Platform Engineering Quotes

Google Search is in fact an advertising platform, not intended to solely serve as a public information resource in the way that, say, a library might. Google creates advertising algorithms, not information algorithms.

The traveller gets out, walks up and down the platform, sees the vast slow flare and steaming of the mighty engine, rushes into the station, and looks into the faces of all the people passing with the same sense of instant familiarity, greeting, and farewell,--that lonely, strange, and poignantly wordless feeling that Americans know so well.

Three people were going to the guillotine. The first was a lawyer, who was led to the platform, blindfolded, and had his head put on the block. The executioner pulled the lanyard, but nothing happened. To avoid a messy lawsuit, the authorities allowed the lawyer to go free. The next man to the guillotine was a priest. They put his head on the block and pulled the lanyard, but nothing happened. The blade didn’t come down. They thought it must have been divine intervention, so they let the priest go. The third man to the guillotine was an engineer. He waived his right to a blindfold, so they led him to the guillotine and put his head on the block. As he lay there, he said, “Hey, wait. I think I see your problem.

The next phase of the Digital Revolution will bring even more new methods of marrying technology with the creative industries, such as media, fashion, music, entertainment, education, literature, and the arts. Much of the first round of innovation involved pouring old wine—books, newspapers, opinion pieces, journals, songs, television shows, movies—into new digital bottles. But new platforms, services, and social networks are increasingly enabling fresh opportunities for individual imagination and collaborative creativity. Role-playing games and interactive plays are merging with collaborative forms of storytelling and augmented realities. This interplay between technology and the arts will eventually result in completely new forms of expression and formats of media. This innovation will come from people who are able to link beauty to engineering, humanity to technology, and poetry to processors. In other words, it will come from the spiritual heirs of Ada Lovelace, creators who can flourish where the arts intersect with the sciences and who have a rebellious sense of wonder that opens them to the beauty of both.

So we went to the high-level platform, and saw the engine-driver, and asked him if he was going to Kingston.  He said he couldn’t say for certain of course, but that he rather thought he was.  Anyhow, if he wasn’t the 11.5 for Kingston, he said he was pretty confident he was the 9.32 for Virginia Water, or the 10 a.m. express for the Isle of Wight, or somewhere in that direction, and we should all know when we got there.  We slipped half-a-crown into his hand, and begged him to be the 11.5 for Kingston.

The platform builders and ecosystem engineers do not just open a door in the adjacent possible. They build an entire new floor.

Rather than prioritize the dominant narratives, Internet search platforms and technology companies could allow for greater expression and serve as a democratizing tool for the public.

A scarlet steam engine was waiting next to a platform packed with people. A sign overhead said Hogwarts Express, 11 o’clock. Harry looked behind him and saw a wrought-iron archway where the ticket box had been, with the words Platform Nine and Three-Quarters on it. He had done it.

Karl looked to the far side of the platform and saw the approaching engine. It was immense, a bulky cylinder of metal spewing great plumes of grey smoke from its chimney. With several gleaming carriages stretched out behind it, the train looked like some oversized metallic serpent.

There was the sun, letting down great glowing masses of heat; there was life, active and snarling, moving about them like a fly swarm—the dark pants of smoke from the engine, a crisp "all aboard!" and a bell ringing. Confusedly Maury saw eyes in the milk train staring curiously up at him, heard Gloria and Anthony in quick controversy as to whether he should go to the city with her, then another clamor and she was gone and the three men, pale as ghosts, were standing alone upon the platform while a grimy coal-heaver went down the road on top of a motor truck, carolling hoarsely at the summer morning. CHAPTER

Social media was still a machine engineered to distort reality through the lens of tribal conflict and pull users toward extremes. And the pandemic—the specter of an invisible, omnipresent, uncontrollable threat—activated the very emotions that fed the machine, on a scale greater than any other event since the creation of the platforms themselves

Another inventor, J. B. McComber, representing the Chicago-Tower Spiral-Spring Ascension and Toboggan Transportation Company, proposed a tower with a height of 8,947 feet, nearly nine times the height of the Eiffel Tower, with a base one thousand feet in diameter sunk two thousand feet into the earth. Elevated rails would lead from the top of the tower all the way to New York, Boston, Baltimore, and other cities. Visitors ready to conclude their visit to the fair and daring enough to ride elevators to the top would then toboggan all the way back home. “As the cost of the tower and its slides is of secondary importance,” McComber noted, “I do not mention it here, but will furnish figures upon application.” A third proposal demanded even more courage from visitors. This inventor, who gave his initials as R. T. E., envisioned a tower four thousand feet tall from which he proposed to hang a two-thousand-foot cable of “best rubber.” Attached at the bottom end of this cable would be a car seating two hundred people. The car and its passengers would be shoved off a platform and fall without restraint to the end of the cable, where the car would snap back upward and continue bouncing until it came to a stop. The engineer urged that as a precaution the ground “be covered with eight feet of feather bedding.

Much of the first round of innovation involved pouring old wine—books, newspapers, opinion pieces, journals, songs, television shows, movies—into new digital bottles. But new platforms, services, and social networks are increasingly enabling fresh opportunities for individual imagination and collaborative creativity. Role-playing games and interactive plays are merging with collaborative forms of storytelling and augmented realities. This interplay between technology and the arts will eventually result in completely new forms of expression and formats of media. This innovation will come from people who are able to link beauty to engineering, humanity to technology, and poetry to processors.

From claims of Twitter’s racist trolling that drives people from its platform to charges that Airbnb’s owners openly discriminate against African Americans who rent their homes to racial profiling at Apple stores in Australia and Snapchat’s racist filters, there is no shortage of projects to take on in sophisticated ways by people far more qualified than untrained computer engineers, whom, through no fault of their own, are underexposed to the critical thinking and learning about history and culture afforded by the social sciences and humanities in most colleges of engineering nationwide. The lack of a diverse and critically minded workforce on issues of race and gender in Silicon Valley impacts its intellectual output.

Modern architects and engineers are still trying to understand how the ancient Greeks were able to build the Parthenon in ten years when the restoration of the monument has continued for more than three decades and is still not complete. What they have learned and shared along this arduous path of rediscovery is that the Greeks were highly skilled at building visual compensations into their structures. Columns were crafted and positioned to compensate for how the eye interprets what it sees at a distance. Subtle variances in the surface of platforms, columns, and colonnades provide the appearance of geometric proportion, whereas if they had worked from the perspective of a flat datum surface, the brain would interpret the results as being slightly skewed.

We like to think of ourselves as immune from influence or our cognitive biases, because we want to feel like we are in control, but industries like alcohol, tobacco, fast food, and gaming all know we are creatures that are subject to cognitive and emotional vulnerabilities. And tech has caught on to this with its research into “user experience,” “gamification,” “growth hacking,” and “engagement” by activating ludic loops and reinforcement schedules in the same way slot machines do. So far, this gamification has been contained to social media and digital platforms, but what will happen as we further integrate our lives with networked information architectures designed to exploit evolutionary flaws in our cognition? Do we really want to live in a “gamified” environment that engineers our obsessions and plays with our lives as if we are inside its game?

