James, Karthik, Bill, and Ernest are all now at Verica, a chaos engineering startup founded by Casey Rosenthal and Aaron Rinehart.
Original source: Chaos In The Time Of Covid
James, Karthik, Bill, and Ernest are all now at Verica, a chaos engineering startup founded by Casey Rosenthal and Aaron Rinehart.
Original source: Chaos In The Time Of Covid
I consider how much we depend on useless, arbitrary tasks to prove ourselves. I consider how much we depend on these tasks so we can say, at the very end, we succeeded.
Original source: Fuck the Bread. The Bread Is Over.
So okay, I can pick up a tripod of some sort from Amazon for not too much money — but speaking of money, here’s the big Achilles’ heel: while the free version of the app is fairly functional, upgrading to Pro costs €41.47. That’s nearly fifty bucks! Sure, I’d like to be able to use all my cameras; in free mode the app shows me the Wide 1x camera and the front selfie camera, but is it worth that much to use the Telephoto 2x or the Ultrawide 0.5x? Pro unlocks higher resolutions, and there are also a bunch of options to control focus, lighting, flash, zoom, and so on, which I would definitely have bought for a fiver or so — but not for this much. I already have a decent webcam at home (a Razer Kiyo), so I’d be using Camo only away from home, and I’d have to acquire and carry a separate piece of kit to do so.
Original source: Whammo, Camo
The company is updating its New Relic One platform with simplified pricing, interface, portfolio, and a free tier for engineers to try and use the software, which instruments IT environments and applications. CEO Lew Cirne said the move is designed to make New Relic easier to consume and address the convergence of logs, infrastructure, and APM. Simplified pricing from 11 paid products down to three, moving to per-user pricing and a perpetual free license will make doing business with New Relic easier, he said.
Pricing is mysterious, critical, and this fascinating to watch.
Some 3 million new users downloaded the Starbucks App and signed up for the Rewards loyalty program since April, up 17% on the first three months of the year before the COVID crisis hit home in the US. Over the same period, 90% of sales were executed via a combination of drive-thru and mobile order-and-pay, with mobile order usage alone now accounting for 22% of total transactions.
The best time to plant a digital transformation tree is ten years ago. Barring that, today is great.
Theory: in a world of SaaS/public cloud, “open source,” is an implemented standard, instructions for plumbing, not the actual product sold.
The actually product (the thing sold, paid for) includes running the commercial software, storing the data, managing how the software is used. It can also include doing the unseen, tedious Morlockian work of making it “enterprise grade,” even “cloud grade.”
Giving away the open source stuff lets the commercial company (the SaaS) define and control its 3rd party dependencies – here, how New Relic’s data is collected and modeled. That is the blood and oxygen of a monitoring company: no monitoring data, no company.
As a strategic bonus: open sourcing things allows the SaaS to kill off (perhaps “limit,” to be less hyperbolic) areas of the market that rivals could own, differentiate, and monetize.
Kubernetes does this (IaaS becomes low value, table stakes, undifferentiated), not sure about Linux. Linux is something different: it is the product, not the standard.
There is a major flaw in my reasoning, viz. Kubernetes: all of the code to make it actually work below and around kubernetes can be proprietary, usually. The software defined networking (despite years of trying to open source this awhile back, it remains, largely, inaccessible alchemy), the security integration, the PaaS layer (though, actually, here, another instructive confounder to my present theory), etc.
But, perhaps, this illustrates my theory: those parts of the market have been defined as the place that competition can occur.
You would then expect rivals to open source those things to damage (pardon, again: “limit”) their rival’s competitive advantage, while keeping their own stuff closed. (“Closed,” of course can also – usually in public cloud – mean “only available as a running service in one of the big three clouds or a the SaaS in question.”)
Of course, all of the rivals can agree to give up monetizing parts of the market and all open source that part, all giving up on making money off it. This is usually done somewhat by accident, or with one large competitor reluctantly throwing in the towel and giving up after a long fight, as with HTML, RIA’s (Flash vs. HTML5 vs. Androind/iOS – not only open source here, but very much industry de facto standards),
Docker, and, of course, kubernetes. OpenStack was a failed instance of this theory: the public cloud companies would not see one of their core assets open sourced and made non-differentiating. Also, the whispers are that the OpenStack community has its own problems, not least of which the inability (and the lack of will) for its primaries to spend billions on building their own Datacenters and global networks out.
Build tools are an odd river in this terrain that I don’t know well: has Jenkins being open source really limited the commercial opportunity of commercial build tools and CI/CD?
And security – always security: somehow impossible to fully open source as in drive out all the closed source and monetizing possibilities.
