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Au Revoir

blog.docker.com

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Re: Au Revoir

#121

Post by fenwick67 »

skellera wrote: post #98
zenlikethat wrote: post #90

Earlier quoted context omitted.

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

For just the blogging portion, you can just add the blog posts directly through github (the markdown files for posts). https://help.github.com/articles/creating-new-files/ But yeah, it’s less user friendly. I’m sure someone will make a good solution for this soon.

There are some web services that will run a static site system for you like https://www.netlifycms.org/ or https://www.datocms.com/ .

Re: Au Revoir

#122

Post by weego »

atonse wrote: post #112
maerF0x0 wrote: post #104

Earlier quoted context omitted.

> 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.

Let's all admit that we don't know because we're not/have not been in that scenario rather than picking arbitrary milestones and making guesses

Re: Au Revoir

#124

Post by matte_black »

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.

No way is it a lie.

The kind of people who enjoy running a company with a ragtag group of 10 employees in the early days are rarely the kind of people who will be able to effectively run a 10000 employee operation.

If you’re growing fast there is no time for on-the-job training as CEO. You need to be effective immediately or else you are only hurting your company’s growth.

Re: Au Revoir

#125

Post by infecto »

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.

After working through a number of startups that grow from 10s to hundreds I don't think it is untrue.

The argument is not what an individual is capable of learning and doing but personality fit. The founder who has a burning desire to unleash their idea to the world is generally not the same person who wants to grow the company at a larger scale.

1) I think the founder treats the company too much like a baby and sometimes the hard realities of the business are ignored. It is nice to have a fresh breath of air from leadership who have not been with the company from day 1. They have a different perspective that I believe can make a huge difference.

2) It is a different type of work. Perhaps the person can make the transition but I don't think that is normally the case. The challenges are different at size 500 compared to what t hey were at size 10 and I think a lot of CEOs who strive in the small scrappy environment do not really enjoy it at size 500. Sure they may trick themselves in thinking it is for them but I think it does more harm than good but it is also a learning experience for a lot of first time founders.

Don't confuse me. I am not saying its impossible to successful founder/CEO at size 500+ but I don't think the type of person who founds a company really enjoys it.

Re: Au Revoir

#126

Post by ironjunkie »

Chico75 wrote: post #79
chrisvalleybay wrote: post #24

I love the art made for the post. It's so emotional and powerful. The letter told the story, but the image made me feel the story. So simple, but yet so powerful. Also, @solomonstre has changed his Twitter profile picture. This is brilliant communication. He lets everyone know that he has moved on to other things, just from his profile picture. I think this is very interesting and clever.

Docker hired a famous french comic book artist for all their graphics: https://twitter.com/laurelcomics

It really brought a beautiful graphical identity to their branding. Very well done!

Re: Au Revoir

#127

Post by reitanqild »

fizx wrote: post #119
maerF0x0 wrote: post #104

Earlier quoted context omitted.

> 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?

Eh, most 747 pilots have probably flown a number of smaller planes before.

Having a number of hours in a small plane in no way disqualifies you to fly bigger planes.

Also in this case they aren't only the pilot but also the constructor of the "plane".

(That said while most pilots started small not all Cessna pilots should go on to fly passengers or even cargo.)

Re: Au Revoir

#128

Post by notheguyouthink »

smallbigfish wrote: post #105
peterwwillis wrote: post #43

I think their blog being hugged to death is a good example of how this technology (read: web backend tech in general, not containers) is still too complicated for people in general to use it for simple cases, like scaling the load of otherwise static content. (It's wordpress, but still) We need solutions that require less resources and smaller learning curves.

> being hugged to death Whenever I read about this I can't help to think that people don't make a good use of a load balancer like HAProxy in front of their web-servers. Even if it's a single server behind the load balancer. There's this sweet spot where your server is handling requests as fast as it can but if you cross above it everything halts. To make it simple, this usually happens when one or more hardware reso…

This is informative, thank you. Any HAProxy-like software you recommend? Or is HAProxy the king?

Re: Au Revoir

#129

Post by zupreme »

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.

I disagree. This is EXACTLY why roles such as "Chief Operating Officer" and "Director of Operations" exist.

You don't make your company succeed by giving up control. You hire people you do control who have the skills you lack.

Re: Au Revoir

#130

Post by merb »

callumjones wrote: post #101
peterwwillis wrote: post #43

I think their blog being hugged to death is a good example of how this technology (read: web backend tech in general, not containers) is still too complicated for people in general to use it for simple cases, like scaling the load of otherwise static content. (It's wordpress, but still) We need solutions that require less resources and smaller learning curves.

I don't understand why companies take on hosting their blog and marketing page (usually the homepage) when it isn't their core competency and a distraction for the engineering team to maintain. It looks like this is true for Docker which seems to be hosting it themselves instead of using Wordpress.com » nslookup blog.docker.com Server: 192.168.86.1 Address: 192.168.86.1#53 Non-authoritative answer: blog.docker.com ca…

well if a company which tries to sell solutions for high scale , high performance solutions and fast rollout and scaling. hosts their own blog (instead of using a hosted solution) AND can't scale it to their needs, than I would say their product failed. Either because they couldn't use it in this case (because too hard, etc, whatever) OR because it basically didn't worked.
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