This is true in mid-sized startups. I actually witnessed it three times during my _short_ period of experience (7 years of different startup contracts) with different startups.
Firstly, it does not have to be immediate or deliberate. The cycle happens approximately through period of 6-months. The followers per-se does not have to actually _follow_ or loyal to the main person. The said main person is generally the CTO or an engineering manager.
Essentially, one way or another, the company needs to hire a CTO to fill their technical gaps and propel their growth. The company looks for an experienced and preferably startup experience in a certain field. There are already very limited number of folks satisfying these conditions. In which, mostly will already be working somewhere.
From the available ones, company hires 1 person, the CTO. CTO identifies several gaps in tech stack and hires couple of _senior_ folks, with of course, recommendations/references. (now called staff engineers mostly, as the seniority sort of lowered at the 5-6 years mark).
After couple of months later, the senior folks hire couple of mid-level folks because there are too much work to do. Since the senior engineers were busy both with design _and_ the implementation, they need to focus more on the design and make big-picture decisions, cannot be bothered with bug-fixes anymore. Therefore, they need some mid-level engineers to cleanup things and keep the lights on...
After 6 to 9 months period, the newly hired folks become 7 or greater in the numbers. As now they are the majority in the organization's technical hierarchy, they can easily push-out _older_ members which are not part of their circle and let more folks from their circle in.
As you guessed, this is a pyramid scheme in employment, as the lower level folks look up to people who hired them (created a position/opening).
Even if the actual scheme is not intended initially, usually this is what happens. It doesn't even have to be a grand plan to take-over, the unconscious biases and past relationships always prevail, causing the same cycle to repeat.
Also another perspective is the people whose boss (CTO) has just left. These folks also leave over time not just they blindly follow their CTO or loyal to them, but because the _new_ CTO changes how things work, maybe a new tech stack people are not familiar with. In turn, it stagnates peoples' carreers, causes confusion and even takes them one step back. (i.e. An engineer on a promotion path now has to re-prove their skills to a new manager/CTO)
I think for all the cases, I did not find this approach useful in the business sense. Because in all cases, it took the startup at least a year to adapt into a new CTO and the tech stack. As the new CTO always assures X is better than Y, all the problems are there because Y is older, and X is the new paradigm. Just to be replaced by Z when the next CTO arrives after several years...
So the moral of the story is, people don't need to be loyal, the incentives make them so.
well for the Russia sanctions, initially it did have an impact but then both people and corporations found workarounds...
for example, blocking swift does not make money transactions impossible, makes it difficult for the layman in the first a few times.
nowadays, everyone uses crypto/usdt for the transactions and realizing it is actually cheaper and faster than the swift.
for the europe, they still buy the gas even at a higher price. grounding berlin to moscow flights only benefits turkish airlines and qatar airlines as now they profit from being monopolies (connections through istanbul and dubai)
the reality is that people adapt. i am not a trump supporter, i do not agree with the tariffs but that's what trump is trying to do; force people to adapt local goods
i'm also not professional networking engineer but overall open core will allow;
better interfacing and integration as a wifi chip on SBCs like raspberry pi, potentially allowing faster rates and lower latencies on SPI or I2c buses
better security and possibly handling further standards than the espressif allows.
for example, you may implement wpa3 or wpa4 (if it comes out at some point) without needing to wait for espressif to implement and release themselves. plus, they may never have the incentives to do so if a newer chip (esp64?) comes out...
Clocks show the time that is _passed/past_, that's the point. Hence flooring is correct approach.
Even when you involve physics, you are seeing the nanosecond past. Not the actual time. (The time that takes light to travel from clock to your eyes, then your brain's processing delay via neurons etc.)
Even the thought of being late is the same way. If something starts at 13:00 and you are not already there when it is 13:00:00.000, you are -by definition- late.
Good point, when you look at your watch your thought should be “3:15 has passed” or “3:15:40 has passed”. One is more precise but if you think of it as a time that has already passed you can budget accordingly. 3:15 tells you that 3:15:00 has definitely passed and as much as 3:15:59 might have passed.