(Also, Hyperic tried this open sourcing the systems management stuff. Perhaps too early for it to be successful, perhaps getting acquired just halted the corporate enthusiasm needed to pursue that course. That was too long ago to remember, recount, and reminisce. [Nagios was that deafening dull-thumb of the GPL death-cult, where “life” is a vendor’s ability to make closed source profit margins and scale top-line revenue to billions.])
That means being able to change or add applications and services at near the speed of the start-ups. Hughes gives as an example a Fintech company that was failing to hire the talent it required to develop a new mobile app, so instead used the OutSystems platform to develop it, in seven weeks, using the existing developer team. The effort resulted in an increase in customer onboarding conversion of 30%.
One of the organizations we studied was the business-to-business sales department of a large company in the Netherlands. They used a relatively simple rule-based AI to predict whether a client would need a new product or whether a client should be contacted because a product they used was out of date. Normally a sales manager would call the client, and because the sales manager has come to know her clients personally, she would also ask personal questions: How are you doing? How is your family? In theory, the AI system was much better at predicting the best moment to contact a client, so the organization fired most of its salespeople and the AI system was introduced. Soon, however, the organization discovered that the personal contact between the salespeople and the clients was far more important in selling their products than anybody had realized. The AI system couldn't make this personal contact, and therefore performed much worse than the sales managers did.
The article also notes that you often need to hire new, additional people to be the "AI translators": staff doesn't know how to interpret what predictive AIs do very well.
Original source: The Impact of AI on Organizations
irregardless: a word that distinguishes people who do not care much about English usage from those who care terribly—and want the world to know it.
Original source: The shadowlands of language
By 1970, many of these covers had a uniform appearance, predominantly painted illustrations on black backgrounds with the titles set in Roberta, one of the Art Nouveau-styled typefaces of the occult revival. All the Alessandrini covers date from the late 70s and early 80s, and show an evolution of the imprint’s style, with the same black livery but a different typeface that I can’t identify (Coliseum is the closest digital equivalent), together with artwork that’s more of a design rather than an illustration of the book’s contents.
As a kid, I spent hours at used bookstores and combing through the books at charity shops. The books themselves were good, but the covers were their own quest and reward. There were so many paperbacks and designs over the decades that stocked those shelves.
Original source: Jean Alessandrini book covers
Instead of charging a small team with developing the best product and then letting the operation grow with the product’s evolution, GE set up a huge organization that wasn’t quite needed yet.
Original source: The Dimming of GE’s Bold Digital Dreams
The continued adding of solutions and services to the hybrid cloud services seems to be paying off, according to both companies. They said this week that there has been a 2.5 times increase in the number of hosts between June 2019 and June 2020 and a 3.5 times jump in the number of VMs running, and VMware Cloud on AWS is running 17 AWS regions around the world and offers more than 300 third-party solutions from technology partners.
And, VMware’s kubernetes strategy, by capabilities:
This gives our customers the ability to have a single environment where they can deploy, manage and run both VMs as well as containers and Kubernetes clusters and because it’s enabled on top of VMC and AWS, it also inherits all the elasticity of the AWS public cloud for containerized workloads and also gives them a consistent operating environment for hybrid cloud environments where they might be running those same services on top of vSphere environments on-prem.
Original source: The Growing Dependence Of VMware On AWS
As investments in cloud IT infrastructure continue to increase, with some swings up and down in the quarterly intervals, the IT infrastructure industry is approaching the point where spending on cloud IT infrastructure consistently surpasses spending on non-cloud IT infrastructure. The fourth quarter of 2019 marked the third consecutive quarter of cloud IT leadership with the annual share just slightly below the midpoint (49.7%). From here on out, IDC expects cloud IT infrastructure will stay above 50% of the IT Infrastructure market at both the quarterly and annual levels, reaching 60.5% annually in 2024.
IDC’s stalwart tracker looks at hardware spend. Putting software in would be great, but asking a bit much I suppose.
The point of this is that more hardware spend probably goes to public cloud, but not just building clouds (a relatively smaller number, usually), organizations using it.
When ‘you think mental illness’, according to Piper, ‘you think schizophrenia and crazy people, and I’m not crazy, I just get really nervous.’ In making this distinction, interviewees like Piper and Jenna not only claimed that they were less impaired than the seriously mentally ill, they also insisted that their experience was categorially different. Piper said of herself that biologically something is just ‘a little off’. She has ‘too little or too much or whatever it is that makes you have these issues’. Distinct from ‘crazy people’, she has control over her mind and her story. All she needs is a little pill. Yet at the same time, her ‘condition’ is also different from the mundane challenges that normal people might face. Piper was adamant that her nervousness in social situations is different from ordinary shyness. Her taking of medication is warranted. She has a third condition caused by an ‘imbalance’.
He goes onto say, not in these words really, that (a) there's still a huge self- and social-stigma, and (b) it's more important for those with broken brains to talk about what they do day to day, how they struggle and succeed in life.
