Coté

For one, there’s tons of competition on transatlantic routes. Not only from ultra low cost carriers, but the reality is that nowadays even legacy airlines have incredibly low transatlantic fares, because they know they have to compete. $400-500 roundtrip fares on major carriers are the norm in the off season. When fares are that low, it really makes you wonder what the point is of flying an airline like WOW Air.

For one, there’s tons of competition on transatlantic routes. Not only from ultra low cost carriers, but the reality is that nowadays even legacy airlines have incredibly low transatlantic fares, because they know they have to compete. $400-500 roundtrip fares on major carriers are the norm in the off season. When fares are that low, it really makes you wonder what the point is of flying an airline like WOW Air.

I hosted an executive dinner a few weeks ago. I’d put together this opening talk, introducing the customer who was kind enough to come go through their story. I didn’t really get a chance to give it, which was probably for the best. Maybe next time Thanks for coming - we’re glad y’all took the time. I know it’s hard. My favorite thing about Pivotal is that I get to meet new people, computer people.

I hosted an executive dinner a few weeks ago. I’d put together this opening talk, introducing the customer who was kind enough to come go through their story. I didn’t really get a chance to give it, which was probably for the best. Maybe next time Thanks for coming - we’re glad y’all took the time. I know it’s hard. My favorite thing about Pivotal is that I get to meet new people, computer people.

I hosted an executive dinner a few weeks ago. I’d put together this opening talk, introducing the customer who was kind enough to come go through their story. I didn’t really get a chance to give it, which was probably for the best. Maybe next time Thanks for coming - we’re glad y’all took the time. I know it’s hard. My favorite thing about Pivotal is that I get to meet new people, computer people.

She never brought up Daniel again, but it didn’t really matter. I’d already made it a habit to consider the way my life could have been if I’d said yes when Daniel had asked the question I knew he didn’t even think was a question, just a rite of passage we had to go through. (You could see a marriage approach some couples in Texas the same way you could watch a summer storm churning on the plains, miles before it hit.

She never brought up Daniel again, but it didn’t really matter. I’d already made it a habit to consider the way my life could have been if I’d said yes when Daniel had asked the question I knew he didn’t even think was a question, just a rite of passage we had to go through. (You could see a marriage approach some couples in Texas the same way you could watch a summer storm churning on the plains, miles before it hit.

She never brought up Daniel again, but it didn’t really matter. I’d already made it a habit to consider the way my life could have been if I’d said yes when Daniel had asked the question I knew he didn’t even think was a question, just a rite of passage we had to go through. (You could see a marriage approach some couples in Texas the same way you could watch a summer storm churning on the plains, miles before it hit.

There’s a new kubernetes, Oracle lay-offs, Zoom.US, and the problem with mainframe complainers. Also see full show notes.

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.