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.
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.
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.
I’m 100% self taught, and have a humanities degree. I’ve worked in global 500 companies, as well as YC startups. I consider my greatest strength to be the ability to teach myself, and that has led to front end, backend, ML, etc. work.
I have never worked at FAANG but with most of them going remote, I’ll probably take my chances next year (a kid on the way so staying with current employer to ensure family leave). To be honest, I’m also scared of the rejection.
I view the learning process as multiple steps. The first is to learn the technology to become useful, while doing that it’s really important to learn the social context of it and how to talk to others in an informed way. I can’t stress that enough.
If you are looking to break into industry I suggest doing a few side projects to demonstrate knowledge, and aim for a company who will give you a chance. For me, this was consultancy.
It requires study off the job, but I love it and would be doing it anyways.
I work on part of this problem on my team at my job. How we are organized is specific teams do exactly what you describe.
I work on data ingestion and getting it to a safe place as quickly as possible (this has more senior members then other teams because of it’s importance). Another team does ETL on it, another for data storage and access, another for ML governance, another for creating the models, and so on.
We focus on our domain and communicate. Seems to work well.
Don’t worry about that. One of the reasons I got really into STEM at a young age was because of educational programs. Started with Magic Schoolbus, graduated to Bill Nye and copious amounts of Discovery (90s when it tried to stay about science)
You need habits that reward your dopamine triggers in a sustainable way. Some people that's big projects being done and they can ride that high. Others need small tasks and a checklist. Still others are in between and require both.
I require small dopamine hits throughout the day. Big projects mean nothing to me.
(Dopamine in this case is stuff that makes me feel good. I care not to debate if that's the right word.)
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.