So far I'm about 80 pages in and have found it extremely academic and not very practical, sometimes deriving conclusions that are so far from reality that they are a bit concerning, like how a strong password does not matter because once they inevitably leak they can always be cracked via rainbow tables (the author doesn't use this exact term). As we know the exact point of a strong password is that it will not be in a rainbow table.
Of course the original version is pretty old but I picked up the latest revised version. Still some interesting insights and I haven't given up on the book quite yet but it's been a ton of theory and a lot of terminology so far.
And if you’re designing the door, it is your responsibility to think deeply and observe behaviour, to design an intuitive interface.
I do agree that it’s rather academic, but I did leave with that one takeaway.
I must admit the idea has a lot of appeal, because there are people seeing good ROIs, so it does not seem to be the tool as much as the tool user
The company needs to have the right culture and ability to integrate leading technology, whatever it is.
There are even fewer that are “successful” - ie where everyone involved wouldn’t be better off just working as a LOB CRUD developer.
The goal of the founders don’t matter even if they do “care” about the customer. The customer is at the whim of the strategies of the investors of the company and if an acquired, the customer will probably get an email about “our amazing journey” when the company is shut down
As a side note, I'm in a much better mental space now, largely due to facing these things straight on. Things are good, and I'm motivated and sharp!
At least in the technology sector, work has changed a lot in some regards since the days when Scott Adams was in the workforce.
No suits and ties needed, show up in a tee-shirt and denim jeans. Flexible work hours, and work-from-home. Top 2% salary. Free food. Clean, well-maintained, offices. No request for annual leave ever denied. Pick the work you like from the top of the backlog. No bosses sending interns to get them coffee or any nonsense like that. Go ahead, play some foosball or table tennis on the clock. Is two screens enough, you can have a third if it'd boost your productivity?
And senior leaders try to project the image of "Stanford CS PhD dropout" rather than "Wall Street Harvard MBA" - they're "just like us", look at that hoodie he's wearing.
The world of Dilbert, meanwhile, is trapped in amber. And the wry insights that fax machines are hard to use don't really land like they did in 1995.
Generative AI, as we know it, has only existed ~5-6 years, and it has improved substantially, and is likely to keep improving.
Yes, people have probably been deploying it in spots where it's not quite ready but it's myopic to act like it's "not going all that well" when it's pretty clear that it actually is going pretty well, just that we need to work out the kinks. New technology is always buggy for awhile, and eventually it becomes boring.
Banks start with some capital, borrow in the form of deposits, and lend in the form of bonds, mortgages etc.
The regulatory capital ratio determines how much capital they must hold to support the assets.