Microsoft Smart Quotes

Why are man hole covers around?" If you don't knwo the answer to the questions, you're not smart enough to work at microsoft

there is a growing body of work coming out of psychology and cognitive science that says you have no clue why you act the way you do, choose the things you choose, or think the thoughts you think. Instead, you create narratives, little stories to explain away why you gave up on that diet, why you prefer Apple over Microsoft, why you clearly remember it was Beth who told you the story about the clown with the peg leg made of soup cans when it was really Adam, and it wasn’t a clown.

Smart contracts on Ethereum are worse than even non-financial commercial code; as of May 2016, Ethereum contracts averaged 100 obvious bugs (so obvious a machine could spot them) per 1000 lines of code.348 (For comparison, Microsoft code averages 15 obvious bugs per 1000 lines, NASA spacecraft code around 0 per 500,000 lines.)

Whether Musk was a founder of Tesla in the purest sense of the word is irrelevant at this point. There would be no Tesla to talk about today were it not for Musk’s money, marketing savvy, chicanery, engineering smarts, and indomitable spirit. Tesla was, in effect, willed into existence by Musk and reflects his personality as much as Intel, Microsoft, and Apple reflect the personalities of their founders.

With apologies to the folks in Redmond, I’ll end on another Microsoft joke because it makes the point well (a point that applies everywhere, not just at Microsoft): A helicopter was flying around above Seattle when a malfunction disabled all of its electronic navigation and communications equipment. The clouds were so thick that the pilot couldn’t tell where he was. Finally, the pilot saw a tall building, flew toward it, circled, and held up a handwritten sign that said WHERE AM I? in large letters. People in the tall building quickly responded to the aircraft, drawing their own large sign: YOU ARE IN A HELICOPTER. The pilot smiled, looked at his map, determined the route to Sea-Tac Airport, and landed safely. After they were on the ground, the copilot asked the pilot how he had done it. “I knew it had to be the Microsoft building,” he said, “because they gave me a technically correct but completely useless answer.

Microsoft’s Bill Gates pleaded with Congress to give him more cheap foreign workers, claiming computer giants like Microsoft were just trying to bring in “smart people,” and that H-1B visa holders were so immensely qualified that their salaries started at $100,000 a year.28 Then it turned out that only 12.4 percent of Microsoft’s H-1B holders were paid as much as $100,000—mostly lawyers and other executives.29 Even worse, since the introduction of the H-1B visa, Microsoft has been laying off American workers by the bushel.30

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company. John Akers at IBM was a smart, eloquent, fantastic salesperson, but he didn’t know anything about product. The same thing happened at Xerox. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off.

He knew nothing about computers, which seemed vaguely threatening—even sinister—to him. In the mid-1960s, many people shared this dystopian view of computers. These machines, which were designed to crunch numbers, were treated with skepticism and sometimes hostility because they symbolized regimentation. Computers seemed to bend humans to their will, forcing men and women to do little more than tend smart machines. This gave a bad reputation to computers and the task of writing programs for them. Hardly anyone wished to call himself a programmer, and people who did were considered odd.

Wood felt his professors were out of touch with reality and, while “very smart people in their limited field,... they had no business judging whether I did something good or bad.” The

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Paul Graham is the founder of Y Combinator, one of the most successful and sought-after startup accelerators in the tech world. Graham has invested in several blockbuster companies, including AirBNB and Dropbox, both of which are valued in the billions at the time of this writing. After investing in hundreds of companies and considering thousands more, Paul Graham has perfected the art of identifying promising startups. His methods may surprise you. In an interview, Graham highlighted two key strategies: Favoring people over product Favoring determination over intelligence What’s most essential for a successful startup? Graham: The founders. We’ve learned in the six years of doing Y Combinator to look at the founders—not the business ideas—because the earlier you invest, the more you’re investing in the people. When Bill Gates was starting Microsoft, the idea that he had then involved a small-time microcomputer called the Altair. That didn’t seem very promising, so you had to see that this 19-year-old kid was going places. What do you look for? Graham: Determination. When we started, we thought we were looking for smart people, but it turned out that intelligence was not as important as we expected. If you imagine someone with 100 percent determination and 100 percent intelligence, you can discard a lot of intelligence before they stop succeeding. But if you start discarding determination, you very quickly get an ineffectual and perpetual grad student.[74] Your intelligence doesn’t matter as much as you think it does. If you’re reading this book, you’re probably more than capable. Your ideas don’t matter much, either. What matters most—by far, is your perseverance. Stop worrying about your mental aptitude. Stop worrying about the viability of the project you’re considering. Stop worrying about all the other big decisions keeping you up at night. Instead, focus on relentlessly grinding away at your passion until something incredible happens. Your potential output is governed by your mindset, not your mind itself.

