Back them up.
I have slides that my parents took. Sadly, the colour decayed in many of them, and my mother threw far too many of the "worst" ones out (including ones of several episodes in my life that I'd love to have the record of now). A real shame, as when they came into my possession on her death, and I scanned such as were left so that various branches of the family could have copies, the scanner software was perfectly capable of restoring the colour balance. But the message is still there - slides decay, and they're irreplaceable. Take a backup.
I keep my important files under single directories on a hard drive on each of my two desktop machines. I back them up regularly with an incremental backup, excluding deletes, to (a) a second hard drive internal to the machine, and (b) an external hard drive. I don't delete images from my cameras until I'm happy that I've backed them up successfully, both internally and externally. I also swap to new directories on the backup drives from time to time and do a new, complete backup, and to new drives every couple of years or so. I check-sample the content of the originals and backups every once in a while. I can't guarantee that I won't lose something important eventually, but in practice I have quite a few copies of just about anything you care to name, and it's going to take something pretty extreme to do it.
1) How does a CIO NOT know that IBM has been using Agile for years, and
2) Why does he think that it's suddenly going to make a difference NOW?
IBM has (supposedly) been using Agile for at least 7 years - I spent a couple of decades inside an IBM software lab until I was purged in the infamous "Project Waltz" in 2011. Agile was management "golden-bullet-of-the-month" for at least the last 3 years of that - and just as ineffective as all the others that I'd seen come and go. My perception was that it was largely inappropriate to the scale of code (millions of lines) that we were producing and managing. Much of what was good about it was the stuff paid lip-service to but otherwise ignored; most of what was bad about it was almost anything that management could see and enforce (scrums in particular were mostly a pointless and expensive waste of time - a day or more of cumulative development effort spent daily so that everyone could report on stuff that affected no-one else, and management could put a tick in the box). Frankly, it was a mechanism by which development was obliged to churn out code with less thought in design and less opportunity for customer-scale testing, on a release schedule that no customer would want to follow, in a way that middle management could spin to the higher echelons as positive accomplishment. I'd really love to see the APAR (customer problem report) rates now that that code's had time to get out there and fester; I strongly suspect that they're - to choose a word at random - "interesting". But, naturally, I'm long in the tooth and jaundiced about new-fangled stuff (mostly because I've seen all the hype 20+ times before, and seen the vast difference between that and reality - but experience and cynicism doesn't count when management is clutching at straws).
First and foremost, the main point of the original post notes that playing the lottery (like many other frivolous actions) has entertainment value that has to be factored in. Unless you never, ever, spend money on frivolities - a movie night simply because, "Why not?"; a "better" bottle of wine; a new handbag to go with the 50 you already have; that scroll-saw with all the features you'll never actually use - you frankly have no right to ignore that side of things. And on the weeks where the jackpot is huge, that entertainment value is high; well worth the meagre cost.
Secondly, though. Straight financial analyses of ROI assume that all money is equal. It isn't. If you're penniless and starving, £10 could save your life. Whereas, if the courts have given you until tomorrow to find another £20,000 or go to jail, £10,000 isn't going to be much use.
Similarly. If your finances are such that you can expect to earn lottery-win figures across your life, or to at least consistently have enough finance (whatever "enough means") to go do the things you want to, then, sure, playing the lottery for financial reasons alone is stupid (playing it for others, which is what the OP is about, is another matter entirely). Or at the other end, if you have so little money that the cost of a ticket will make a noticeable dent in your finances, then, again, it's something you should clearly think twice about.
If you are in the middle ground between those two extremes, though - and a LOT of people are - then simple maths isn't what it's about. Ticket costs are negligible - to the extent that buying or not will affect your life, they might as well be zero. Whereas a big win is extremely unlikely but potentially life-changing - out of all proportion to the straight numbers. Sure, the overwhelming probability is that most every tickets bought will be money you'll never see again. So what? You can afford it, and nothing less risky that you can do with that ticket money is going to give you any chance at all of such a life-changing win (as so many lotteries like to point out, "you have to be in it to win it"). Why on earth wouldn't you play?
No. That's how PEOPLE play, because it's a complex game and their opponents are imperfect (both in their playing abilities and their ability to conceal their intent), so it's a productive strategy for someone skilled. But it's not optimal (not least because someone with more skill can turn it against you).
The fact is, it's sometimes possible to mathematically analyse a game and find THE optimal strategy - one that will give the best return over time whatever happens, whatever the opponents do, and even if the opponents know exactly what that strategy is. That's what these guys say they've found. Such strategies not only routinely, by the way, include such things as "When you have (this) combination of cards, you should bluff 30% of the time" - such weighted, unpredictable decisions are absolutely crucial in stopping opponents working out a counter to the strategy. Such a robot not only WOULD bluff, but it would do so entirely randomly, and at just the frequency calculated to get the best results WHATEVER you choose to try to do to outsmart it. And the best you'd be able to figure out or know would be that, say, it bluffs on a certain type of weak hand 3 times in 10 - but that you have absolutely NO way of knowing whether or not it's currently doing that beyond that 3 in 10 probability. And in fact, your truly optimal response - the one likely to give you the best return over time - is almost certainly also going to be along the lines of, say, "raise x% of the time, fold y%".
Playing such a bot would conceivably be quite boring, because the bot itself almost certainly wouldn't be playing the people - because once you start to do that, you're opening yourself up to be outplayed by someone smarter than yourself, i.e. your strategy may well be very effective under some circumstances, but it's no longer optimal. And from your side of the table, you'd be getting no tells at all (so, whilst this is supposedly an optimal strategy for a robot, there may not actually be a human out there who could implement play it, even if they could get their head around it). You'd be getting nothing exploitable in the way of play style - because everything you might choose to do has already been implicitly figured into the calculation of "optimum" play, and any attempt to beat the optimal strategy typically results in you losing more.
One weakness in such analyses can be things like limits. How much money did everyone bring to the table, for instance? The caveat on this claim is "given enough hands" - in other words, the strategy merely guarantees that, ON AVERAGE, it won't lose more than it wins. That certainly can't stop it being wiped out in any particular game by a run of sensible but random decisions that nevertheless go against it and produce a sequence of losses.
He has not acquired a fortune; the fortune has acquired him. -- Bion