If you want a shortcut to the Eastern European experience, you must have yourself woken from the sarcophagus of a sleeper's ceiling berth by border guards in the night. You must have every light lit. You must be spoken to in a language you understand slightly, or not at all, depending on the kind of estrangement you want. Trains: To a European person, an Eastern European person, a Jewish Eastern European person, they call up cattle cars and extinction as readily as a megaphone in a pickup summons revolution to a Latin American. Emigration, evacuation, extermination, exile - in Russia, a train has carried the quarry. The platform, the engine's weary exhalation, a whistle's hoot and blare, 'the grey wet quay, over a wilderness of rails and points, round the corners of abandoned trucks,' as Graham Greene put it - if we are to speak of the things that divide the Russian mind from the American, we could begin here.

Sadhana The higher possibilities of life are housed in the human body. The physical body is a platform for all possibilities from the gross to the sacred. You can perform simple acts of eating, sleeping, and sex as acts of grossness, or you can bring a certain dimension of sanctity to all these aspects. This sanctity can be achieved by bringing subtler thought, emotion, and intention into these acts. Above all, remember that the grossness and sanctity of something is largely decided by your unwillingness and unconsciousness, or your willingness and consciousness. Every breath, every step, every simple act, thought, and emotion can acquire the stance of the sacred if conducted recognizing the sanctity of the other involved—whether a person or a foodstuff or an object that you use. Of all the loving acts that two human beings are capable of, the simple act of holding hands can often become the most intimate. Why is this so? Basically, because the nature of the hands and feet is such that the energy system finds expression in these two parts of the body in a very singular way. Two palms coming together have far more intimacy than the contact between any other parts of the body. You can try this with yourself. You don’t even need a partner. When you put your hands together, the two energy dimensions within you (right-left, masculine-feminine, solar-lunar, yin-yang, etc.) are linked in a certain way, and you begin to experience a sense of unity within yourself. This is the logic of the traditional Indian namaskar. It is a means of harmonizing the system. So, the simplest way to experience a state of union is to try this simple namaskar yoga. Put your hands together, and pay loving attention to any object you use or consume, or any form of life that you encounter. When you bring this sense of awareness into every simple act, your experience of life will never be the same again. There is even a possibility that if you put your hands together, you could unite the world!

On the train I had a lot of time to think. I thought how in the thirty years of my life I had seldom gotten on a train in America without being conscious of my color. In the South, there are Jim Crow cars and Negroes must ride separate from the whites, usually in a filthy antiquated coach next to the engine, getting all the smoke and bumps and dirt. In the South, we cannot buy sleeping car tickets. Such comforts are only for white folks. And in the North where segregated travel is not the law, colored people have, nevertheless, many difficulties. In auto buses they must take the seats in the rear, over the wheels. On the boats they must occupy the worst cabins. The ticket agents always say that all other accommodations are sold. On trains, if one sits down by a white person, the white person will sometimes get up, flinging back an insult at the Negro who has dared to take a seat beside him. Thus it is that in America, if you are yellow, brown, or black, you can never travel anywhere without being reminded of your color, and oft-times suffering great inconveniences. I sat in the comfortable sleeping car on my first day out of Moscow and remembered many things about trips I had taken in America. I remembered how, once as a youngster going alone to see my father who was working in Mexico, I went into the dining car of the train to eat. I sat down at a table with a white man. The man looked at me and said, "You're a nigger, ain't you?" and left the table. It was beneath his dignity to eat with a Negro child. At St. Louis I went onto the station platform to buy a glass of milk. The clerk behind the counter said, “We don't serve niggers," and refused to sell me anything. As I grew older I learned to expect this often when traveling. So when I went South to lecture on my poetry at Negro universities, I carried my own food because I knew I could not go into the dining cars. Once from Washington to New Orleans, I lived all the way on the train on cold food. I remembered this miserable trip as I sat eating a hot dinner on the diner of the Moscow-Tashkent express. Traveling South from New York, at Washington, the capital of our country, the official Jim Crow begins. There the conductor comes through the train and, if you are a Negro, touches you on the shoulder and says, "The last coach forward is the car for colored people." Then you must move your baggage and yourself up near the engine, because when the train crosses the Potomac River into Virginia, and the dome of the Capitol disappears, it is illegal any longer for white people and colored people to ride together. (Or to eat together, or sleep together, or in some places even to work together.) Now I am riding South from Moscow and am not Jim-Crowed, and none of the darker people on the train with me are Jim-Crowed, so I make a happy mental note in the back of my mind to write home to the Negro papers: "There is no Jim Crow on the trains of the Soviet Union.

That, for a while, seemed like life. And if I was really being honest with myself, I wasn’t into it. The only option was to sit in the pews every Sunday at church and casually wonder if I was going to go to hell because of who I was? No, thank you. Or to understand that the structures on which the country was built were engineered against me? Hard pass. What choice did I have besides constantly code-switching between identities as a means of hiding in plain sight? And wasn’t it just normal to feel like such a mistake as an adult that every time I walked over a bridge or stood on a subway platform, I had to talk myself out of stepping over the edge? I came to believe I was a monster and that I deserved to feel the way I felt. And I didn’t want to turn the page. But through it all there was a constant tethering me to the idea of a future: the library. The library is the place where I could borrow first Grover’s philosophical tome, then a couple of Choose Your Own Adventures I could cheat at, and later a stack of mysteries I could spoil for myself, all attempts to look for some other way of understanding who I was. In the book stacks, I found The Bluest Eye and The Color Purple and Giovanni’s Room and David Rakoff’s Fraud and more. I saw a new vision of Otherness in those books, and the pages kept turning. At the end of every one was a wall waiting to be broken down—a lurch toward becoming—a new paragraph in a story with an ending far different from what I’d ever dared imagine. Every story, whether truth or fiction, is an invitation to imagination, but even more so, it’s an invitation to empathy. The storyteller says, “I am here. Does it matter?” The words that I found in these books were a person calling out from a page, “I am worthy of being heard and you are worthy of hearing my story.” It seems simple but it’s a bold declaration. How many times in life do we receive the message, implicit or explicit, that what we’ve experienced or what we feel isn’t noteworthy or remarkable? The books that I found in the library, ones that I deeply understood and ones that seemed so outside of my experience they might as well have been written in Klingon, all carried the same hopes: to be seen, to be heard, to exist.

The most successful enterprises today are networks—which extract as little value as possible so they can grow as big as possible—and the platforms on which those networks are built.

of pages recently visited. WebKit was originally created as a fork of KHTML as the layout engine for Safari; it is portable to many other computing platforms. Mac OS X and Windows are supported by the project.[3] WebKit's WebCore and JavaScriptCore components are available under the GNU Lesser General Public License, and the rest of WebKit is available under a

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Tin Win sat at an open window, his head buried in his hands. She called his name, but he did not react. With a shrill whistle blast, the engine started to move. Su Kyi walked along beside the window. The train picked up speed. The wheezing grew louder and stronger. She started to run. Stumbled. Bowled into a man, jumped over a basket of fruit. Then the platform came to an end. The two rear lights shone like tiger’s eyes in the night. Slowly they vanished behind a gentle curve. When Su Kyi turned around the platform was empty.

