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Au Revoir

blog.docker.com

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Re: Au Revoir

#111

Post by dageshi »

seanp2k2 wrote: post #75
peterwwillis wrote: post #60

Earlier quoted context omitted.

Oh I'm not pointing at container technology. I'm talking web backend technology in general. I mean this is 2018. No well known company's blog on AWS should ever go down at all, unless the AWS service in the region is down. The fact that it's down is not a Docker failure or a Wordpress failure or a Database failure, as there are widely known methods to scale all these things. The problem is that putting the puzzle tog…

Static site generators are an infinitely better choice for making actual blogs. Wordpress has evolved into a CMS similar to Drupal or Joomla with all the available plugins. You can make it into a store or a wiki or basically anything, but you probably shouldn’t. Wordpress was really cool back in the PHP5 days, but Moveable Type and other “old school” static CMS generators always scaled better. Today with node and the…

It just works.

99% of the time for 99% of the people who want it to do something (something realistic), it does it. In order to get people to switch to something like a static site backend it has to be much better than wordpress. It can't be as good, or a little bit better it's got to be waaaay better or it's not worth the time and effort to switch away from something you're familiar with.

Re: Au Revoir

#112

Post by atonse »

maerF0x0 wrote: post #104
romanhn wrote: post #41

Earlier quoted context omitted.

There is a reason why most startups don't go big - burning vision is not even close to being the right formula for success. Running a company of 10 people is VERY different from running a company of 100, which is VERY VERY different from running a company of 1000. Just like precious few individual contributors are comfortable with and able to contribute meaningfully in this wide range of environments, it doesn't make…

> Running a company of 10 people is VERY different from running a company of 100, which is VERY VERY different from running a company of 1000 IMO thats a classist lie that keeps people in their place. Any reasonably smart CEO can learn his way from 10 - 10000. Yes, (s)he may not be capable of 10k on day one, but they can grow along the way.

Ehh I'm not so sure. There are different levels of abstractions involved in a 10 person company vs a 1000 person company.

At the 5000 employee level, you are probably dealing with a ton of abstractions that were filtered multiple levels up.

Re: Au Revoir

#114

Post by kristianc »

sah2ed wrote: post #94
kristianc wrote: post #29

Earlier quoted context omitted.

'Incredible journey' is usually reserved for software companies selling out or shutting down, neither of which is happening in this case.

The parent likely picked it up from the Twitter announcement: "The entire #Docker team would like to thank @solomonstre for creating the containerization movement and his 10 years of service and innovation. Thank you for bringing us all along on this incredible journey – we look forward to continued collaboration https://dockr.ly/2ut6OyO" https://twitter.com/Docker/status/979027618866520064

Maybe they genuinely thought the journey had been incredible and wanted to express their gratitude to shykes, who after all, built the company they work for?

It isn't a bad or forbidden phrase in and of itself, it just usually sounds rather hollow when users are getting screwed by a service shutting down. But Docker isn't shutting down.

Also, consider when railing against cliched thinking that the 'Our Incredible Journey' Tumblr is by now a massive HN cliche. It no longer sounds insightful or smart.

Re: Au Revoir

#115

Post by neolefty »

Godel_unicode wrote: post #102
hartator wrote: post #23

It always amazes me how you can convince a founder/CEO is not right man for the job, and slowly push him away. Companies that succeed are driven by burning vision, not by day-to-day operation people. It might make feel the companies run smoother for some time, but day-to-day executives are harmful to a company core vision leading to boring companies if they manage to sustain profitability in the long run at all.

Counterpoint: Google brought in an established CEO to get the nuts and bolts of being a big company working correctly. I would say that Google is pretty successful.

I think that also points out the value of engaged investors and board. I don't know the details but I am under the impression they really facilitated that process -- recommended the idea, found candidates including Eric Schmidt, did the whole thing without disempowering Larry & Sergei, etc.

