I was writing with a friend about Facebook, and realized how much I dislike facebook.com because (a) they don’t let me control my own timeline — not surprisingly, humans don’t like to be controlled by algorithms — and (b) you definitely get the feeling that you’re a piece of meat and they’re trying to sell you. If they were perceived as a kind, benevolent company that didn’t constantly force their version of “what’s important” on people, people might use it more.
[Dateline: The evening of May 5, 2007, On The Border restaurant, Louisville, Kentucky, after several pitchers of margaritas and beer, and three days before I would leave for Alaska.]
Brother-in-Law: Seriously man, I want to thank you.
Me: For what?
Brother-in-Law: You inspired me to start my business.
Me: That’s great, how did I do that? (Now I’m all geared up to hear a motivational story of how I inspired him.)
Brother-in-Law: I figured if you can start a business, anyone can.
One of my nieces (and/or her friends) seems to be interested in Siberian Huskies, which last night led me to dig out this old photo from a business newspaper in Louisville, Kentucky, in April, 2004.
The person who was Employee #2 at Pinterest (and then left) wrote a good article titled, Reflecting On My Failure to Build a Billion-Dollar Company.
When it comes to working as a business analyst, I’ve learned that there are just three things you need to keep in your mind when meeting with your customers (the project sponsor (gold owner) and domain experts (“goal donors”)) to gather requirements. These three thoughts will keep your meeting on track, lead you to the next question, and will help you know when your work is done.
I’m reminded of the time right before an interview for a contracting position that a tech recruiter called and told me, “Don’t appear to be too smart. Pretend that you can’t answer some of his questions if you have to. He won’t hire people he thinks are smarter than he is.” I answered every question he asked because if that’s the way he was, I didn’t want to work there.
As a manager or business owner — any kind of leader — always hire people that are smarter than you in one or more ways.
The URL contains a statement of the Red Hat ethos. A couple of good quotes:
Open source is a development model, not a business model. Red Hat is in the enterprise software business and is a leading provider to the Global 500. Enterprise customers need products, not projects and it’s incumbent on vendors to know the difference. Open source projects are hotbeds of innovation and thrive on constant change. These projects are where sometimes constant change happens, where the development is done.
I just learned that Warren Buffett’s shareholder letters can be found here in PDF format.