Link: The Demise of Blockbuster, and Other Failure Fairy Tales

Strategy is hard, execution at the middle-management later is harder.

What’s missing from the story is that PARC delivered on its mission. In fact, it saved Xerox from the fate of Kodak. While its copier business was disrupted by smaller Japanese competitors like Canon and Ricoh, one component of the Star system, the laser printer, replaced the revenues lost from its cash cow and Xerox continued to grow. It also earned millions from licensing technology it invented and, it should be noted, from its investment in Apple.
Original source: The Demise of Blockbuster, and Other Failure Fairy Tales

Link: When Concorde was the future

“Concorde was pitched at the business set of the 1970s, with all of its 106 seats priced at first-class levels. With its own dedicated lounge at the airports it served, even the check-in and waiting experience was luxurious: possibly more so than the aircraft itself, which despite its leather seating had tiny windows, a low cabin ceiling and similar knee room to today’s economy class. Pop stars were frequent flyers: Concorde famously (or infamously) allowed Phil Collins to play both the London and Philadelphia sites of Live Aid on the same day in 1985.”
Original source: When Concorde was the future

Link: Res Obscura: Nassim Nicholas Taleb vs. Historians

“But again, leaving these points aside – Taleb is arguing with a nonexistent group of people here. He has somehow convinced himself that academic historians are a bunch of nerds sitting in library stacks, getting angry at current events, and channeling their frustration about the world into a vision of the past that sees everything as conflict, and ignores all the fun collaborations between barbers, prostitutes, and merchants. This is precisely the opposite of the vision of academic history that I got from grad school, and the vision that I teach in my classes at UC Santa Cruz. Now, keep in mind that I’m arguing from my own experiences here and those of my most outspoken friends, and hence I assume that Taleb, if he reads this, will accuse me of “overfitting” as well. But I have to wonder – what is he basing his expertise on? A public spat with Mary Beard and perhaps a few bad encounters in NYU hallways, squared against Taleb’s newfound love for Bloch, Braudel, and A History of Private Life.”

Summary: citations. Always include citations.
Original source: Res Obscura: Nassim Nicholas Taleb vs. Historians

Link: WSO2 CEO Tyler Jewell: Ballerina and the End of Middleware

‘About that same time, Quest was getting acquired by Dell. And then Vinny calls up one day. He was starting a venture capital company and asked if I would like to get involved. He owned 30 or 40 percent of Quest, so he made a huge fortune. I’m like “Well, Vinny, that sounds really interesting, but I’ve just decided to start this company Codenvy. We’re really excited about it. We’re gonna go build this Cloud IDE.” And he says, “Great. Come on board as a partner. Manage our dev ops investments, and we’ll make Codenvy one of our investments as well.”

‘And so sure enough, he launches Toba Capital, and he buys back all the investments from Dell. So all the investments that Quest had, Dell didn’t have an investment arm. And so there’s a dozen or so out there, WSO2 and Sauce Labs and a couple others. And he just buys ’em back. And then he starts investing more into these companies. And at that point in time started investing more aggressively in WSO2, and I joined its board. And Toba eventually increased its position over time pretty significantly. And I was involved in about four or five different boards on these dev ops companies while I was running Codenvy from 2012 to 2017.’
Original source: WSO2 CEO Tyler Jewell: Ballerina and the End of Middleware

Link: The full-time job of keeping up with Kubernetes

“In practice and actual fact, what really matters for older Kubernetes version support is the continued availability and exercising of its end-to-end testing pipeline. If the machinery to quickly update an old release continues to exist, and exist in a state of good (non-flakey) repair, cutting a patch release is just a matter of someone – you, your provider or your vendor – having the engineering gumption to push it through. If a critical security fix isn’t back-ported to an older Kubernetes version, that’s a strong sign that no reasonably professional team is using that version in production anymore.”
Original source: The full-time job of keeping up with Kubernetes