> I remember it being considered a problem for the seller if a potential customer does not like offered product.
That doesn't sound like making a informed tradeoff, that sounds like the adage of "The customer is always right", which is a very different approach to business.
I highly doubt any company making a statement by changing their app icon hasn't considered the impact and I'm sure is actively watching metrics like uninstall metrics. And I'm sure given they're making the change they found it an acceptable trade off.
So in short, I don't really understand what you're point was trying to make, unless you disagree with my premise that the companies made an informed decision to modify their app icon?
Quantifying best is very difficult. Is it the best technically but market conditions makes it less appealing? Or is it the best fit for the market but it’s a nightmare to build and so they can’t pump enough of them out to be reasonable.
The products that launch end up being good enough in all areas but rarely/never the best in all areas.
> In addition, our superiors did me a disservice — they asked me questions like the following: " Has productivity growth stagnated because of remote work?" Of course, I was saying yes.
The author took no responsibility in the situation.
> With the assistance of outside consultation (including Meg Mitchell) I was able to run the relevant experiments and gather the necessary evidence to merit escalation.
> In an effort to be fully transparent with Google and help them contain any potential leaks of proprietary information, I myself provided a full list of the names of the people outside of Google with whom I had discussed the topic. Several of these people work for the United States government and indicated that their organization was interested in exerting federal oversight of the project due to THEIR safety concerns.
He talked widely about material, non-public research, and "With the assistance of outside consultation" reads as maybe even providing access to that material, non-public research to third parties, including fired ex-employees.
Honestly, with 1Password's cloud only move, I firmly think there's a open position for a new major player in the password management space that learns from all the current players.
Founded in 2016. Raised 926 million dollars. On track for record profits this year.
Yeah, IMHO this was just an excuse to slim down the fat. Better returns for investors and better position to swoop in and grab other businesses that can no longer get funding. Shrewd but heartless IMHO.
I have a few ideas that I've been wondering how to find people with the right skillsets to help me out with it, and thus this is interesting, however weekly 1:1's sound... exhausting. I could do it for a little while and maybe find the right folks, but is there a way to then limit or stop them? Or is this focused towards extroverts?