theologic

6 ms·

1.
by theologic 5mo ago
You have no idea how thankful that you explained that. I watched the Cantrill video. As somebody that dealt this Oracle, it struck home.
2.
by theologic 5mo ago
The challenge on these types of things is making sure you have somebody modeling the impact then being accountable to the numbers they produce. As a massive Deming guy, any model that has zero variation built into it (whiskers) becomes imme
3.
by theologic 7mo ago
By the way, I've been using a Whisper model, specifically WhisperX, to do all my work, and for whatever reason I just simply was not familiar with the Handy app. I've now downloaded and used it, and what a great suggestion. Thank
4.
by theologic 9mo ago
The benches inside of IBM were phenomenally deep. They did not need to go to the outside world.However the research arm was divided into a bunch of buckets in each division had a tendency to be their own siloed operations. The various heads
5.
by theologic 9mo ago
As an industry insider, I have never heard the one percent. I'm not saying that it's not possible, but I don't recall ever hearing of us testing for it. So what is the source of the 1%?
6.
by theologic 9mo ago
As somebody that actually had development experiences, both PC companies and in the hard drive industry, I posted an upper level post on this. I won't repeat it here, but an awful lot of this sounds apocryphal but some truth behind it.
7.
by theologic 9mo ago
I won't repeat it here, but I posted What I saw as an insider. I think that not all of the facts were quite right. However, some of the overtones definitely are.
8.
by theologic 9mo ago
The story is slightly unusual because I was actually managing a part of the engineering group at IBM that was integrating hard disk drives into ThinkPads during that era. I am not suggesting that it could not have happened or that it mig
9.
by theologic 9mo ago
I arrived at IBM just a little before Gerstner got there. He was an absolutely amazing individual in terms of how he spoke incredibly bluntly to everyone. At IBM, it was all about legacy internal political structures, where you would have e
10.
by theologic 9mo ago
It's almost comical isn't it, but it actually turns out that this is a big foundation behind behavioral economics. In essence you can get trapped in an upper level heuristic and never stop for a moment and thinks things through. A
11.
by theologic 9mo ago
Yep sorry about that lost track of who did what. But thank you for actually some very insightful comments and actually digging into the details. And I do agree with your contention that there is some sort of circular system issue going on h
12.
by theologic 9mo ago
Okay I think I understand what happened. A couple posts ago you listed to an executive summary for CASPEH. I don't believe you've ever read the complete report, which is around 96 pages. If you dig into the details, you'll ac
13.
by theologic 9mo ago
Do me a favor. Tell me why do you think it's a stretch (to assume that this is a job's issue). This would appear to me to be an intuitive statement and possibly is simply created because you've already made up your mind. Unfo
14.
by theologic 9mo ago
There is very good research to indicate that when housing costs a lot, versus geos where housing costs a little, homelessness clearly is lower. while this is not causation, the correlation is extremely clear. I think that Gregg Colburn, Th
15.
by theologic 9mo ago
Peter Drucker popularized the phrase "Efficiency is doing things right; effectiveness is doing the right things." Being a credibly efficient at doing the wrong things, turns out to be a massive issue inside of most companies. Wha
16.
by theologic 1y ago
The challenge is that we have a rapidly evolving GLP/GIP/Other landscape being developed. In other words, you take a risk that the government buys the wrong thing. However, I think with a little push, you could have a highly com
17.
by theologic 1y ago
At the time of the FAA making up this framework, I would venture more than half of commercial pilots had some military aviation background. It is so close to Boyd's model, I would think that a research might find that it was highly in
18.
by theologic 1y ago
Throw in confirmation bias https://en.wikipedia.org/wiki/Confirmation_bias and you have a lot of inertia from changing. Not only do they not have the right info, but because they have invested in the ongoing solution,
19.
by theologic 1y ago
Another variation of this are GLP 1 drugs. Obesity costs USA $1.75T ( https://milkeninstitute.org/content-hub/news-releases/econom... , grossed up for inflation) Number of people that are obese: 100M Annual econo
20.
by theologic 1y ago
I always thought this was a great implementation if you have a Cuda layer: https://github.com/rgcodeai/Kit-Whisperx I had an old Acer laptop hanging around, so I implemented this: https://github.com/S
21.
by theologic 1y ago
Great story and brought up on Hacker News on a regular cycle: https://news.ycombinator.com/item?id=26735958 While I love the Hacker News purity, takes me back to Usenet, it makes me wonder if a little AI could take a repos
22.
by theologic 1y ago
I don't think this was what the external post was about. The Blue Tax was put on everybody, and was a requirement for a business model. The external post said nobody really wanted to sell the PC and "antibodies" made sure t
23.
by theologic 1y ago
While I don't want to dismiss your living through something, nor your wife's work history, by 2002, a lot of this had transitioned. I have a weird career where I was inside the door of Apple supplying tech in the early 90s, then w
24.
by theologic 1y ago
Ah, you are dredging up memories. I've done both marketing and engineering. I managed a group at RTP responsible for a part of the engineering for PC, Thinkpads, and the Server group. While I had people go to Greenock, I never went p
25.
by theologic 1y ago
I don't think you probably have the history to frame this correctly. Apple was dying. Somehow Steve got his foot in the door at the beginning of '97, and kicked out Gil in around 7 months. It was insane. Steve then immediately
26.
by theologic 1y ago
So somebody either has worked for IBM or had a family member worked there, as this is one of the standard jokes. I was moved every two years, and it was a full M&L. I will treasure my time there as remarkable rich.
27.
by theologic 1y ago
The value prop is that we could launch a Dell (Gateway) channel by offering leading edge systems, and look for unique features, and live in the other guys holes. The team wasn't stupid, and they had a matrix of where they felt that th
28.
by theologic 1y ago
Externally, it was universally praised. I was selling PC gray market at the time, and it was highly effective. The only people that I knew that had a problem with it was certain IBMers that felt it didn't rep the Blue Channel (corpor
29.
by theologic 1y ago
I completely understand that if you were there in the culture how this can hopeless outdated. So, I completely understand how this would be a massive flop today. However, at the time, it was extremely well regarded as effective and univer
30.
by theologic 1y ago
I was there. Ambra was an attempt to: 1. Get out from the blue tax 2. Have and alternative procurement path 3. Set up a channel where we might not cannibalize ourselves. 4. Free outselves from some of our rigorous engineering processes It

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