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

scripting language is a programming language that provides you with the ability to write scripts that are evaluated (or interpreted) by a runtime environment called a script engine (or an interpreter). A script is a sequence of characters that is written using the syntax of a scripting language and used as the source for a program executed by an interpreter. The interpreter parses the scripts, produces intermediate code, which is an internal representation of the program, and executes the intermediate code. The interpreter stores the variables used in a script in data structures called symbol tables. Typically, unlike in a compiled programming language, the source code (called a script) in a scripting language is not compiled but is interpreted at runtime. However, scripts written in some scripting languages may be compiled into Java bytecode that can be run by the JVM. Java 6 added scripting support to the Java platform that lets a Java application execute scripts written in scripting languages such as Rhino JavaScript, Groovy, Jython, JRuby, Nashorn JavaScript, and so on. Two-way communication is supported. It also lets scripts access Java objects created by the host application. The Java runtime and a scripting language runtime can communicate and make use of each other’s features. Support for scripting languages in Java comes through the Java Scripting API. All classes and interfaces in the Java Scripting API are in the javax.script package. Using a scripting language in a Java application provides several advantages: Most scripting languages are dynamically typed, which makes it simpler to write programs. They provide a quicker way to develop and test small applications. Customization by end users is possible. A scripting language may provide domain-specific features that are not available in Java. Scripting languages have some disadvantages as well. For example, dynamic typing is good to write simpler code; however, it turns into a disadvantage when a type is interpreted incorrectly and you have to spend a lot of time debugging it. Scripting support in Java lets you take advantage of both worlds: it allows you to use the Java programming language for developing statically typed, scalable, and high-performance parts of the application and use a scripting language that fits the domain-specific needs for other parts. I will use the term script engine frequently in this book. A script engine is a software component that executes programs written in a particular scripting language. Typically, but not necessarily, a script engine is an implementation of an interpreter for a scripting language. Interpreters for several scripting languages have been implemented in Java. They expose programming interfaces so a Java program may interact with them.

Not long ago, I attended a gathering with a congregation other than my own, and I thought my ears were going to bleed. The moment the preservice music began, the congregation collectively shuddered and stood cringing under the instrumental blast for the next thirty minutes, until the sermon began. We hoped that the volume would modulate downward after the sermon, but it didn’t. The preacher left the platform and the onslaught continued. I couldn’t resist the temptation to pull out my iPhone and use an app to check the sound levels. While the app surely isn’t the most accurate measurement, it measured sustained levels well over 110 decibels, which can be damage-inducing. (By contrast, our sound engineers at Sojourn are trained to keep sustained volume at about 90 decibels or below, at which they have varied levels of success.) The irony of this, of course, is that I was in a traditional service, and the instrument in question was a roaring pipe organ.

If you take the lowest common denominator approach using cross platform stuff, you by definition create something that’s average.

In just two short years, the Chicago-based startup Belly Card (commonly known as Belly) has helped thousands of small and medium sized businesses overcome customer retention problems through their novel and easy-to-use customer loyalty platform. Their solution is now used by over 5,000 merchants across 46 states, helping them reach well over a million customers.

are busy fighting over fractions of a market-share point, someone else who doesn’t care will come in and build a new platform that completely changes the game. Larry again: “Obviously we think about competition to some extent. But I feel my job is mostly getting people not to think about our competition. In general I think there’s a tendency for people to think about the things that exist. Our job is to think of the thing you haven’t thought of yet that you really need. And by definition, if our competitors knew that thing, they wouldn’t tell it to us or anybody else.”86 This isn’t to say you should ignore competition. Competition makes you better. It keeps you sharp. We are all human and subject to complacency, no matter how often we tell ourselves to stay on our toes. Nothing lights a fire like a competitor. When Microsoft launched the Bing search engine in 2009, we were concerned enough to kick off an all-hands-on-deck process to intensify our efforts on search. This planted seeds that led to new features such as Google Instant (search results as you type) and Image Search (drag an image into the search box and Google figures out what it is and uses it as the query). You can draw a line from the launch of Bing to these great new features. As Nietzsche wrote in Thus Spake Zarathustra: “You must be proud of your enemy; then your enemy’s successes are also your successes.”87 Be proud of your competitors. Just don’t follow them.

Doom, meanwhile, had a long-term impact on the world of gaming far exceeding even that of Myst. The latest of a series of experiments with interactive 3D graphics by id programmer John Carmack, Doom shares with Myst only its immersive first-person point of view; in all other respects, this fast-paced, ultraviolent shooter is the polar opposite of the cerebral Myst. Whereas the world of Myst is presented as a collection of static nodes that the player can move among, each represented by a relatively static picture of its own, the world of Doom is contiguous. As the player roams about, Doom must continually recalculate in real time the view of the world that it presents to her on the screen, in effect drawing for her a completely new picture with every frame using a vastly simplified version of the 3D-rendering techniques that Eric Graham began experimenting with on the Amiga back in 1986. First-person viewpoints had certainly existed in games previously, but mostly in the context of flight simulators, of puzzle-oriented adventures such as Myst, or of space-combat games such as Elite. Doom has a special quality that those earlier efforts lack in that the player embodies her avatar as she moves through 3D space in a way that feels shockingly, almost physically real. She does not view the world through a windscreen, is not separated from it by an adventure game’s point-and-click mechanics and static artificiality. Doom marks a revolutionary change in action gaming, the most significant to come about between the videogame’s inception and the present. If the player directs the action in a game such as Menace, Doom makes her feel as if she is in the action, in the game’s world. Given the Amiga platform’s importance as a tool for noninteractive 3D rendering, it is ironic that the Amiga is uniquely unsuited to Doom and the many iterations and clones of it that would follow. Most of the Amiga attributes that we employed in the Menace reconstruction—its scrolling playfields, its copper, its sprites—are of no use to a 3D-engine programmer. Indeed, the Intel-based machines on which Carmack created Doom possess none of these features. Even the Amiga’s bitplane-based playfields, the source of so many useful graphical tricks and hacks when programming a 2D game such as Menace, are an impediment and annoyance in a game such as Doom. Much preferable are the Intel-based machines’ straightforward chunky playfields because these layouts are much easier to work with when every frame of video must be drawn afresh from scratch. What is required most of all for a game such as Doom is sufficient raw processing power to perform the necessary thousands of calculations needed to render each frame quickly enough to support the frenetic action for which the game is known. By 1993, the plebian Intel-based computer, so long derided by Amiga owners for its inefficiencies and lack of design imagination, at last possessed this raw power. The Amiga simply had no answer to the Intel 80486s and Pentiums that powered this new, revolutionary genre of first-person shooters. Throughout

Libraries will be able to thrive and innovate in a networked, digital, and mobile era only if they adopt the collaborative approach of building shared platforms. Libraries as platforms—ideally, free and open platforms—must be a core part of library infrastructure in the future. If libraries do not make this shift, the companies that have already figured it out—search engines, social networks, even doll companies—will play a bigger role than libraries in the shaping of democracy in our digital future.