I can see how you might suspect that, but I got a different read from it. The constant references to the topic as the "IPv6 Cat" struck me as another in the long tradition of authors who became too attached to a clumsy and ineffective analogy they thought was good enough™ and banged it like a drum. That strikes me as an all-too-human thing to do (especially since I've been guilty of it myself before) rather than an AI artifact. I enjoyed the piece nevertheless, and I agree with its premise that market forces are not enough to continue the trend of IPv6 penetration growth and that public policy carrots and sticks are both needed and justifiable to ensure it comes to pass.
On another matter, whose brainchild is IPv6+? I haven't heard of that one before.
Look at these formulations: "Respecting these governance frameworks is crucial to maintaining the open, collaborative model that underpins global Internet development and its technological evolution ... collaborative approaches that engage technical communities, promote open standards, and prioritise interoperability are essential... To overcome these challenges, a strategic approach combining economic and operational incentives with collaborative governance is essential. Governments and organisations must take proactive steps to create a more supportive environment...
By combining these measures, enterprises and network operators can address the barriers to IPv6 adoption while fostering collaboration between governments, industry leaders, and the technical community. This approach ensures that the transition to IPv6 remains inclusive, efficient, and aligned with the Internet’s principles of openness and innovation."
How is that gibberish? It's clearly a policy paper/article, and the wording is very in-line with that: it's wordy, but there's nothing factually wrong or outlandish in it.
that's honestly a leak of internal details lol. (leaky abstractions)
because internally most apps are using the coral framework, which is kind of old, using this json format as it has a well defined shape for inputs, outputs, and errors.
Firstly, it does not have to be immediate or deliberate. The cycle happens approximately through period of 6-months. The followers per-se does not have to actually _follow_ or loyal to the main person. The said main person is generally the CTO or an engineering manager.
Essentially, one way or another, the company needs to hire a CTO to fill their technical gaps and propel their growth. The company looks for an experienced and preferably startup experience in a certain field. There are already very limited number of folks satisfying these conditions. In which, mostly will already be working somewhere.
From the available ones, company hires 1 person, the CTO. CTO identifies several gaps in tech stack and hires couple of _senior_ folks, with of course, recommendations/references. (now called staff engineers mostly, as the seniority sort of lowered at the 5-6 years mark).
After couple of months later, the senior folks hire couple of mid-level folks because there are too much work to do. Since the senior engineers were busy both with design _and_ the implementation, they need to focus more on the design and make big-picture decisions, cannot be bothered with bug-fixes anymore. Therefore, they need some mid-level engineers to cleanup things and keep the lights on...
After 6 to 9 months period, the newly hired folks become 7 or greater in the numbers. As now they are the majority in the organization's technical hierarchy, they can easily push-out _older_ members which are not part of their circle and let more folks from their circle in.
As you guessed, this is a pyramid scheme in employment, as the lower level folks look up to people who hired them (created a position/opening).
Even if the actual scheme is not intended initially, usually this is what happens. It doesn't even have to be a grand plan to take-over, the unconscious biases and past relationships always prevail, causing the same cycle to repeat.
Also another perspective is the people whose boss (CTO) has just left. These folks also leave over time not just they blindly follow their CTO or loyal to them, but because the _new_ CTO changes how things work, maybe a new tech stack people are not familiar with. In turn, it stagnates peoples' carreers, causes confusion and even takes them one step back. (i.e. An engineer on a promotion path now has to re-prove their skills to a new manager/CTO)
I think for all the cases, I did not find this approach useful in the business sense. Because in all cases, it took the startup at least a year to adapt into a new CTO and the tech stack. As the new CTO always assures X is better than Y, all the problems are there because Y is older, and X is the new paradigm. Just to be replaced by Z when the next CTO arrives after several years...
So the moral of the story is, people don't need to be loyal, the incentives make them so.
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