AlphaPoint Completes Blockchain Trial Together with Scotiabank AlphaPoint, a fintech company, devoted to blockchain technological innovation, has accomplished a successful proof technology together with Scotiabank, a major international bank based in Barcelone, Canada. From the trial, Scotiabank sought to learn and examine how the AlphaPoint Distributed Journal Platform could be leveraged inside across a selection of use situations. When questioned if AlphaPoint and Scotiabank intended to further build this job, Igor Telyatnikov, president and also COO regarding AlphaPoint, advised Bitcoin Journal that he was not able to comment especially on the subsequent steps in the particular Scotiabank-AlphaPoint effort. He performed, however, suggest that AlphaPoint is about to reveal several additional media shortly. “We have a couple of other significant announcements that is to be announced inside the coming calendar month, including a generation launch using a systemically crucial financial institution, ” said Telyatnikov. “2017 will be shaping around be an unbelievable year for that distributed journal technology market as a whole and then for AlphaPoint also. ” Within the multi-month venture, trade studies were published upon deployment of the AlphaPoint Distributed Journal Platform, which usually ran concurrently on Microsoft’s Azure impair and AlphaPoint hardware. Inside real-time, typically the blockchain community converted FIXML messages to be able to smart deals and produced an immutable “single truth” across the complete network. The particular Financial Details eXchange (FIX) is a sector protocol used for communicating stock options information inside specific digital messages. Including information about getting rates, market info and buy and sell orders. Using trillions involving dollars bought and sold annually around the Nasdaq only, financial providers entities are usually investing seriously in maximizing electronic buying and selling to increase their particular speed monetary markets and decrease costs. Blockchain technology may help them help save $8-12 million per annum, which includes savings up to 70 percent throughout reporting, 50 % in post-trade and 50 % in consent, according to a report by Accenture and McLagan.

when software first became a product that could be sold to customers, it was hardware companies that were writing the software; there were no “software-only” companies like Microsoft was in its early days.

Thompson, who designed and implemented the first UNIX system, has stated that he much prefers printf debugging.24 But as Baird put it, “If you are a genius like Ken Thompson, you are going to write good code.”25 The rest of us need to move beyond printf debugging to get our code working, as I rapidly discovered once I started working on the internals of Windows NT at Microsoft (the fundamental skill is learning to use a specialized piece of software called a debugger, which can examine the memory of another program).

Success is a lousy teacher,” wrote Microsoft cofounder Bill Gates. “It seduces smart people into thinking they can’t lose.

Success is a lousy teacher. It seduces smart people into thinking they can’t lose.” —Bill Gates, Co-founder of Microsoft

One of Satya’s first moves was to abolish stack ranking. He worked to reverse the traditional emphasis on rewarding the smartest person in the room, who dominates and pushes around others. He encouraged people to ask questions and listen—to be “learn-it-alls” not know-it-alls. He pressed people to live the One Microsoft philosophy, that the company is not to be “a confederation of fiefdoms” because “innovation and competition don’t respect our silos, so we need to transcend those barriers.” To support this new culture, Satya changed the reward system so that the superstars were people who worked across silos and teams to build products and services with pieces that meshed together well. And so that people deemed as superstars were those who helped others succeed in their careers. The backstabbers who’d flourished under Ballmer changed their ways, left the company voluntarily, or were shown the door.