's being enamored with the idea of cheap, unlimited, and ubiquitous high-speed wireless replacing all terrestrial infrastructure. Sadly, ISPs have colluded to ensure that never becomes a reality. I guess I'm just mad at commercialization overall?
I don't feel the WFH pros/cons align perfectly with engineer/managers either. I know many managers who are very comfortable with managing a geo-distributed remote team. Mine in particular is quite good at it.
> What was a matter of just getting six people in a war room for a week and getting that hard problem done
As a person who at a previous job was often pulled into said "war rooms", we almost never "got that hard problem done", but we did always make management feel good about not being able to fully solve hard problems. Mostly these "huddle-work" scenarios created more problems (long term) than they solved, because people weren't motivated to solve the problem, they were motivated to leave the war room. I do my best work when I'm not constantly distracted by others, but many managers simply can't understand this and instead hamstring their employees by having "war rooms" and white-boarding sessions and stand-ups and deep-dives and all the other nonsensical ways of preventing people from actually focusing and accomplishing a task. Good riddance to the on-location office and all the hot garbo that comes with it; the rest of us will be quietly humming away, getting tasks done and solving major problems without such managerial hindrances.