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Comment Re:Cake or death (Score 1) 709

My assumption is that a repeated, long-term pattern of harassing behavior wouldn't be tolerated unless the guy really was the goose that laid the golden egg.

On the other hand, what kind of claim does she have, really? Monetary damages are probably limited to 2x her salary because of how short her tenure was. Let's say that's $300k and it costs Uber another $50k to hire and train her replacement.

I don't know what this guy's job is, but replacing *him* may be something that has a direct cost of $100k (recruiting, signing bonus, etc) and indirect costs due to workflow disruption while he's being replaced. It's not impossible those could add up to another $200k or more -- business disruption is expensive.

Comment Re:Marketing slowly sneaking up on common sense? (Score 2) 89

The worst part of the whole thing is that the ads following me around are more like. "I see you just bought some pillowcases, here's some more pillowcases you might be interested in." Except that's not really capturing the absurdity of the Amazon ads, since they follow me around AFTER I buy the thing, so it's more like you go back to Bed Bath & Beyond and the sales associate walks up and says "Oh, you bought these pillowcases last time you were here. Would you like to buy more pillowcases?"

Comment Re:But I can already send cat photos to my girlfri (Score 1) 59

It means that, like facebook messenger, it'll go from an app which lets you select a contact to start/continue a conversation with, to an app where the contact list is interrupted with irrelevant lists of who's online now (who cares?) and people you might know (huh?), before finally changing and being always one wrong press away from launching the camera and letting you add retarded shit like rainbows and stickers to photos. You'd have to be either a moron or 13 years old to appreciate it. I stopped using facebook messenger when this happened and it looks like i'm going to have to stop using whatsapp soon too. Who knows what to, though. Signal, perhaps, or just email maybe.

Comment Re:Perfect is the enemy of good (Score 2) 87

I think the engineering improvement curve for stuff like this is really steep. What's practically impossible today, is practical but outrageously expensive in 9 months and commodity priced in 18 months.

IMHO, all of the VR stuff is so bleeding edge that it's going to make the smartphone cycle look slow and methodical in 5 years. Meanwhile, do you rush out products that are expensive, quickly obsolete and don't grab many buyers in the name of "getting to market first"? Or do you iterate it internally and among select developers until your actual concept is practical and at prices that will gain a high volume of sales?

I don't think they're out of line here, the technology in this stuff is advancing faster than they can integrate it into a coherent product and get it to manufacturing.

Comment Re:Cake or death (Score 1) 709

Uber is a rapidly growing company capable of making many employees extremely wealthy.

The rational choice for Uber may be to be forgiving of a high performing employee with a demonstrated track record when his accuser is a new and unproven hire who has made no contributions.

It may even be that management's cost-benefit analysis is that it's even worth paying off a few people if they get to retain highly productive employees whose short-run value exceeds their long-term liability.

This seems like a case where there's special math involved due to Uber's growth status. At an established, nominal growth company, you're less concerned with high performers and their shorter-term harassment costs exceed their long-term value and they can probably be more easily replaced.

Comment Keyless drive, too (Score 1) 99

I bought a used 2007 model with keyless drive in 2009. The car's menu system showed three keys assigned to the car, and it only came with two actual keyfobs.

The bigger problem with apps seems to be that you can fire up the app anywhere and do stuff with the car. An "extra" keyfob or a poor keyway design is only really a risk if you have physical access to the car.

Although I'd grant you that a weak keyway design with a limited number of unique keys is probably a real big car theft risk due to the fact that thieves can basically shop any large parking area and match a car.

Comment Re:Simple answer. Dont use SAP. (Score 1) 119

SAP cant scale worth shit, we recently added 4000 people in the call center and it took SAP 8 months to "scale" the stupid garbage pile they call software to handle it.

Then when we wanted to put in a system in the RMA database to track repair RMA data, the SAP experts said it was impossible, so one of the IT guys wrote the system we needed in PHP with a Open source SQL backend. he has a MITM box that will grab info from SAP and then spit it to the RMA server. when you do a query on the RMA page you get the full history of the device from manufacture date, to ship date, to who, to all repairs and even Tech support calls on the device.

SAP was unable to deliver this. Because SAP is really shitty.

Comment Re:Managed SAP R/3 since 1993... (Score 1) 119

So do you think any ERP systems can work (defined as providing a positive return on investment)?

My guess is the success of ERP systems is probably somewhat inversely proportional to the complexity of the system. The less complex the system, the easier it and the existing business processes can be combined, the easier it will be for management to understand and use the tools and metrics and so on, and the lower the general costs are and the more likely that the technical requirements will be met without cutting corners that compromise functionality.

And there's probably a bunch of complex site-specific factors around the skill of management, their ability to comprehend and use metrics, and so on.

I'd guess if you were to graph it with "usefulness" on the Y axis and "complexity" on the X, it would look like some curve that rises quickly with features but plateaus and then drops off as complexity increases.

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