THINK OF THE WAY a stretch of grass becomes a road. At first, the stretch is bumpy and difficult to drive over. A crew comes along and flattens the surface, making it easier to navigate. Then, someone pours gravel. Then tar. Then a layer of asphalt. A steamroller smooths it; someone paints lines. The final surface is something an automobile can traverse quickly. Gravel stabilizes, tar solidifies, asphalt reinforces, and now we don’t need to build our cars to drive over bumpy grass. And we can get from Philadelphia to Chicago in a single day. That’s what computer programming is like. Like a highway, computers are layers on layers of code that make them increasingly easy to use. Computer scientists call this abstraction. A microchip—the brain of a computer, if you will—is made of millions of little transistors, each of whose job is to turn on or off, either letting electricity flow or not. Like tiny light switches, a bunch of transistors in a computer might combine to say, “add these two numbers,” or “make this part of the screen glow.” In the early days, scientists built giant boards of transistors, and manually switched them on and off as they experimented with making computers do interesting things. It was hard work (and one of the reasons early computers were enormous). Eventually, scientists got sick of flipping switches and poured a layer of virtual gravel that let them control the transistors by punching in 1s and 0s. 1 meant “on” and 0 meant “off.” This abstracted the scientists from the physical switches. They called the 1s and 0s machine language. Still, the work was agonizing. It took lots of 1s and 0s to do just about anything. And strings of numbers are really hard to stare at for hours. So, scientists created another abstraction layer, one that could translate more scrutable instructions into a lot of 1s and 0s. This was called assembly language and it made it possible that a machine language instruction that looks like this: 10110000 01100001 could be written more like this: MOV AL, 61h which looks a little less robotic. Scientists could write this code more easily. Though if you’re like me, it still doesn’t look fun. Soon, scientists engineered more layers, including a popular language called C, on top of assembly language, so they could type in instructions like this: printf(“Hello World”); C translates that into assembly language, which translates into 1s and 0s, which translates into little transistors popping open and closed, which eventually turn on little dots on a computer screen to display the words, “Hello World.” With abstraction, scientists built layers of road which made computer travel faster. It made the act of using computers faster. And new generations of computer programmers didn’t need to be actual scientists. They could use high-level language to make computers do interesting things.* When you fire up a computer, open up a Web browser, and buy a copy of this book online for a friend (please do!), you’re working within a program, a layer that translates your actions into code that another layer, called an operating system (like Windows or Linux or MacOS), can interpret. That operating system is probably built on something like C, which translates to Assembly, which translates to machine language, which flips on and off a gaggle of transistors. (Phew.) So, why am I telling you this? In the same way that driving on pavement makes a road trip faster, and layers of code let you work on a computer faster, hackers like DHH find and build layers of abstraction in business and life that allow them to multiply their effort. I call these layers platforms.

Although the tenets of platform engineering apply to both enterprise- and global-scale computing, the difference is that at enterprise scale, the mantras are optional. At global scale, they’re mandatory. Platform engineering for big data demands three critical tenets: avoid complexity, prototype perpetually, and optimize everything.

When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

Baidu may well become the world’s predominant search engine and Weibo may supplant Facebook as the world’s largest social media platform.

● Pursuing online courses with pre-recorded videos? ● Not able to communicate with the instructor while in an online lecture? ● Online lectures seem boring and disengaging? Not anymore. Technology has been able to advance an already transformative concept. Online learning has made its way into almost every professional’s career life. However, there is a new concept which not many people are aware of - LIVE & interactive learning. As the name suggests, it’s just like traditional classroom learning but entirely online. Let’s see what it is, how it works, and how it can benefit your career. LIVE Learning: The Better, More Interactive Learning Method LIVE & interactive learning entails experienced tutors and instructors delivering lectures via LIVE online learning platforms that are built with features to aid in engaging educational learnings. Furthermore, Online Courses are delivered in a similar format that is found in a traditional classroom. With interactivity, teachers can not only deliver lectures, take LIVE questions, and respond, but also the students can interact with one another - just like they would in a brick and mortar classroom. Taking Online Courses Up a Notch Instead of sitting through a pre-recorded lecture, you can now attend the session LIVE. And the best part about this type of learning is that both tutors and students can interact with each other, so query resolution is instant, students can voice out their thoughts, collaboration becomes easy, and the face-to-face interaction definitely makes it more interactive. Reasons Why LIVE & Interactive Learning is Taking the Lead ● Comfortable Learning Pace Students pursuing LIVE & interactive online courses get the opportunity to learn at their own pace. They can discuss their questions in LIVE lectures and interact with the faculty as well. ● Focus on Tougher Modules In a regular classroom, the teacher always decides which modules require special focus. However, with LIVE & interactive learning, you can choose how much time you want to spend on a particular module. ● Extensive Study Materials Another added benefit of LIVE & interactive online courses is that you have access to study material 24*7 and from anywhere. This gives you control and ample time to go through the material more than once or as required. ● Opportunity for More Interaction Ranging from Online Data Analytics Courses to finance, marketing, and sales, online courses allow students to involve themselves in class discussions and chat with more ease. This is just not possible in regular face-to-face interactions where teachers can ask questions and embarrass you in front of the entire class if you are wrong or don’t know the answer. It’s Not a Roadblock, Rather an Accelerant to Your Career The best part - you don’t have to leave your current job to pursue a degree program. Passion to gain knowledge and upskill and a search engine that will take you the right online course is all you need. So whether you are scouting for online data analytics courses, machine learning courses, or digital marketing, LIVE & interactive learning can help you gain the education you deserve.

The military implications are obvious, if difficult to act upon in today’s fiscal environment. There’s a clear and continuing need for Marines, for amphibious units and naval supply ships, for platforms that allow operations in littoral and riverine environments, and for capabilities that enable expeditionary logistics in urbanized coastal environments. Rotary-wing or tilt-rotor aircraft, and precise and discriminating weapons systems, will also be needed. There’s also a clear need to structure ground forces so that they can rapidly aggregate or disaggregate forces and fires, enabling them to operate in a distributed, small-unit mode while still being able to concentrate quickly to mass their effect against a major target. Combat engineers, construction engineers, civil affairs units, intelligence systems that can make sense of the clutter of urban areas, pre-conflict sensing systems such as geospatial tools that allow early warning of conflict and instability, and constabulary and coast guard capabilities are also likely to be important. The ability to operate for a long period in a city without drawing heavily on that city’s water, fuel, electricity, or food supply will be important as well, with very significant implications for expeditionary logistics. I go into detail on all these issues, and other military aspects of the problem, in the Appendix.

After Alibaba blocked external search engines, its marketplace became the dominant destination for shopping in China’s e-commerce market. It became the go-to platform for product search in China, a feat that neither Amazon nor eBay could achieve in the United States, where Google is usually the first go-to destination for shoppers

Like most visionary utopias, though. IDN (Integrated Data Network) was never to be. Perhaps it was simply too ambitious a project: infrastructures seldom respond to a single vision or a master plan, as Paul Edwards (2010) writes, and conjuring up a platform that would serve the entire marketplace was an almost Quixotic task. Infrastructures emerge not through planning and calculated foresight, but through the meandering paths of history, in the mangle of making, tinkering, and wrestling with the obduracy of organizations, practices, and their installed base. The system eventually introduced for Big Bang reflected this fragility and contingency of infrastructures: it was the creative result of reshaping legacy devices into a system that did the job for the time being. A band-aid. A product of creative, recombinant bricolage.

As Fernando Cornago, Senior Director of Platform Engineering, and Markus Rautert, Vice President of Platform Engineering and Architecture, explained their IT department went from being seen as a cost center, with a single vendor providing most of the software (requiring frequent hand-offs) and only a few in-house engineers (doing more managing than engineering), to a product-oriented team organization. Adidas invested 80% of its engineering resources to creating in-house software delivery capabilities via cross-functional

A concept is an idea that has been evolved to the point where a story becomes possible. A concept becomes a platform, a stage, upon which a story may unfold. A concept, it could be said—and it should be viewed this way—is something that asks a question. The answer to the question is your story.

In 2000 a group of computer scientists and engineers at Georgia Tech collaborated on a project called the “Aware Home.”4 It was meant to be a “living laboratory” for the study of “ubiquitous computing.” They imagined a “human-home symbiosis” in which many animate and inanimate processes would be captured by an elaborate network of “context aware sensors” embedded in the house and by wearable computers worn by the home’s occupants. The design called for an “automated wireless collaboration” between the platform that hosted personal information from the occupants’ wearables and a second one that hosted the environmental information from the sensors.

