ALurchyBeast

IBM tries to capture the 1% of the market that accounts for 99% of the revenue. You or I spinning up a micro instance is not who IBM wants.

Did Harmony ruin it, or did Logitech ruin Harmony?

Before jumping at Google/Fitbit train, take a look at Withings watches. Their Healthmate app is solid. In my experience much better than Fitbit, and it isnt trying to sell me on any premium services.

I have a Steel HR & the battery life is measured in weeks.

Musk said "Tesla stock price is too high imo". This was a clue that the 1:5 stock split was coming.

Where did he ever say Tesla was overvalued?

Here is the 'fat lines' patent you mentioned: https://patents.google.com/patent/US6930686. It's more about efficiency of drawing a line than connecting four dots.

So whats your solution? Never put a bunch of satellites in space?

IBM bought SoftLayer 5 years ago, and was unable to capitalize on their niche (bare metal). Instead they decided to double down on provisioning VMs, which SoftLayer was never that great at. The set of features IBM's VM's provides compared to any other modern cloud is terrible (headed backwards in Gartner charts). It's barely getting any better, meanwhile Google/AWS/Azure are gobbing on features.

IBM effectively failed in their integration of SoftLayer. They bought SoftLayer but failed to modernize them. Why will RedHat be any different?

Take a look at what's left of SoftLayer today. Most folks who had the necessary skills to keep their ancient php platform relevant have left a long time ago.

I'm sure IBM is on their 5th iteration of their "next gen" VM provisioning system by now, due out any quarter...

I wonder if this is Zuckerberg's way of saying "fuck you" to Winklevoss twins/Gemini.

I see the increase in policies and procedures as a big issue at larger companies. Take your standard CRUD app created at some large corporation. It will go through QA, security auditing, legal, and whatever other team has established a policy or procedure around some process. Each one of these elements takes some number of weeks or months, and each different silo is typically unapproachable (or has some procedure on how to approach them, too).

Smaller companies can achieve higher velocity because the employees dont necessarily need the policies and procedures, or they simply havent been created yet.