Re: Au Revoir

#116

Post by milesdyson_phd »

hartator wrote: post #23

It always amazes me how you can convince a founder/CEO is not right man for the job, and slowly push him away. Companies that succeed are driven by burning vision, not by day-to-day operation people. It might make feel the companies run smoother for some time, but day-to-day executives are harmful to a company core vision leading to boring companies if they manage to sustain profitability in the long run at all.

Ideas get you to the 50 yard line, execution gets you into the end zone.

Re: Au Revoir

#117

Post by AcerbicZero »

romanhn wrote: post #41
hartator wrote: post #23

It always amazes me how you can convince a founder/CEO is not right man for the job, and slowly push him away. Companies that succeed are driven by burning vision, not by day-to-day operation people. It might make feel the companies run smoother for some time, but day-to-day executives are harmful to a company core vision leading to boring companies if they manage to sustain profitability in the long run at all.

There is a reason why most startups don't go big - burning vision is not even close to being the right formula for success. Running a company of 10 people is VERY different from running a company of 100, which is VERY VERY different from running a company of 1000. Just like precious few individual contributors are comfortable with and able to contribute meaningfully in this wide range of environments, it doesn't make…

I disagree with the number of employees making things drastically different. 1, 10, or 10,000, it doesn't matter as long as the leader has the fundamental organization skills need to control groups of people. It's easier to hide the lack of organization in smaller groups, but the end state will be the same regardless.

"Management of many is the same as management of few. It is a matter of organization."

Re: Au Revoir

#118

Post by Implicated »

zenlikethat wrote: post #90
seanp2k2 wrote: post #75

Earlier quoted context omitted.

Static site generators are an infinitely better choice for making actual blogs. Wordpress has evolved into a CMS similar to Drupal or Joomla with all the available plugins. You can make it into a store or a wiki or basically anything, but you probably shouldn’t. Wordpress was really cool back in the PHP5 days, but Moveable Type and other “old school” static CMS generators always scaled better. Today with node and the…

Try getting 5+ marketing people to learn git and GitHub sometime and let me know how it goes.

This has also been my experience when pleading with clients about not using Wordpress... even when they pay me to research SSGs, they seem to always revert back to WP because that's what the non-engineers know how to use.

Re: Au Revoir

#119

Post by fizx »

maerF0x0 wrote: post #104
romanhn wrote: post #41

Earlier quoted context omitted.

There is a reason why most startups don't go big - burning vision is not even close to being the right formula for success. Running a company of 10 people is VERY different from running a company of 100, which is VERY VERY different from running a company of 1000. Just like precious few individual contributors are comfortable with and able to contribute meaningfully in this wide range of environments, it doesn't make…

> Running a company of 10 people is VERY different from running a company of 100, which is VERY VERY different from running a company of 1000 IMO thats a classist lie that keeps people in their place. Any reasonably smart CEO can learn his way from 10 - 10000. Yes, (s)he may not be capable of 10k on day one, but they can grow along the way.

It's probably a little bit like a Cessna pilot trying to land a 747. I'm sure the plane can almost land itself, and ground control can talk you through it, but wouldn't you rather have someone who has done it before?

Re: Au Revoir

#120

Post by peterwwillis »

andrewstuart2 wrote: post #95
peterwwillis wrote: post #60

Earlier quoted context omitted.

Oh I'm not pointing at container technology. I'm talking web backend technology in general. I mean this is 2018. No well known company's blog on AWS should ever go down at all, unless the AWS service in the region is down. The fact that it's down is not a Docker failure or a Wordpress failure or a Database failure, as there are widely known methods to scale all these things. The problem is that putting the puzzle tog…

If Docker's blog was their core product, I would probably be more likely to agree. The truth is, they don't get ROI from engineering their blog to anticipate or quickly respond to all the traffic of a major announcement, because those are few and far between. The level of complexity is moot because the benefits will only outweigh a very small cost. They build container tech. That doesn't mean they will benefit from e…

I'm not arguing with that, I'm saying it's dumb that we still have to work hard to get a blog to scale.
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