"I commute 400 miles each way to work, every day, towing my 5000 pound boat, fully equipped outdoor kitchen trailer/classroom, my home-schooled family of 6, 6 dogs, a portable sawmill, solar-powered game freezer + ammunition, and an extra trailer because I might have to go to home depot."
I have power, yes; however, I can't even run the toaster oven and A/C, for example, at the same time. There's likely no way I could charge an EV w/o having everything trip the breaker. And there's no way to go beyond what we have unless the electric company upgrades our service.
More advanced EVSEs are capable of adjusting the power delivered based on the power available. It does require a sensor on the supply cables to determine how much power is being used, but it's technically capable without a service upgrade. Also, electric companies will frequently upgrade an old 50/100 amp service to 200 amp for low or no cost (because they figure you'll pay off the cost of doing so through more power usage). The panel side of the service upgrade will cost you, but then you'll be able use the toaster oven at the same time as the A/C.
Intel needs a full-time board that gives a shit about whether the company succeeds. You could populate that board with nearly any combination of capable founder types and you'd get far better results.
The current board is a pack of cargo-culting epitaph writers.
They're a particularly egregious example of what corporate governance has become, but they're cut from largely the same cloth as the rest of our leadership class. Maybe a little dumber than average, a little more short-sighted, but devoid of any notion of obligation?
I forget the name of the speaker guy who has this turn of phrase, but whatever the merits of his overall platform this hits perfectly: "People doing well today are using every means at their disposal to decrease their accountability while increasing their compensation. If you don't compensate people based on the responsibility they are willing to undertake, you will get a world run by people like this and it will look like the world you live in right now".
We populate our corporate leadership with non-founders so highly compensated that actually succeeding does not matter to them. They've already "won" at the game, and they spend a lot of time posturing with respect to each other. They set the membership criteria for the "club", reinforce each others' positions, and use the ability to bestow membership to manipulate the political system away from regulating or taxing them.
My university has an auto shop for this very reason - at a certain size, it makes more sense to care for your own fleet than it does to contract it out, even though the auto fleet peeps have approximately zero overlap with educational goals.
GCS's metadata layer was originally implemented with Megastore (the precursor to Spanner). That was seamlessly migrated to Spanner (in roughly small-to-large "region" order), as Spanner's scaling ability improved over the years. GCS was responsible for finding (and helping to knock out) quite a few scaling plateaus in Spanner.
There's a fine line between gradient descent, pedantry, and mocking. I suspect we will learn more about it.
reply