While there is no formula for cognitive load, we can assess the number and relative complexity (internal to the organization) of domains for which a given team is responsible. The Engineering Productivity team at OutSystems that we mentioned in Chapter 1 realized that the different domains they were responsible for (build and continuous integration, continuous delivery, test automation, and infrastructure automation) had caused them to become overloaded. The team was constantly faced with too much work and context switching prevailed, with tasks coming in from different product areas simultaneously. There was a general sense in the team that they lacked sufficient domain knowledge, but they had no time to invest in acquiring it. In fact, most of their cognitive load was extraneous, leaving very little capacity for value-add intrinsic or germane cognitive load. The team made a bold decision to split into microteams, each responsible for a single domain/product area: IDE productivity, platform-server productivity, and infrastructure automation. The two productivity microteams were aligned (and colocated) with the respective product areas (IDE and platform server). Changes that overlapped domains were infrequent; therefore, the previous single-team model was optimizing for the exceptions rather than the rule. With the new structure, the teams collaborated closely (even creating temporary microteams when necessary) on cross-domain issues that required a period of solution discovery but not as a permanent structure. After only a few months, the results were above their best expectations. Motivation went up as each microteam could now focus on mastering a single domain (plus they didn’t have a lead anymore, empowering team decisions). The mission for each team was clear, with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes). Overall, the flow and quality of the work (in terms of fitness of the solutions for product teams) increased significantly.

the entertainment industries’ existing processes for capturing value from blockbusters start with a set of experts deciding which products are likely to succeed in the market. Once the experts have spoken, companies use their control of scarce promotion and distribution channels to push their products out to the mass market. In short, these processes rely on curation (the ability to select which products are brought to market) and control (over the scarce resources necessary to promote and distribute these products). Long-tail business models use a very different set of processes to capture value. These processes—on display at Amazon and Netflix—rely on selection (building an integrated platform that allows consumers to access a wide variety of content) and satisfaction (using data, recommendation engines, and peer reviews to help customers sift through the wide selection to discover exactly the sort of products they want to consume when they want to consume them). They replace human curators with a set of technology-enabled processes that let consumers decide which products make it to the front of the line. They can do this because shelf space and promotion capacity are no longer scarce resources. The resources that are scarce in this model, and the resources that companies have to compete for, are fundamentally different resources: consumers’ attention and knowledge of their preferences.

Stephen pulled up the collar of his coat as he walked briskly along the platform. Overhead a dim fog clouded the station. Large engines hissed superbly, throwing off clouds of steam into the cold raw air. Everything was dirty and smoke‐grimed.

Telegram is a secure, encrypted chat, audio, and file sharing program for mobile phones that quickly became the preferred ISIS communications application. In September 2015, ISIS added the ability to create channels, which changed the app from simply a secret messaging app to a massive hidden forum platform ripe with content from the world’s active terrorist organizations. Multitudes of groups post in channels that are outside the scrutiny of Google and other search engines. Yet if you sign in on the phone app or via Telegram’s website today, you’ll find not only ISIS, AQ, and other terrorist channels, but a wide range of conversations. The

Tug or tow boats are vessels that push or pull other vessels such as barges, oil platforms, or disabled ships. They are also used to help maneuver larger ships that do not have the capability to do so for themselves, in tight quarters, rivers or in coming alongside piers. Obviously tugboats have powerful engines for their size and are sturdy enough to withstand high stress on their construction. The earlier tugboats had steam engines, however now they mostly have diesel engines. In addition many harbor tugs are been fitted with firefighting equipment allowing them to assist in firefighting. Harbor tugs that are highly maneuverable and used to assist ships in their docking procedure. Pusher tugs or notch tugs nest into the stern of specially designed barges. When locked together they are frequently considered ships and are required to show the navigational lights of a towing vessel pushing ahead or compliant with those required of ships. There are seagoing tugs that tow oil rigs, oceangoing barges etc. The US Navy frequently uses the larger seagoing tugs they identify as fleet tugs. River tugs are also referred to as towboats or push boats, depending on what they are called on to do, however they have a severely limited freeboard and are dangerous on open waters. The tasks tugboats undertake are varied and the list is endless. Tugboats help fight fires and in cold climates are sometimes used as icebreakers. A relatively new innovation for marine propulsion is the “Voith Schneider Propeller System” which is highly maneuverable, allowing the boat to change its direction instantly. This system is now widely used on harbor tugs.

Jan was born in a small town outside of Kiev, Ukraine. He was an only child. His mother was a housewife, his father a construction manager. When Koum was sixteen, he and his mother immigrated to Mountain View, California, mainly to escape the anti-semitic environment of their homeland. Unfortunately, Jan’s father never made the trip. He got stuck in the Ukraine, where he eventually died years later. His mother swept the floors of a grocery store to make ends meet, but she was soon diagnosed with cancer. They barely survived off her disability insurance. It certainly wasn’t the most glamorous childhood, but he made it through. After college, Jan applied to work at Yahoo as an infrastructure engineer. He spent nine years building his skills at Yahoo, and then applied to work at Facebook. Unfortunately, he was rejected. In 2009, Jan bought an iPhone and realized there was an opportunity to build something on top of Apple’s burgeoning mobile platform. He began building an app that could send status updates between devices. It didn’t do very well at first, but then Apple released push notifications. All of the sudden, people started getting pinged when statuses were updated. And then people began pinging back and forth. Jan realized he had inadvertently created a messaging service. The app continued to grow, but Jan kept quiet. He didn’t care about headlines or marketing buzz. He just wanted to build something valuable, and do it well. By early 2011, his app had reached the top twenty in the U.S. app store. Two years later, in 2013, the app had 200 million users. And then it happened: In 2014, Jan’s company, WhatsApp, was acquired by Facebook―the company who had rejected him years earlier―for $19 billion. I’m not telling this story to insinuate that you should go build a billion-dollar company. The remarkable part of the story isn’t the payday, but the relentless hustle Jan demonstrated throughout his entire life. After surviving a tumultuous childhood, he practiced his craft and built iteratively. When had had a product that was working, he stayed quiet, which takes extreme discipline. More often than not, hustling isn’t fast or showy. Most of the time it’s slow and unglamorous―until it’s not. 

If you go back to a century ago, the major problems of electrical and mechanical engineering had to do with how to place a huge gun on a moving platform, namely a ship, designing it to be able to hit a moving object, another ship, so naval gunnery. That was the most advanced problem in metallurgy, electrical and mechanical engineering, and so on. England and Germany put huge efforts into it, the United States less so. Out of associated innovations comes the automotive industry.

To achieve market orientation, we won’t do a large, top-down reorganization, which often creates large amounts of disruption, fear, and paralysis. Instead, we will embed the functional engineers and skills (e.g., Ops, QA, Infosec) into each service team, or provide their capabilities to teams through automated self-service platforms that provide production-like environments, initiate automated tests, or perform deployments.

