nness

With it's shared memory, 8GB on an MBP isn't even analogous to 8GB on a PC... irrespective of how efficiently it is utilised.

It's hard to be critical of the content — if you take it from the perspective of a mid-senior developer within a non-Big Tech role who is starting to see into the leadership decisions being made or pathways available to them, it's probably true to their experience.

But I would caveat that the "hell is other people" and "learn to not-obey" section are recommending behaviours that at best the organisation's people managers, and at worst leadership, would recognise as "career limiting" — and would end that person being stuck in place or on a performance plan. The stance is confrontational and not collaborative — somewhat myopic.

"Business has a short memory. take advantage of it." — Very true, but only when it is adventitious to do so.

That was my belief too, but: "Copyright exists from the moment the work is created. You will have to register, however, if you wish to bring a lawsuit for infringement of a U.S. work."

https://www.copyright.gov/help/faq/faq-general.html

(Makes me wonder if, back in the day, every song that was downloaded and then pursued by the RIAA was registered...)

What should it be replaced with — a system where no one retains intellectual rights over the works that they create?

Apple does own about three-quarters of the digital music market — so you could argue that UI bugs are not good signal to base organisational failure.

I've always found this an interesting topic — being proficient at large-scale but niche technical topics makes it difficult to move into roles when you need to be a generalist. This is especially true for mid-level engineers, where architectural and strategic decisions, team and stakeholder management, etc. are often done higher in the reporting hierarchy.

I've seen FAANG engineers apply for engineering roles outside of "big tech" over the last two years (owing to the layoffs.) And, at least as it comes to "old economy" clients (like banks, financial services, airlines, etc.), agencies, and consultancies, the skill-gap is huge for the money and seniority that is desired. Likely, this is all true for start-ups.

I believe the skill pathways diverge too quickly — at a certain seniority or specialisation it's very difficult to move laterally between FAANG and non-FAANG organisations. Where as mobility within FAANG or within non-FAANG organisations remains high (job vacancies permitting.)

It might be surprising that many countries have such renters protections, as it attempts to equalise the power disparity between landlord and renters, and makes it harder to be a 'scum lord.'

If you ignore the Airbnb element — then on the surface this appears to be an issue of a landlord letting a property which was not fit for occupation. It is the landlords obligation, not the renters, to determine whether their property is fit for purpose. If they failed to do so, then the renter is protected from punitive actions (such as being evicted) for wanting these fixes made when they are discovered.

Seems reasonable to me.

Australia allows the company to pass on credit card fees direct to the customer — if you can be bothered calculating it.

For a while, small coffee shops and the like added around a 20 cent fee for card purchases when tap-and-go payments (paywave, contactless, etc.) became popular. Then the regulator ruled you can only charge the exact fee — on a $3.20 flat white that fee is roughly 6 cents — so they stopped because it was overly burdensome at the point-of-sale to calculate this fee for each card type. Plus the margin on a flat white is so high...

On the other hand, airlines also included the credit card fee (and some still do,) but would instead let you pay via bank transfer. On such small margin, this would have been quite a saving for the consumer and the airline. I find this still exists in wholesale suppliers — that 2%~ fee on a Mastercard hits when you are buying a few thousand of inventory.

As a small business owner, I find credit card charges are just a "cost of doing business." Shopify fees are way more prohibitive, for instance.

Divorce, largely.

I've noticed this with my parents — for decades they reacted negatively to any changes the regulations around Australia's housing market, since that was and remains the principal personal wealth creation mechanism in Australia...

Until they reached retirement age. Then the painful realisation that, without plentiful housing, rental prices would consume most of their government pension. Now they're one expense away from financial ruin.

The interesting thing for me is that a lot of people assume Skyscanner does what Google Flights actually does... Maybe a decade or so ago it was only an aggregator or maybe it was always a booking agent that just felt more transparent at the time, so no one noticed.

As an aside, Google Flights is a fantastic — but at least in my recent experience — prices for multi-city bookings are off by 10-20% then the price quoted by the airline. Enough to make me think the taxes are just omitted or calculated differently...

First time I've actually watched a training video end-to-end...

I'd love to hear from someone who uses this system, or systems similar, and whether the learning-curve is worth how fast you can "grok" and order? I suppose it solves issues with miscommunication, poor handwriting, broken ticket machines, etc...

In recent news; China banned seafood imports from Japan after raising concern regarding the release of nuclear wastewater from Fukushima.

... but that felt like a red-herring. Perhaps this is related.

Probably most of EU, too. And the extra coins it takes means it is at least moderately clean. But just in case, always good to carry a few Euro coins around for the attendants.

The card readers are all over the UK's largest parks, too.

(A nasty issue I encountered in Iceland was that my debit card did not support Icelandic vendors, and as a result, could not be used to purchase anything which the strip reader. I jumped many turnstiles, sorry Iceland...)

Short-sighted -- Austraila's unique fauna is a huge source of tourism, a considerable part of Australia's GDP. Protecting fauna is as much an economic interest as an envrionmental.

(Why only feral cats, and say, not global warming, is another issue and illustrates where economic interests trump envrionmental ones.)

I suppose there's two parts to this question — morally and legally.

