Graffur

Some work environments really encourage them. I work in teams that always use them and in other teams that never use them. I don't think they add anything to conversations at all.

Unfortunately I can't use my Sony A6000 or GoPro as webcams because they need software installed and it's blocked on my work laptop

And why - why all at the same time?

All of those product efforts are failures so far. Literally nobody outside hardcore twitter users knows what any of them are.

I'd love to read a blog post about CEO movements. One thing they could do is raise money and start a company themselves.

If they introduce an edit feature people will abuse it in the following ways:

* Bait and switch. Now replies to the original tweet will be out of context

* Everyone will edit their tweet and put EDIT: <Comment addressing all of the replies> at the end. This is what happens on Reddit.

Probably a good thing - Twitters product sucks. I feel bad for Kayvon Beykpour since he said he was on paternity leave but I guess that is what happens when you fly high.

It's also a negative experience in person. Lots of people like to listen, internalize and think rather than just speaking.

I would not trust Amazon with tech related stuff lol

How do you see eachothers photos though?

Bathroom sharing is not "natural". I visited a slum in India and was told a story about how shared public toilets were installed because people didn't have toilets and had to go outside. Guess what? People didn't want to use the toilets because they thought it was disgusting!

That was a bit of a mind opener for me.

In some places that is the case but not in others. Europe is too big and diverse to conclude a trend.

I don't trust the mute button that much

Like at any company, the people at the top aren't the ones who do the work. They need to have a broad understanding of the problem space, business opportunities, challenges and risk. They need to be able to understand what work is being done and understand the message that comes up to them. With that they can make high level decisions. From what I have seen, Musk deeply understands the problem space and can suggest engineers do low level stuff. I bet he suggests lots of stuff that the engineers go "erm no that is not possible". Those suggestions will never be seen by us. We will see the suggestions that happen like a rocket ship nose being changed by Musk.

There's a short list of people who can start a rocket company and want to: Bezos, Branson and Musk. I think it is fair to say that starting a rocket company is hard. The small sample size of people trying doesn't really let us learn anything from the success or failures.

At the very least they can stop putting woke tweets in my feed. That would make Twitter x10 better instantly for me.

Thanks for explaining. I always thought it was that a reply to the comment got more likes than the main comment.

Agreed - I won't even try most things that are apps.

Can you give an example of a meeting that keeps the org ticking and doesn't have any decision making?

To your second point.. corporate bs is not necessary and should be called out. Most of it falls into waste. Another large chunk falls into people trying to climb the corporate ladder.

It's pretty easy to tell them apart. For example: a meeting where devs discuss and agree something and maybe make a principle going forward vs a meeting where nobody is empowered to make any decisions, there is dependency on people not in the meeting, nothing is decided, next action is to follow up with someone not in the meeting and to book in another meeting.

Your argument is that some meetings are necessary to make decisions. That is not what the OP is tired of. He is tired of 'corporate bs'. Productive meetings are not 'corporate bs' so your comment is not relevant.

Rate limited message AFTER I typed out my piece. At least block the text box and don't waste users time.

Literally no station was playing and I tried a lot

0/10

The naked sky dive part is a hook to get people who are not interested in planes or military. If the military needed that particular experience to come up with this idea.. well .. that does not suggest good things.

I think I'm burned out after watching this :)

Unfortunately this ties cynicism to burnout too much. Can we assume all cynics are burnt out? How do you tell the difference?

Good points. Network is so, so important. It's how apps like TeamBlind, "Yo!" or the anonymous posting one (I can't remember the name) became popular even though there was no substance.

Ignoring the last decade part and the unicorn part.. and just looking at successful companies:

Google, Facebook, Snapchat, TikTok, Reddit, Amazon, AWS, Apple/iPhone, Steam, Microsoft/Windows/Office, Revolut, Dropbox, lots of web hosting companies like DigitalOcean etc., lots of cryptocurrency companies like Cardano etc.

One notable exception that pivoted a lot is Twitter. It started as a podcast service iirc. Netflix is an interesting one too. They switched from DVDs to streaming which paid off for them.

Of course all have changed and added features as they have grown but they're all close to their original ideas which, imo, matches "build and they will come"

Imagine a scenario where you just audio called your parents then..

So if you ring your parents you don't feel connected with them? You don't feel connected with your friends playing online games?

Video doesn't provide any additional connection to me. I find I just look at myself more because you can't hide your own video in MS Teams. And then when someone shares their screen and includes a video of yourself, you see yourself mirrored which is definitely a distraction.

Video calls are unnatural anyway. In a meeting or social setting you generally don't sit facing everyone, face to face, watching all their movements.

What is your easy solution for exactly? A manager suggesting a team to turn on their cameras means "turn on your camera.". It will cause stress.

It sounds like they developed a good working relationship and that camera/no camera didn't make a difference at all.