Radically better software robustness and productivity are to be had only by moving up a level, and making programs by the composition of modules, or objects. An especially promising trend is the use of mass-market packages as the platforms on which richer and more customized products are built. A truck-tracking system is built on a shrink-wrapped database and communications package; so is a student information system. The want ads in computer magazines offer hundreds of Hypercard stacks and customized templates for Excel, dozens of special functions in Pascal for MiniCad or functions in AutoLisp for AutoCad.

platforms cannot be entirely planned; they also emerge. Remember that one of the key characteristics that distinguishes a platform from a traditional business is that most of the activity is controlled by users, not by the owners or managers of the platform. It’s inevitable that participants will use the platform in ways you never anticipated or planned. Twitter was never meant to have a discovery mechanism. It originated as simply a reverse-chronological stream of feeds. There was no way to seek out tweets on particular topics other than by scrolling through pages of unrelated and irrelevant content. Chris Messina, an engineer at Google, originally suggested the use of hashtags to annotate and discover similar tweets. Today, the hashtag has become a mainstay of Twitter. Platform designers should always leave room for serendipitous discoveries, as users often lead the way to where the design should evolve. Close monitoring of user behavior on the platform is almost certain to reveal unexpected patterns—some of which may suggest fruitful new areas for value creation. The best platforms allow room for user quirks, and they are open enough to gradually incorporate such quirks into the design of the platform.

We are seeing the potentiality when it comes to technological optimism; the internet used in the correct way is an educational fountain of knowledge. Our social networking platforms can be turned into insightful articles about scientific marvels, medical breakthroughs, engineering tutorials, philosophical discussions and debates, nature documentaries, religious questions, news relating to politics or current activism going on around the world… The list goes on and on yet the access (depending on where you live) is unprecedented and vast.

Miguel Antunes, R&D Principle Software Engineer at OutSystems, a low-code platform vendor, relayed an example of this very challenge. Their Engineering Productivity team at OutSystems was five years old. The team’s mission was to help product teams run their builds efficiently, maintain infrastructure, and improve test execution. The team kept growing and took on extra responsibilities around continuous integration (CI), continuous delivery (CD), and infrastructure automation.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

Ganesh Chaturthi is one of the major festivals in India and is celebrated on a large scale in many states of India. This popular festival is approaching and these celebrations are done all over with a lot of enthusiasm. During the pandemic, the celebrations are set to be different as the mode of celebrations has become somehow reformed. The widespread celebrations across 11 days of the festival might turn out to be great for you. The good times might bring the best for your life. The government has insisted on various measures for safeguarding the general health and well-being of people and with this approach, the virtual world has become quite open to new ways of getting various services. There are some of the important tips to follow for finding your best match during this phase. Find your soulmate The people planning to get the best matches for their life can find this as the most auspicious phase to search for the prospective match and make proceeding to have them in their life. Lord Ganesha gets the prime worshipping place and this festival will allow growing your life’s scope with finding the most loving soulmate. TruelyMarry can make the occasion of Ganesh Pooja to accomplish the most important event in your life, i.e., your marriage. · Virtual Selection In this Covid struck phase, the virtual selection of your life partner could be done with the sophisticated website platform and application. There is no longer any worry and you can choose the best matches by shortlisting the different matches. It is no longer difficult to find your better half as the online platform can make it obtain with ease. · Following social norms TruelyMarry platform assures that there are only valid profiles available on their platform. They make sure that the social norms are followed and you get the most amazing matches for the distant relationships. You can choose your interests and the profiles with similar matches will be revealed to you. This Ganesh Chaturthi can bring a lot of happiness to your life. It is the motive of every person to find the perfect life partner and TrulyMarry.com will be your assistance in becoming your associate for the same. You can find every profile with details through the enhanced research and the membership assures being capable of knowing all the details in the most responsible way. The list of handpicked profiles will be presented to you to make the right selection. The initial registration is free of cost followed by an option to choose the membership plans. There are several ways for making the selection, by applying filters or making the selection based on community, religion, caste, and profession. TruelyMarry.com majorly focuses on the Indian community Matrimonial Services and is a unique portal for finding the perfect soulmate. May the blessings of the Lord on Ganesh Chaturthi make you successful in obtaining your best match through online or offline consultation. Our team is highly efficient and would assure you meeting your life partner at our matrimony platform. Bappa will be with you for every new beginning in life..!! Wishing you & your family a very Happy Ganesh Chaturthi.

How to get my business on top of google search? Let’s begin with an explanation of why being on top of Google is important. To be precise, what does this mean? What are the advantages and disadvantages of being here? And who should care about it in any case? Being on top of google search means that when users make the search query - the site appears before its competitors. Not only in the row of results, but also among them in the first place. The more often you are there, the better. Being on top of Google search has a significant impact on traffic growth for your business. This is due to two reasons: 1) 80% of people do not click beyond page 1 in search engine results 2) When someone goes down to pages 2-3 they do not stay there, so it's a lost cause When it comes to SEO, there are no secrets or magic formulas that work 100% all the time. There is only a set of rules that helps you determine which actions yield a better result based on research made within a certain period of time. It may not be 100%, but you need to know at least some basics in order to have an idea about why your site doesn't have high rankings yet and what needs to be done to achieve them! Based on our experience with improving the search engine position of numerous fantasy app development websites, we compiled this list of the most important factors that influence Google rankings: 1. The code of your website and its structure (technical part) 2. The relevance of content on your site - how to make it unique and relevant at the same time (on-page factors) 3. Relevance and popularity of backlinks pointing to your site (off-page factors) 4. Quality of traffic coming from search engines to your website (on-page and off-page factors) 5. The overall authority, popularity, and trustworthiness of a domain name as well as quantity and quality of backlinks you have pointing to it (backlink profile). 6. Compatibility with the type and model of used CMS platform, user-friendliness, and a number of bugs or errors that may be present 7. Terms and conditions mentioned on your website as well as its structure, design, and user-friendliness (UX)

Jason Hudak to head the platform team. Jason had worked at Yahoo for more than a decade, building the infrastructure to support their thousands of engineers. Jason is probably not what you imagine when you think of a software engineer. He’s a ruddy-faced Texan and a former Marine. He went to Texas Tech and studied business, not computer science. He’s more or less self-taught, having learned to write code after landing a job at a tech company in the 1990s and studying alongside engineers who recognized his potential. Jason spends his free time snorkeling, cycling, and hunting wild boars in Texas.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

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NEW BIBLIOGRAPHIC FRAMEWORK To sustain broader partnerships—and to be seen in the non-library specific realm of the Internet—metadata in future library systems will undoubtedly take on new and varied forms. It is essential that future library metadata be understood and open to general formats and technology standards that are used universally. Libraries should still define what data is gathered and what is essential for resource use, keeping in mind the specific needs of information access and discovery. However, the means of storage and structure for this metadata must not be proprietary to library systems. Use of the MARC standard format has locked down library bibliographic information. The format was useful in stand-alone systems for retrieval of holdings in separate libraries, but future library systems will employ non-library-specific formats enabling the discovery of library information by any other system desiring to access the information. We can expect library systems to ingest non-MARC formats such as Dublin Core; likewise, we can expect library discovery interfaces to expose metadata in formats such as Microdata and other Semantic Web formats that can be indexed by search engines. Adoption of open cloud-based systems will allow library data and metadata to be accessible to non-library entities without special arrangements. Libraries spent decades creating and storing information that was only accessible, for the most part, to others within the same profession. Libraries have begun to make partnerships with other non-library entities to share metadata in formats that can be useful to those entities. OCLC has worked on partnerships with Google for programs such as Google Books, where provided library metadata can direct users back to libraries. ONIX for Books, the international standard for electronic distribution of publisher bibliographic data, has opened the exchange of metadata between publishers and libraries for the enhancements of records on both sides of the partnership. To have a presence in the web of information available on the Internet is the only means by which any data organization will survive in the future. Information access is increasingly done online, whether via computer, tablet, or mobile device. If library metadata does not exist where users are—on the Internet—then libraries do not exist to those users. Exchanging metadata with non-library entities on the Internet will allow libraries to be seen and used. In addition to adopting open systems, libraries will be able to collectively work on implementation of a planned new bibliographic framework when using library platforms. This new framework will be based on standards relevant to the web of linked data rather than standards proprietary to libraries

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From claims of Twitter's racist trolling that drives people from its platform to charges that Airbnb's owners openly discriminate against African Americans who rent their homes to racial profiling at Apples stores in Australia and Snapchat's racist filters, there is no shortage of projects to take on in sophisticated ways by people far more qualified than untrained computer engineers, whom, through no fault of their own, are underexposed to critical thinking and learning about history and culture afforded by the social sciences and humanities in most colleges nationwide. The lack of a diverse and critically minded workforce on issues of race and gender in Silicon Valley impacts its intellectual output.

