insights

> Open source doesn't imply trustworthiness and it's a very dangerous assumption to make. Any open source system can be screwed with in a variety of ways. The simplest and most effective option is to publish both the source and the binaries, but built latter from the an altered source. This

Chapter 10, which begins on page 53, lays out the 12 practices that caused our industry to erupt into controversy; and spawned a revolution that has changed everything about the way we write software. Those practices are: > The Planning Game: Nowadays known as SCRUM. The idea that software is produced

from Remote [http://37signals.com/remote/] (by 37signals) [https://work.plonely.com/wp-content/uploads/2013/11/book-quotes-1.png]

source [http://news.ycombinator.com/item?id=4060229] > I think the danger is that engineers might come to the mistaken conclusion that making pizzas is the primary limiting reagent to running a successful pizzeria. Running a successful pizzeria is more about * schlepping to local hotels and leaving them 50 copies

source [http://news.ycombinator.com/item?id=4009099] > Google builds a search engine, forces the competition to start improving.Google buys a webmail service, forces rapid improvements in the competition. Google builds a browser, forces rapid improvements in the competition (Firefox). Google buys a smartphone OS, competition already doing ok

source [http://www.amazon.com/Good-Great-Companies-Leap-Others/dp/0066620996] (reviewed by Donald Mitchell) > The key conclusions as to "how" included the following:(1) a series of CEOs (promoted from within) who combined "personal humility and professional will" focused on making a great company; (2) an initial focus on eliminating weak people,

... especially during a crisis source [http://www.bnet.com/blog/ceo/10-things-great-managers-do/8189?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+bnet%2Fceo+%28BNETCorner+Office%29] quote > #1. Maintain your cool and sense of humor, especially during a crisis2. Tell subordinates when they’re shooting themselves in the

Some good advice I got: make sure that our partners feel that doing business with our company is predictable for them. It means * They know the way we treat them will remain consistent * The supports we give them is there and delivered * The quota we give them is not increased

source [http://www.the-innovation-machine.com/?p=83] > The organizational structure of many large innovative companies (Toyota, Procter & Gamble, GE, 3M, IBM, Google, Microsoft, Sony, Hewlett-Packard, DuPont, Honeywell and Whirlpool) , followed certain rules: [1] 1. Delegation of Decisions to Innovation Teams 2. Integration of R&D into the Business Units 3.