Morally, yes — You know the intent is not to share that content and you are deliberately circumventing the mechanisms to prevent access. I think about corner shops which have produce outside. It's obviously there for sale, but you can easily walk past and grab an apple without any intervention. The fact that they haven't instituted a complicated security system doesn't mean you are morally free from your actions. (I think it is fair to equate physical property with intellectual property in this case)

Legally, I think "no" — at least, I don't think it's been tested in court — but I can also draw a line to a "yes." If a court were to hold that a site's terms and conditions prevent you from accessing paywalled content, and you do so anyway, the argument could be made that you have intentionally accessed information without proper authorisation. But, its intellectual property, as long as you don't store it or re-transmit it, it would be hard to argue you saw it in the first place. Since it's already in the payload, it does raise an interesting question as to whether it was "accidentally/unintentionally disclosed." If someone sends you IP by accident which don't own, you don't suddenly get rights to it...

Of course this is absurd, but just because its easy to circumvent doesn't mean you didn't circumvent it. The CFAA can be interpreted quite broadly...

> Vertical farming’s breakeven cost of production per pound of leafy greens coming to $3.07 compared to only $0.65 for conventional outdoor farming.

Surely some napkin math you could have determined this prior to starting a business? What was the "gotcha" which attracted investors? Did it play into their sense of world-ending food-scarcity doom, or a simple "it looks futuristic so much be the future?"

Internet Archive is having its own legal troubles at the moment, might no longer be the archival safe-haven we'd hope...

The site's markup is so old it still triggers quirks mode — I personally prefer it, don't mess with what works.

Very spot on — consultants are able to navigate the bureaucratic structure within an organisation to deliver work that the orgnaisation cannot navigate itself.

I've worked a decade in technology consulting. 10 years ago the client had no idea what they needed — apps, e-commerce, digital self-service were all new concepts. Now, organisations are already equipped with smart people who know the answer — but sometimes you just need to catalyse change when you can't do yourself.

The existence of consultancies, or agencies in the creative/marketing side for that matter, isn't a failure of an organisation — not always at least. Sometimes its simply becasue the organisation has created a structure which works very well in one set of circumstances and very poorly in others.

(There is a reason why big tech, for all its expertise, has a roster of outside ad agencies who do development and deployments of their non-core services ... it's just faster to have agencies do web dev than setting up internal teams. You get a few agency devs set up on google3, and you've got yourself a billable pipeline...)

I've had a graft arising from KC — you shouldn't regret the C3R, its the right move to try whatever you can to treat the disease and it is the best option available.

The larger tech companies all have a presence in the EU, could you not contract with those?

(Otherwise, the main issue which comes to mind is double-taxation, you may have to pay income tax in both the US and wherever you are in the EU, as the US seldom has tax treaties with other countries that avoid double-taxation.)

Purely from experience — largely, design system or development projects at large organisations are lead from a PMO, design or product teams — with technology often seen as down-stream (at least, in terms of development, there is of course technology architecture/advisory along the way.)

That means that the design/product requirements come first. The moment Tailwind's limitations meet design requirements, it'll take a back-seat.

It's basically the same reaction you'd encounter from saying "we'll build it in Bootstrap." If a company is investing in a new product or service, no one wants to be the guy that says "sorry our framework won't let us do that design" — at least, not in first year or two of a product life-cycle.

Tailwind's advantage — speed and accessibility for a range of developer backgrounds — isn't the same priority for large organisations vs. startups.

In the start-up space, Tailwind is to product UI as Bootstrap was (or still is) to marketing-focused landing pages. It almost serves as a litmus test as to whether you work in a start-up like environment or an enterprise environment.

If you are in a design or product function in a enterprise company in non-tech industry, you steer clear from Tailwind. But, I appreciate its usefulness for developer's who just don't want to learn CSS or have the time to prioritise building their own design system — that comes with maturity.

In any case, Tailwind trades one CSS problem for another and it just illustrates that web development is not different than any other kind of development — it's all about managing compromises in technology and approach, based on your needs and future plans.

As an aside, this would be completely legal in Japan, as classification and statistical analysis are protected as fair-use.

I wonder if similar language exists in other copyright systems, but I would imagine it is likely the opposite...

I'm at a loss how they managed to convert/managed so many different formats — the textures, level data, sprites, etc. Rare games on the N64 made extensive use of "vertex shading" like techniques, and these have all been carried over to a higher degree than I would've expected...

What an undertaking!

For context, C-Suite roles rarely change without an announcement far in advance or a complete change of leadership.

(I know nothing about Telsa's current affairs, but a CFO change this sudden without any other announcement is sure to cause investor concern and likely foreshadows some bigger press.)

Screenshots in the marketplace/Github would be useful.

(Also, recieved an error during installation that the theme is not compatible with version 1.81 of VS Code.)

The freedom Google stood for was also a trend of the time — tech start-ups were trying to break out in the burgeoning internet against established giants — and naturally the companies ideologies reflected that rebellion against the norm.

They a few billion dollars later and you realise that morality and stakeholder profits can never be aligned...

Not worked well for Austraila, before:

https://en.wikipedia.org/wiki/Alleged_CIA_involvement_in_the...