My biggest gripe are the small AC to DC wall warts. Try as they might with different orientations of their bulbus shapes, they always take up to much room on my power strips.
I do love the headphone jack. Simple, easy, and universal.
So Canada, grow a new pair of hockey pucks, open up a Labatt Blue, and get the frak back to work.
The problem I have is technical debt that grows under mounting pressure from those that see programming more as an assembly line than an art. This is where, largely due to budget or time constraints, design corners are cut. Over a period of time, all of these short-cuts led to a huge debt that forces a new re-design. At first I could not articulate this concept to managers and customers. However I can now and I have the stakeholders sign-off on the technical debt to meet deadlines or budget requirements. That way when the debt gets to a level that is no more sustaining, I can go back and show what was sacrificed and who signed off on it.
Then add the idea if the major distributors say no, then what of those closed source drivers many of the distros use?
Where will the $1 billion go? To a large extent, on facilities and personnel to help Power users move to Linux. One new center in Montpellier, France, will be set up for that purpose, McCredie says.
When they say large extent, what exactly does that mean? Like $800 million for the land and development of a shiny new building, $100 million for Power servers, and $900K for salaried personnel? Leaving $100K to hire 10 India engineers to work feverishly on the Linux code?
But back to Yahoo. Your ship is still listing.
I understand the model Yahoo is fielding with Tumblr, many companies do this. But they mostly do this in areas where the "mother ship" has no direct experience in that market. It's best to keep the business models separate. But for Yahoo who is in the same market space as Tumblr to have a hands off approach is a testament that Yahoo's executives have no idea how to incorporate technology. Which gets back to this is an overpaid partnership.
The problem is, and with many companies, is the CEO is not a leader, has no real vision, and defiantly not an innovator. They are like captains of oil tankers set adrift on the ocean. Nothing all that exciting and number one goal is to stay afloat.
Archaeologists can cry fowl all they want and file civil or criminal charges all they want. But did any of them even think to put a marker next to the mound of gravel and limestone saying this was a historical landmark?