Jeffrey Bernard put it when I went to interview him: “As if there was something romantic and glamorous about hard work . . . if there was something romantic about it, the Duke of Westminster would be digging his own fucking garden, wouldn’t he?”

How to Be Idle: A Loafer’s Manifesto by Tom Hodgkinson 📚

Setting the Record Straight on Cloud Computing ROI - Ability to add new features(quickly), access to new tech, scaling and performance, toil reduction to focus on things valuable to the business or competitive advantage, better security. Of course reducing costs (or “efficiency” if you’re forced to feel the “do more with the same/less” vibe) is one, but that’s not the point of the article.

Why Are You Doing This? (Wrong Answers Only) - Some of these are mostly (only?) for companies focused on profitless-growth and raising their valuation (startups and recently IPO’ed tech companies). If you’re at a company focused on cashflow and more long term share price, many of them are what you should be doing. In the first mode, you’re looking to build up “story” and visions of future valuation, and the cash out before things level out. In the second mode, you (the individual from IC to CEO) are looking to maximize your take with as much job security and steady raise in comp. as possible. And, sure: many of these are bad no matter which mode you’re in.

Use Forrester’s insights to calm depositors and prevent a bank run - Europeans are trusting their banks a lot more than Americans: ‘Among US online consumers, 40% agreed with the statement, “Recent problems with banks have made me more concerned that my bank will not be there for me when I need it.” French online consumers had similar sentiments: 38% of them agreed. But only 28% of UK online consumers felt the same.’ And: ‘Nearly 40% of each of the three groups we surveyed agreed with the statement that “Larger banks are inherently safer than smaller/regional banks.'