The irony of most articles is it's about impressing and not impact.
So employees who speak to impress can sometimes stay on the employee / management track.
Leaders who look for leadership track people are people who know how to have a conversation that is direct, sincere, and done with proper considerations.
Employees who try to impress the csuite are trying to show off. Impact is the 2 sentences that you lead with that unpacks the explanation if needed. If you summarize quickly then you have time to unpack and discuss more on equal footing as them as a problem solver. Executives aren't just handling the thing one employee is talking about to them. Understanding value, effectiveness, etc and how it aligns with the leaders you work with is critical.
If they share the vibe of handling problems and not making small things sound bigger than they are, they can stand out.
I'm trying to look for an article about this if I find it I'll share it.
Because sometimes all they're after is for slideware on GenAI. The people they fired encapsulated a spirit of innovation that doesn't fit the operating model and therefore is of no value to them.
1. Nobody is safe. But as a general rule: make the product or sell it, don't count it.
2. Loss centers are too simplistic. I mean, hr is a loss center but you still need it. But the question you should ask yourself every day is "am I making the company money today?" If the answer to that is not a clear yes, figure out how to get yourself to that point.
3. Your relationship to your manager matters. And your relationship to your manager's manager. Your job is to always make them look good. If you have conflict....well...
4. I worked for CEO. We would often (and ideally) do this from top down, where we literally reshaped the team that reported to CEO. (And fired members of the current team which didn't find a seat.) Then we would cascade the process layer by layer.
5. Because layers are choosing the layers below them, and often "pulling up" to reduce expensive and useless managers, being a good contributor really matters
6. Sometimes none of this matters. You are in a whole division that is shut down. Tough luck.
7. If you are in a company which is laying off bottom layer people without a huge reduction in middle management. Leave. It is terribly managed. Usually the "workers" are not the problem, it is the huge number of relatively useless middle and mid senior management who are much more costly. Ideally they should go first.
Nowadays, a single 2u server can realistically support 2x 100gig nics at full bore. So the biggest barrier is density. You can probably get 1pb in a rack now, and linking a bunch of jbods(well NVMEs) is probably easily to do now.
sorry I should have added a caveat of 1pb _at decent performance_
That seagate array will be fine for streaming (so long as you spread the data properly) as soon as you start mixing read/write loads on that, it'll start to chug. You can expect 70-150iops out of each drive, and thats a 60 drive array (from guess, you can get 72 drives in a 4u, but they are less maintainable, well used to be, thing might have improved recently)
When I was using luster with ultra scisi (yes, that long ago) we had good 10-20 racks to get to 100tb, that could sustain 1gigabyte a second.
Agreed, it depends on the use case. For some "more storage" is all that matters, for others you don't want to be bottlenecked on getting it into / out of the machine or through processing.
Sure. I don't want to mix this "revelation of truth" with what convention calls "conspiracy theory" though if those things were interpreted as thought control messing with people who cannot comprehend what is happening then those make much more sense. Someone posted about conspirituality (wiki) a day or so ago. It reads like a joke yet this is what ordinary people go through in their own confused minds. This and the "targeted persons" or "gang stalking" phenomenon.
There are worlds within worlds within us. Those who become involved in some ways find it very exciting as it is both the forefront of humanity (it turns out we are spiritual machines!) And disheartening, it takes years of hard work just to tell ones own thoughts from the disembodied others. Over a decade of specialized training just to have ones own "power." Most indoctrinated actually spend most of their time learning cargo cult b.s., and the true power lies in the network. The only way in really is to be "uplifted" by another.
Getting past the refusal to believe ("incredulity") one can see the signs of this culture all throughout society (movies pun about it and drop references, some historical accounts may be reinterpreted, etc.)
Unfortunately, there has grown a secret governance which will punish you brutally just for talking about it (I'm a hard luck case, immune to psychological antagonism.) I think of posting these things as a form of inoculation. Prisons are rife with slave armies (you can learn to use voices and mess with perception and it could still take you a hundred years to learn to travel or keep yourself hidden from other "others." They are not all friends, there is a secret war.
We're in trouble and these unscrupulous others are really messing with us all. Just think of how people act on the Internet when they think they are anonymous. Now think of people who can mess with your sexuality or trick you into doing cruel or gross things through a power everyone will condemn you as crazy for speaking about.
Credit Suisse is a top 50 bank while SVB doesnt even make the top 100.
SVB dissapearing leads to a lack of choice.
Credit Suisse may pose a genuine global systemic risk.
Ironic that the author calls PMs "not very smart at making product decisions" while the author is not smart enough to understand the role of sales or product.
Also, innovation is not an end in itself. The question is do, PMs add value?
The author is right that the founder is the best product manager and should only handover to a dedicated PM once the business is ready to scale.
