14 Matching Annotations
  1. May 2020
    1. It is often assumed that if we want to deploy software more frequently, we must accept lower levels of stability and reliability in our systems. In fact, peer-reviewed research shows that this is not the case—high performance teams consistently deliver services faster and more reliably than their low performing competition.
    1. the behavior of optional chaining (?.) with the non-null assertion operator (!) is extremely counter-intuitive
  2. Apr 2020
    1. It might be contrary to traditional thinking, but writing unique passwords down in a book and keeping them inside your physically locked house is a damn sight better than reusing the same one all over the web. Just think about it - you go from your "threat actors" (people wanting to get their hands on your accounts) being anyone with an internet connection and the ability to download a broadly circulating list Collection #1, to people who can break into your house - and they want your TV, not your notebook!
    1. Want to keep your users? Just make it easy for them to leave.
    2. We've found that an incredibly effective—although certainly counterintuitive—way to earn and maintain user trust is to make it easy for users to leave your product with their data in tow. This not only prevents lock-in and engenders trust, but also forces your team to innovate and compete on technical merit. We call this data liberation.
  3. Jun 2018
    1. In this kind of situation one might well ask: why continue to make the 80 per cent of products that only generate 20 per cent of profits? Companies rarely ask these questions, perhaps because to answer them would mean very radical action: to stop doing four-fifths of what you are doing is not a trivial change.

      Relevant on larger scale of global economies.

    2. George Bernard Shaw put it well: ‘The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.
    3. The reason that the 80/20 Principle is so valuable is that it is counterintuitive. We tend to expect that all causes will have roughly the same significance. That all customers are equally valuable. That every bit of business, every product and every dollar of sales revenue is as good as another. That all employees in a particular category have roughly equivalent value. That each day or week or year we spend has the same significance. That all our friends have roughly equal value to us. That all enquiries or phone calls should be treated in the same way. That one university is as good as another. That all problems have a large number of causes, so that it is not worth isolating a few key causes. That all opportunities are of roughly equal value, so that we treat them all equally. We tend to assume that 50 per cent of causes or inputs will account for 50 per cent of results or outputs. There seems to be a natural, almost democratic, expectation that causes and results are generally equally balanced. And, of course, sometimes they are. But this ‘50/50 fallacy’ is one of the most inaccurate and harmful, as well as the most deeply rooted, of our mental maps.
    1. Thus mass collaboration is more refined and complex in its process and production on the level of collective engagement.
    1. Most people think of loyalty programs as an airline that gives miles to frequent fliers, a hotel that gives points toward a stay or a restaurant that offers a punch card incentive. While these may be called loyalty programs, I’ll argue that they are actually marketing programs disguised as loyalty programs. And while I don’t have a problem with this concept, we need to have a clear understanding of the differences between loyalty and marketing.
  4. Mar 2018
    1. the more I live, the more I dread death, even while I abhor life

      I don't know if this counts as a chiasmus, but regardless the contrasting ideas are interesting!

  5. Jan 2017