ryanburk

having been involved with a few acquisitions in the past, usually the terms of the deal have a lock in period where you can't sell to aid in retention. then you add on top of that new retention grants to handcuff folks as best you can.

usually it is an option or stock award grant that is valuable enough when fully vested over a long term (usually 4-5 years) that it is very hard to walk away from it. it "handcuffs" you to the company.

http://en.wikipedia.org/wiki/Golden_handcuffs

very fair, appreciate the feedback. editing my comment.

as called out in the cloudflare blog post from the other post[1], implementing the spam / abuse / fraud detection piece to be as effective in an IPv6 world is a huge challenge. IPv6 opens up so many different attacks that can be used based on the increased address space, you have to give 4chan kudos.

[1] https://news.ycombinator.com/item?id=7858536

I think comparing something like IPv6 adoption and D-Day really is beyond apples and oranges. IPv6 is important, make no mistake. but compared to what the world went through on D-Day?

are you concerned about / doing anything for isolation between containers?

I haven't seen a great (lightweight) implementation yet where you can get true container isolation on the same host.

thanks for the write up!

the wikipedia url needs a trailing period:

http://en.wikipedia.org/wiki/Leibovitz_v._Paramount_Pictures....

[edit] that apparently HN lops off. I haven't found a way around it.

google security did a nice blog post supporting the statement that CAPTCHAs aren't as effective as they used to be:

http://googleonlinesecurity.blogspot.com/2013/10/recaptcha-j...

and by giving away for free the most expensive part of hosting - power - for the folks colo'ing with them, it is almost free for netflix and others to do this. it makes the offering something that other ISPs won't be able to compete with easily if at all.

EPCOT was originally going to be a place to live - a model for future urban living ideas. and going to be all of what is now disney world.[1]

I don't think walt was going to live there though :-)

[1] http://en.wikipedia.org/wiki/Experimental_Prototype_Communit...

it is interesting to read that he expected to use the facilities to broadcast a number of his shows while also being part of the park experience. that would likely make it easier for him to spend more time at the park versus at the main studio in burbank.

do you have sources for the latency numbers for kinect on xbox one? I've searched and can't find anything concrete and the XDK isn't publicly available.

and this might downvote me into oblivion, but is using "M$" still a thing? I don't see how that helps a discussion.

this is really good advice.

I learned from a superb mentor Laurie Litwack who was a great program manager at microsoft that you should learn about each of your reports "heart, tree, star".

heart: what do you love? tree: what / where do you want to grow? star: how do you feel rewarded?

especially in an environment where you can juggle awards, this can be really helpful, if someone values a bonus and someone else values titles & public recognition, you can balance them out and make everyone happy. and hit a budget. ideally...

"share praise, take blame" has worked really well for me in the past. folks who fail at learning this tend not to last long or at least don't advance since no one will want to work for them.

talking about themselves and taking credit are two of the big traps rookies fall into.

the top answer is really well done, but lacks the gem from the second answer: "One of the major rookie mistakes I have made and see many others make is the assumption that human motivation is tied to economic outcomes"

put another way - you might have a personal ambition to have a title like "VP of Engineering" or make $500k a year, but most others don't. so if you project your motivations / world view on those who work for you, you will have a bad time building a great team with a great culture. knowing what your people value is really important and will help you get the best work from your team.

before building an idea | feature | company | etc, if you go through and make sure you can answer "what problem are you trying to solve?" you are much more likely on your way to success. everyone who is a builder should be asking this question frequently and I'm amazed how few people actually do. this was a great example of solving a real problem.

IE6 is a really great analogy based on what happened inside of microsoft on this team over the past few years.[1]

[1] I helped start up this team in 2004

if you go with an amazon solution, it should absolutely be mechanical turk!

https://aws.amazon.com/mturk/

hal berenson is super smart and I think says it best in his reply to your comment[1].

microsoft, just like google and apple and redhat and linkedin and facebook, is a company - it is there to make money for shareholders. what they do to make money and how they do it can be very different and cause disagreements. but I think people don't always think of that when considering tech endeavors, particularly when there is any entry in a market that is free.

[1] http://hal2020.com/2014/03/03/satya-shuffles-his-leadership/...

so I was at microsoft until recently and I can say that almost everything on this list had nothing to do with the CEO change outside of him being on the earnings call and the exec changes.

at a company as large as microsoft and after the billg era of constant product reviews, most of these decisions were never "ballmer" decisions, they were made by the folks who run their divisions. e.g. changes to windows for the start menu in 8.1 update were made over a year ago and by folks working for terry myerson, not ballmer and definitely not nadella.

one aspect of this - if you don't make an attempt to protect the content, even if it is "pirated practically instantaneously", then the studios can't go after anyone pirating their product in the legal system with any chance of winning. there is great fear of the slippery slope you go down in that world.

and investing (more) in the state might do a little help their case in new jersey.[1]

[1] http://www.teslamotors.com/blog/people-new-jersey

the fidelity case scared me years ago. amazed they still do that, but I can also imagine that they have a system that only allows the crazy phone mapping when validating over the phone an policy around that on how many times you can try, phone number you try from, etc to minimize brute force attacks to counter the loss of entropy.

ugh, typo. good catch, and good explanation below re: starting a number with an A.

it was the simplest way to map 3 letters to each number 1-9 on the keypad.[1] that way you didn't have a few numbers with 4 letters and had a consistent model.

[1] my grandfather explained it this way back in the early '80s. I couldn't find a good link to a more official source.

I then wonder if these passwords are even less secure since the backend system would have mapped {A,B,C}=1 at some point for the dialer system to work. so my password "CaB" would be the same as "cab" and "CAB" and "ABC" and "111", etc.

the brilliant proprietary lock-in is actually iMessage. once you've been using it for a while with others in the apple ecosystem, getting out is amazingly painful since your contact information is cached as iMessage capable for weeks on your contacts' devices. you can call apple support to remove the number from your icloud account but it still needs to time out in your network.

> "We expect to collect 60 cents of every dollar we bill"

you have to be careful with that statement since it can be a clever way of talking about what insurance agrees to pay with the chain versus the "retail" rate the doctors charge.

my father is a general practitioner and I was always amazed when he started saying about 25 years ago that he wouldn't let me become a GP if I had gone into medicine. and this article covers all of his concerns well.

malpractice is a big part of the issue and it varies state to state. for example, in pennsylvania malpractice insurance is amazingly expensive. and people sue all the time, which is sad unless it is gross incompetence, since every doctor I've met is trying their best.

this is pretty much spot on. when you have strict separation of dev & "ops", you get what I would argue is bad service+stack design and wasted resources.

"devops" is having developers sitting with, understanding, architecting, and in the end programming solutions to what were traditionally ops/sysadmin problems. and operators sitting with, understanding and participating in service architecture, teaching about livesite realities, coding where possible, and appropriately buffering devs from noise on the livesite.

the unfortunate thing is that many companies swing the pendulum too far one way or the other. neither all devs nor traditional dev + IT/ops orgs are the best way to build a great product and run a world class service.