Cook realized that his board or shareholders would fire him for getting Apple locked out the Chinese market (both for sales but also for the manufacturing). Not an easy position to be in.
> Cook realized that his board or shareholders would fire him for getting Apple locked out the Chinese market (both for sales but also for the manufacturing). Not an easy position to be in.
They could conceivably diversify their manufacturing base, but that's a longer term strategy. Given Apple's reputation for control, it's conceivable that they're not as dependent on the Shenzhen ecosystem as your typical manufacturer. It doesn't have to be domestic US production, just not China.
If they are fined or in contempt of court ... I would recommend consulting with an Australian lawyer and then the Australian embassy before boarding a plane to Australia.
This is not a news article. This is an op-ed piece by a US Senator. The author may be concerned about NSA/CIA inserting their spyware into US products, and may also be concerned about various US intelligence agencies spying on US citizens. Neither of these topics are significant to point the Senator is making.
The point of the article is that Russian spyware is a security threat on the US. It is an op-ed piece, you can agree or disagree as to how credible the threat is ... and if you are from NH you can get extra credit and can take that into consideration when you vote on her candidacy next time she comes up for reelection.
Bought a Maytag washer+dryer more than 20 years ago before it was bought out by Whirlpool. Occasional minor fixes, but both still work great. So happy we bought them.
I remember the store we bought them at had this display comparing "maytag parts" vs. "competitors parts" showing that maytags parts were clearly better. Stuff like springs, screws, etcs.
I think that "6. How can we change things..." is avoiding the elephant in the room. This looks systemic. This is exactly why laws were written against monopolies and trusts. I have no idea how DoJ decides to prosecute a trust/monopoly. How does that work?
Mythical Man Month and Peopleware both deal with managing work: estimating work, problem of quality, feature creep.
Agile offers methods to address these same problems, just a little more evolved, imho.
* working in sprints forces estimations over smaller pieces of work (aim small, miss small).
* sprints, in my experience, challenge feature creep. teams are much more aware of time and challenge anyone making changes to scope. nothing is free.
* teams are responsible for dev and testing (e2e); no throwing crap over the wall.
These books deal with more than these topics.
btw, the quiet room for 2-3 people as described in Peopleware is being thrown out where i work. walls are being torn down to build team collaboration spaces. times have changed.
It seems like there are 2 OSS models other there: 1) community supported; 2) company led.
Most of the "community supported" projects that I have used are libraries. Since shifting from developer to the devops team, nearly everything that I rely on is "company led": saltstack, docker, grafana, influxdb, ELK, ngnix, sensu, rabbitmq, etc.
That being said, we are now re-evaluating the use of influxdb.
