894 karma · joined February 25, 2014
I think this is the closest to the truth if you meant that the way I'm interpreting it. YouTube seems to base its search algorithm around certain, broadly defined parameters that are chosen purely based on advertiser demand. If I watch one "meme compilation" sent to me by a friend, my entire recommended section will be meme compilations for weeks afterward. These videos grab eyeballs, particularly eyeballs in my demographic category as a general rule. However, if I search for car repair videos surrounding a specific model, I will never see anything relevant in my recommendations except for general "auto enthusiast" videos that target a very broad audience (broad in terms of the demographics of this hobby segment). It seems like YouTube is very focused on serving videos that please their advertisers and that their major advertisers are only interested in very generic target categorization.
I'd say this is best explained by the fact that producing a compelling video advertisement is several orders of magnitude more expensive/difficult/labor intensive than simply choosing a set of keywords for a "click here to buy" ad to show up in google search results. This means microtargeting is effectively impossible as it just doesn't make sense to spend $15k+ filming a professional quality video advertisement (plus cost per impression/click expenses) just to sell a hyper-niche product like a manufacturer-specific diagnostic tool. That said, I am a huge fan of two specific channels which seem to draw a large enough and unique enough audience to get hyper-niche ads for things like capital pipeline maintenance equipment so maybe YouTube just doesn't have the volume of audience analytics to make such ads work on anything but the most obvious signals in the data.
Maybe the pharma giants simply played themselves, greedily focusing on exorbitant short term profits and naively assuming R&D would always deliver something at their existing levels of funding while ignoring the long term effects this would have on their business model. Maybe we've simply reached "peak pharma", running out of easy discoveries that are best treated by applying a chemical and entering a world where biotech and immunotherapy will drive the future of healthcare. Either way, the patent cliff looms and we are rapidly approaching the threshold where enough profitable drugs go generic that the industry can no longer afford to buy out, bribe, and cheat their way to maintain their position.
This is almost perfectly personified in the form of Bill Nye the Science Guy post-2000 or thereabouts. I also feel this applies to practically all figures in the "pop science" scene to a lesser degree. Few meet the standard of being an "insatiable braggart" but most are attention hungry and willing to abandon their stated principles in pursuit of furthering their influence.
I just want to point out that Tesla's California plant is Just the old GM/Toyota NUMMI plant. The article insinuates the safety violations are greater than any US based plant operated by other manufacturers over the past 10 years, a time period which includes the era in which GM/Toyota ran the very same plant.
Source on KC-46 info and general issues with the agjng KC-135 fleet: https://www.defensenews.com/opinion/commentary/2019/01/16/pe...
What is the correct action though? The root cause of the first crash is understood to be a complete lack of training on a single aspect of the flight control system in a particular set of circumstances (one that happens to occur in the most dangerous part of the flight envelope). From what I understand about this issue, the correct action is to institute an immediate crash course (pun intended?) to train pilots on how to recognize and manage the actions of this subsystem unless further, currently unspeculated issues with the sensors and software are discovered.
>(T)he risk of grounding planes is operational inconvenience
I think you're overlooking the risks involved in adding significant pressure to flight schedulers (who have to get planes in place to make up for missed routes), maintenance crews (who have to provide more flight hours for the remaining fleet to make up for the missing planes), and pilots (who will have to fly something different than what they've recently been flying).
Think of how many opportunities for a mistake to happen would arise from changing something like the route, time, and (sometimes) vehicle used for the daily commute by every worker in a 2,000 person company. Tighter timetables, increased flight hours on the remaining fleet, and the need for pilot's to shake the rust off their skillset flying an airframe they haven't been in for a while are all significant risk factors that have played a part in the vast majority of flight accidents in the modern era of air travel.
To take that one step further, Agilent then spun off the electronic test equipment portion of the business (which was HP's original market when it was founded) as Keysight to focus on their life science divisions. Each of these decisions was made despite the spun-off division being successful under the greater corporate umbrella.
Also, I understand that Russia is considered less and less "European" with each passing year but the Ukraine and Russia (or at least all of its centers of power) are located within the European continent by definition. There's also the issue of the IRA's war against Northern Ireland and the UK as a whole, while that conflict doesn't meet the commonly agreed definition of "traditional warfare", it was the very template every modern insurgency bases itself upon. In a sense that was a war by any modern definition since traditional warfare seems to have become a relic of the past.
It also required a minimum ratio of one person to one target to capture such information. The barriers to justifying round-the-clock surveillance of someone were far higher when such activity entailed paying for round-the-clock manpower. An individual would need to have made very wealthy or very determined enemies in order to demand such close attention but technology has lowered these barriers such that literally everyone with a smartphone is effectively under round-the-clock surveillance.
I recently visited SF, the capitol city of HN's core demographic and my wife and I stood aghast at the sheer filthiness and unseemly nature of the place. Present day San Francisco is a place ripped straight from the pages of a dystopian cyberpunk-ish novel from 20-40 years ago. Excessive wealth cloistered in enclaves surrounded by slums (homeless camps) and a complete degenration of the public square (in a broad sense, I'm referring to all the public spaces in the city center) into a gallery of feces, drug abuse, and general decay all bathed in the glow of private spaces reserved for the wealthy tech elite. The "high tech, low life" aesthetic popularized by that genre has been given life in that city and it is terrifying to see such a nightmare become reality.
The crazy thing is that this has been the primary business model in the automotive industry for decades at this point and it (generally) works exactly as advertised. If I had to posit why the benefits failed to materialize fot Boeing, it's that the Aerospace industry's approach to and competence with supplier development and quality control is sorely lacking in comparison to that of the automotive sector.
It took decades for the major OEMs to get a handle on the mechanations of the tiered supplier system and they were also operating in a sector where production volumes are measured in the hundreds of thousands. It's far easier to absorb the cost of a "learning moment" when you can spread the cost of a new iniection mold made to the right spec over 100,000+ units. There are also far more opportunities for "learning moments" to appear when you're making hundreds of parts a day versus one a month. Not only can you play catch up without incurring too much of a cost penalty if a whole days production is scrapped, you can gather far more data to help you refine your process (statistical process control).
It afforded workers the right to form independent governing bodies and self-finance things like strike relief funds that are important in cases where a company is simply unwilling to bend in any way. However, my experience there is an enormous, unserved middle ground between "no collective representation at all" and "we need a separate warchest and leadership to force any sort of compromise" yet creating something in that space is effectively illegal thanks to existing law.