She wonders what is happening: Too many promises to the market? Bad engineering leadership? Bad product leadership? Too much technical debt? Not enough focus on architectures and platforms that enable developers to be productive?

Not everyone would find that work interesting, but Joe did. “It was fun. When I was first on the job, and all my buddies were business or computer guys, we used to go out, and on the way home from the bars in the evening, they used to run up and down a platform and say, ‘Joe, what’s this, what’s this?’ I used to tell them: that’s a third-rail insulator, that’s an insulated joint. To me, it was fun.” So, interest was the seed of his passion. Joe soon ended up doing a lot of planning work, which he also enjoyed. As his interests and expertise deepened, and he started to distinguish himself, he began to see transit engineering as a long-term career.

Miracle story about Lahiri Mahasaya from a woman disciple, Abhoya, from Chapter 31, titled "An Interview with the Sacred Mother", in the book "Autobiography of a Yogi" by Yogananda*: She [Abhoya] and her husband, a Calcutta lawyer, started one day for Banaras to visit the guru. Their carriage was delayed by heavy traffic; they reached the Howrah main station in Calcutta only to hear the Banaras train whistling for departure. Abhoya, near the ticket office, stood quietly. "Lahiri Mahasaya, I beseech thee to stop the train!" she silently prayer. "I cannot suffer the pangs of delay in waiting another day to see thee." The wheels of the snorting train continued to move round and round, but there was no onward progress. The engineer and passengers descended to the platform to view the phenomenon. An English railroad guard approached Abhoya and her husband. Contrary to all precedent, the guard volunteered his services. "Babu," he said, "give me the money. I will buy your tickets while you get aboard." As soon as the couple was seated and had received the tickets, the train slowly moved forward. In panic, the engineer and passangers clambered again to their places, knowing neither how hte train started nor why it had stopped in the first place. Arriving at hte home of Lahiri Mahasaya in Banaras, Abhoya silently prostrated herself before the master, and tried to touch his feet. "Compose yourself, Abhoya," he remarked. "How you love to bother me! As if you could not have come here by the next train! - *More Lahiri Mahasaya miracle stories can be found in this chapter of this book.

create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

AIMEE is a computer program, short for “Artificial Intelligence Mohawk E-commerce Engine,” designed to identify products with the potential to become top sellers on Amazon, a platform that many start-ups have deliberately avoided.

SIRISYS is an acronym meaning Semantic Instance Relativity Interface System. His Sirisys platform was engineered to be the "Single Communication Access Port" for individuals to interact with their own "Nexus of Existence." Call her a type of Cybernetic Commutational Array. Her architecture path was to start small, then age into a personalized platform interface symbiot.

It is certain that in matters of learning and philosophy the practice of pulling down is far pleasanter and affords more entertainment than that of building and setting up. Many have succeeded to a miracle in the first who have miserably fallen in the latter of these attempts. We may find a thousand engineers who can sap, undermine and blow up with admirable dexterity for one single one who can build a fort or lay the platform of a citadel. And though compassion in real war may make the ruinous practice less delightful, it is certain that, in the literate warring-world, the springing of mines, the blowing up of towers, bastions and ramparts of philosophy with systems, hypotheses, opinions and doctrines into the air, is a spectacle of all other the most naturally rejoicing.

So what can the Cybernetic Commutational Array do? At the core level, the array has been engineered to: "Consume Dissonance and Excrete Harmony" to seek a more quartzite type of carrier wave. This occurs via a type of "Syncopation". As these vibrational artifacts begin to "resonate harmoniously" with the [USER] nearfield, all sorts of synergies emerge. The principle in this may be a type of "Thought Form" amplification towards "Harmonious and Pleasing Outcomes.

Some Pakistan first B2B platforms include a search engine that can automatically match you with suppliers based on your profile and preferences. Another useful feature is a contract management system that allows you to create, review, and sign contracts in one place. It can even generate standard contracts based on the specific requirements of your business. This can significantly cut your overhead costs. Moreover, it can also save you time and energy, as it can make your transactions more efficient and convenient. Besides, it can also reduce the number of intermediaries in your supply chain OLXextremewholesalers.

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T1 consisted of nineteen settlements distributed throughout the valley. It was an immense human-engineered environment, in which the ancient Mosquitia people transformed the rainforest into a lush, curated landscape. They leveled terraces, reshaped hills, and built roads, reservoirs, and irrigation canals. In its heyday T1 probably looked like an unkempt English garden, with plots of food crops and medicinal plants mingled with stands of valuable trees such as cacao and fruit, alongside large open areas for public ceremonies, games, and group activities, and shady patches for work and socializing. There were extensive flower beds, because flowers were an important crop used in religious ceremonies. All these growing areas were mixed in with residential houses, many on raised earthen platforms to avoid seasonal flooding, connected by paths. “Having these garden spaces embedded within urban areas,” said Fisher, “is one characteristic of New World cities that made them sustainable and livable.

The search engine platform had trafficked in information. The social network, by contrast, was a marketplace for emotional experiences.

Twitter was never meant to have a discovery mechanism. It originated as simply a reverse-chronological stream of feeds. There was no way to seek out tweets on particular topics other than by scrolling through pages of unrelated and irrelevant content. Chris Messina, an engineer at Google, originally suggested the use of hashtags to annotate and discover similar tweets. Today, the hashtag has become a mainstay of Twitter.

In the modern music industry, the streaming platforms, in their infinite wisdom, dictate what reaches our ears. The vicious cycle of recommendation engines often confines artists to their established genres, trapping them in an echo chamber of their own sound. God forbid someone ventures into new territory; the algorithms scoff and say, "No, sir, we're sticking to the algorithmically approved beats.

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refresh your memory, here are the nineteen channels: Targeting Blogs Publicity Unconventional PR Search Engine Marketing (SEM) Social and Display Ads Offline Ads Search Engine Optimization (SEO) Content Marketing Email Marketing Viral Marketing Engineering as Marketing Business Development (BD) Sales Affiliate Programs Existing Platforms Trade Shows Offline Events Speaking Engagements Community Building

#TYLER is also telepathic. Many elements of the #TYLER platform were engineered to mitigate rather than facilitate the phenomena. In other words, a type of "telepathy noise reducer." So to answer the question, "Does Ei telepathy exist?" Should be replaced with: "how much, how accurate, and how?