One of the most frustrating things with mental stuff is that the diagnosis of it is so…magical. It's hard to distinguish when you brain is broken versus your life, versus you "self." I think what this dude is suggesting is that it sort of doesn't matter: what matters is what you do after the diagnosis to cope and keep living.
Original source: Let’s avoid talk of ‘chemical imbalance’: it’s people in distress
She also wants to shift from talking about solutions for solving specific use cases, to putting their products into a business context. Wassenaar wants to Puppet to be a leader in a “container-based world.”
“Puppet’s technology runs some of the world’s most critical businesses in the most demanding environments, from financial services to government agencies,” said Yvonne Wassenaar said in a statement. “This new capital will allow us to accelerate our go-to-market efforts and further fuel our innovation investments — from extending the power of Puppet Enterprise in the areas of continuous automation, compliance and patching to our newly-launched event-driven automation solution Relay, built to extend Puppet’s expertise into cloud-native and API-driven environments.”
Puppet this year added former Cloud Foundry Foundation Executive Director Abby Kearns as chief technology officer, and former VMware exec Erik Frieberg as chief marketing officer.
The new capital is a debt round, TechCrunch reported. Puppet has raised $150 million from investors over the years.
Original source: Portland cloud infrastructure automation startup Puppet raises $40M
The Walkman (briefly called the Soundabout) debuted in most places outside of Japan in 1980. The early versions were bulky and — in a misunderstanding of how the device would change listening — came with an extra headphone port for a friend. A button paused the music and activated a microphone so the paired listeners could talk to each other. Sony jettisoned these features once it was clear users preferred to listen on their own in sonic isolation.
I can imagine going off on a jag about anti-social anti-networks: things, “places” that are for being alone and not connected. That’s Apple, in some way, at least with the relationship between the person and the device. People might choose to use Apple’s stuff to publish in and connect to social networks, but it’s not what Apple products are intended for: a social network of one.
Original source: The Soundabout
What he told, is that it would be possible and achievable, but he didn’t take into account the madness on humankind. He didn’t think that someone who had a chance to work a few hours a day, be healthy, happy and afford a nice living would be crazy enough to exchange all that for lot of stress, no free time, little sleep and 10 hour workday just to afford bunch of status related commodities with which he would be able to impresses other people that also work their ass off and feel miserable. He just couldn’t picture that, and I can’t blame him, because I’m having a hard time picturing that myself, even when I see this everywhere around me.
Linked in I from Tim Bray’s recent comment on too much efficiency driving humaneness out of work, life.
Some ideologists of Capitalism think that every business should try to make every job a vocation, that people should be delighted with their work, with the benefit (for the capitalist) that you don’t have to hire that many. One famous example of this thinking is at UPS, the delivery company, whose leaders wanted the delivery people to “bleed brown”.
Yeah. Beware of that, yee individual contributors.
Original source: The misunderstood 15 hour work week of John Maynard Keynes
The software agents can also suggest relevant online documentation, such as information on how to view or pay a bill, based on a subscriber’s request.
Probably better for everyone, and less dystopian than you’d think. Also, too bad for Watson.
The Register imagines that the companies’ respective PR teams probably didn’t ever draft the following: “With Red Hat now backed by IBM and its OpenShift K8s stack doing rather nicely, and VMware using all its muscle and Dell connections to push its Tanzu K8s offering, both SUSE and Rancher risked being left behind. This transaction keeps them both in the game and hopefully capable of catching the containerisation and K8s waves.”
An off-the-record comment from an industry analyst to The Register suggested the deal is a good one for Rancher, which otherwise faced the possibility of being hoovered up by a minor K8s player like Cisco or NetApp that would have bought it to bolster thin efforts that would have little chance of long-term success. As a SUSE deal puts Rancher amidst a recognisably useful combination of technologies, the latter’s K8s tech has a better chance of thriving.
Some other coverage.
So much worry over privacy, which in this case, is that the government will use the tracing information to, I don’t know, force you to quarantining. Also, theirs the long term storage of tracking that could be used by future bad actors for bad things. Dunno.
Those kinda of concerns, even a whiff of them, are anathema to American culture. Plus:
Americans’ trust in government is near an all-time low. Concerns about the government and tech companies accessing citizens’ data have been heightened in recent years with a string of revelations, from Edward Snowden to Cambridge Analytica, and citizens are worried about privacy breaches and misuse of data.
There is also no cohesive nationwide plan to deploy such apps. The White House, federal agencies and state governments have failed to champion them, which means that adoption rates are likely to be low and people won’t see enough value in using them to risk their privacy. Apps may appear in pockets – companies, college campuses, local communities – creating a fragmented, unreliable system of digital contact tracing.