irq

Aug 18

“The premier venture capital firms know the best investments have high technical risk and low market risk. Market risk causes companies to fail. In other words, you want companies that are highly likely to succeed if they can really deliver what they say they will. Unfortunately, consumer Internet companies don’t follow that pattern. They usually have low technical risk and high market risk. There is very little chance they can’t deliver their product. The big issue is whether the startup’s product is of value to a large enough audience.” — Why Angel Investors Don’t Make Money … And Advice For People Who Are Going To Become Angels Anyway | TechCrunch

Aug 08

“Adrian: Going back to the speed of development: like I said, there isn’t any executive that wants his company to be slower at product development. So if you look at how you really speed things up you have to take the hand-offs out of the process. So every time you get a team giving something to another team – Development to QA to Ops to whatever – every one of those is a synchronization point that slows everything down. If you can avoid that then you’ve saved yourself a lot. So speed matters. Taking those steps out for big companies means you re-org really, because that’s what DevOps is about. If adopting DevOps doesn’t involve a re-org, then you’re not doing it right. So that’s why it’s one of the reasons it’s hard to adopt. But, once you get your head around it, you realize what you’re doing is streamlining things and you have to smash the groups together so that developers do their own operations, and Operations people and Development and QA… You get rid of the artificial barriers, and in operations you get rid of the stove-piped fiefdoms of the storage guys and network guys and the database guys and sysadmins. So you have to kind of mash this stuff back together again to make it efficient, and that’s to make the speed of delivery efficient. They got siloed for optimizing for cost rather than for speed. So this is kind of a cost-versus-speed thing. And the pendulum is swinging back away from cost to speed. Because the cost of infrastructure is so low that now the time it takes to develop something is the biggest problem, so you’ve got to speed things up. So that is causing people to think about things in different ways, and different products are appearing, and the scale that people are dealing with things, and the “software eating the world” kind of ideas where every company now has to be a software company. You can’t not be a software company because every product somewhere has software in it. And everything you do, if it’s marketing or sales, you’re doing real-time bidding for ads.” — The New Stack Makers: Adrian Cockcroft on Sun, Netflix, Clojure, Go, Docker and More | The New Stack

Jul 30

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Jul 28

“Lowering the price expands the addressable market, as well. The cheaper it is to do it in the cloud, the more difficult it is to make a business case to do an on-premises solution, especially a private cloud. Many of Gartner’s clients tell us that even if they have a financially viable case to build a private cloud right now, their costs will be essentially static over the amortization period of 3 to 5 years — versus their expectation that the major IaaS providers will drop prices 30% every year. Time-to-value for private cloud is generally 18 to 24 months, and it typically delivers a much more limited set of features, especially where developer enablement is concerned. It’s tough for internal IT to compete, especially when the major IT vendors aren’t delivering software that allows IT to create equivalent capabilities at the speed of an AWS, Microsoft, or Google.” — AWS 2Q14 and why the sky is not falling | CloudPundit: Massive-Scale Computing

Jul 16

“Working with sketches on paper is powerful because it allows you to go fast. It is probably the only medium where you can record ideas as fast as they happen. It allows you to present yourself with visual options instead of just things in your head, and then to make better informed design decisions. Often putting two options on paper, even in the most rough form, will make it obvious which one is better.” — A P R I L Z E R O

Jul 14

“The idea of it being that the qualities (or maybe the qualia) of the programming language Lisp—its simplicity and its approach to processing lists of things in the memory of a computer—are so fundamental that they are emergent. If you write a big program, you’ll reinvent Lisp. If you write a big program, it will read email. If you are a programmer, you will find yourself drawn to to-do lists. And then you will talk about these things, because they are the touchstones of our shared culture of technology, with attendant rituals. Nothing says “I reject everyone else’s way of seeing the world in favor of my own” more clearly than declaring email bankruptcy; it’s the digital equivalent of baptism into a new faith.” — Doomed to Repeat It — The Message — Medium

Jul 13

Brands As Promise-Marks -

ingineering:

© 2014 Jeff Sussna, Ingineering.IT

Yesterday I read a tweet that said something about “engaging with brands”. That statement struck me as odd. I hypothesized that a brand isn’t something you can do anything to or with; nor can it do anything to or with you. Instead, I thought, a brand…

“So, as an investor, when you see a dominant market power emerge, you should start asking yourself “what will undo that market power?” And you should start investing in that.” — Platform Monopolies – AVC

Jul 02

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Jul 01

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