When the iPhone app is built, the Xamarin C# compiler generates C# Intermediate Language (IL) as usual, but it then makes use of the Apple compiler on the Mac to generate native iPhone machine code just like the Objective-C compiler. The calls from the app to the iPhone APIs are the same as though the application were written in Objective-C. For the Android app, the Xamarin C# compiler generates IL, which runs on a version of Mono on the device alongside the Java engine, but the API calls from the app are pretty

Leonardo da Vinci was a man of mottoes. One of them was saper vedere, “to know how to see.” As we mentioned before, the artist-engineer thought many people knew how to look but few knew how to see. This reminds us of Truman Capote’s admonishment that what Jack Kerouac did was typing, not writing—for writing was much more refined than On the Road. Literary criticism aside, what is it to properly see? How did da Vinci see? As Daniel Gelb reports, da Vinci’s Codex on the Flight of Birds featured observations of the movement of birds’ wings so hyper-detailed that they couldn’t be confirmed until the invention of slow-motion film.4 To put it in the parlance of contemporary business-speak, that’s one hell of a core competency, and his observational prowess animated all of his work across the various domains he explored. For da Vinci, sight was the medium, the aperture, or the platform, from which his value would spring.

Startups – as well as enterprises – building platforms, often make the error of engineering viral growth before designing the right incentives for users to stay on in an engaged fashion.

The art and craft of platform engineering at internet scale demands three critical tenets: avoid complexity, prototype perpetually, and optimize everything.

Two friends, Matt Gray and Tom Scott, set up a website in 2014 where people could communicate only via emojis—even usernames were strings of emojis. It was a joke, but nonetheless, sixty thousand people signed up; Gray and Scott began taking confused calls from investors who thought their site was an ambitious new tech startup. Meanwhile, a data engineer called Fred Benenson pushed things to nosebleed heights by attempting to translate Moby-Dick into emojis. True to the platform age, Benenson did not do the translation work himself, but crowd-sourced it on Amazon Mechanical Turk, where he had thousands of volunteers each translate a little bit of the text. The finished work—Emoji Dick—can be purchased for $200 in hardcover or $5 as a PDF. Meanwhile, Benenson hopes to build an emoji translation engine that will allow all literature to be turned into digi-glyphs.

Indeed the most prevalent set of metaphors seems to be that of code as structure: platforms, architectures, objects, portals, gateways. This serves to both depersonify software, diluting the notion of software agency (buildings are passive; it’s the architects, engineers, and users who act), and reifying code as an objective construct, like a building, that exists in the world.

Algorithms in our search engines and social media platforms shape what we receive based on our previous preferences and choice, confirming our natural inclinations to read things that confirm our beliefs rather than challenge them.

TripAdvisor has always been a top-funnel platform, not a bottom-funnel one. Now, thanks to a new feed-oriented design, fresh content from over a thousand influencers and Facebook integration, it (finally) takes a step back in the customer journey: no longer a OTA / metasearch engine /review site hybrid, therefore, but an inspirational site for curious travelers

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You can also check my blog’s archive for a list of every post I have written or use the search function below my picture in the sidebar to find other posts that might be of interest. My Biography I have worked in the book publishing industry my entire career. I began at Word Publishing while a student at Baylor University. I worked at Word for a total of six years. In addition to serving as vice president of marketing at Thomas Nelson in the mid-80s, I also started my own publishing company, Wolgemuth & Hyatt, with my partner Robert Wolgemuth in 1986. Word eventually acquired our company in 1992. I was a successful literary agent from 1992 until early 1998. However, I really missed the world of corporate publishing. As a result, I rejoined Thomas Nelson in 1998. I have worked in a variety of roles in both divisional and corporate management. I was CEO from August 2005 to April 2011, when I was succeeded by Mark Schoenwald. Additionally I am the former chairman of the Evangelical Christian Publishers Association (2006–2010). I have also written four books, one of which landed on the New York Times best-sellers list, where it stayed for seven months. I am currently working on a new book for Thomas Nelson. It is called Platform: Get Noticed in a Noisy World (May 2012). I have been married to my wife, Gail (follow her on Twitter @GailHyatt), for thirty-three years. We have five daughters, four grandsons, and three granddaughters. We live outside Nashville, Tennessee. In my free time, I enjoy writing, reading, running, and golfing. I am a member of St. Ignatius Orthodox Church in Franklin, Tennessee, where I have served as a deacon for twenty-three years. My Contact Information You can contact me via e-mail or follow me on Twitter or Facebook. Please note: I do not personally review book proposals or recommend specific literary agents. Colophon My blog is built on WordPress 3.1 (self-hosted). My theme is a customized version of Standard Theme, a simple, easy-to-use WordPress theme. Milk Engine did the initial customization. StormyFrog did some additional work. I highly recommend both companies. In terms of design, the body text font is Georgia. The titles and subhead fonts are Trebuchet MS. Captions and a few other random text elements are Arial. Keely Scott took most of my personal photos. Laurel Pankratz also took some. I get most of the photos for my individual

I work in theoretical computer science: a field that doesn’t itself win Fields Medals (at least not yet), but that has occasions to use parts of math that have won Fields Medals. Of course, the stuff we use cutting-edge math for might itself be dismissed as “ivory tower self-indulgence.” Except then the cryptographers building the successors to Bitcoin, or the big-data or machine-learning people, turn out to want the stuff we were talking about at conferences 15 years ago—and we discover to our surprise that, just as the mathematicians gave us a higher platform to stand on, so we seem to have built a higher platform for the practitioners. The long road from Hilbert to Gödel to Turing and von Neumann to Eckert and Mauchly to Gates and Jobs is still open for traffic today. Yes, there’s plenty of math that strikes even me as boutique scholasticism: a way to signal the brilliance of the people doing it, by solving problems that require years just to understand their statements, and whose “motivations” are about 5,000 steps removed from anything Caplan or Bostrom would recognize as motivation. But where I part ways is that there’s also math that looked to me like boutique scholasticism, until Greg Kuperberg or Ketan Mulmuley or someone else finally managed to explain it to me, and I said: “ah, so that’s why Mumford or Connes or Witten cared so much about this. It seems … almost like an ordinary applied engineering question, albeit one from the year 2130 or something, being impatiently studied by people a few moves ahead of everyone else in humanity’s chess game against reality. It will be pretty sweet once the rest of the world catches up to this.

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If you wish to see firsthand the unpredictable power of an emergent platform, you need only look at what has happened to GPS over the past five years. The engineers that built the system—starting with Guier and Weiffenbach—created an entire ecosystem of unexpected utility. Frank McClure recognized that you could harness Guier and Weiffenbach’s original insight to track nuclear submarines, but he had no inkling that fifty years later the same system would help teenagers to play elaborate games in urban centers, or climbers to explore treacherous mountain ranges, or photographers to upload their photos to Flickr maps.

In a word-of-mouth and word-of-mouse led world, the process of researching and buying is decidedly non-linear... (p. 8) What if we've got it all wrong? Take the marketing and sales funnels, for example. These tools were designed to sift through an inordinate number of suspects and prospects to extract the gold nuggets (customers) from the dirt (everyone else) by gently guiding (or sometimes forcing) them through a linear progression from awareness through action. But what if, instead of ending with the purchase action by the converted customer, we began with this action and, in doing so, focused on achieving three distinct goals: 1. Building solid, ongoing, and authentic bonds or relationships with our customers (customer service and experience); 2. Transforming customers into returning clients and ultimately advocates (customer relationship management); 3. Harnessing the unstoppable power of referrals, recommendations, and word of mouth for outreach to other potential customers (social networking or even a new kind of affiliate marketing). What if, by following these rules, we were able to essentially flip the funnel and reverse engineer future growth from a platform or foundtion of current growth? From the few come the many: That's the mantra of the flipped funnel.

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