Out of curiosity (and self interest [1]), what is your use case for digital signing and verification?
My understanding is that it’s more about trust (Docusign being the leader) than anything else: one can provide certificate signing and verification, but the trust in the owner of the certificate is the crux of the matter
We’re currently planning on integrating with many oauth-based apps where our end goal is to provide always valid access tokens to end customers (developers), abstracting away the complex refresh mechanism that we take care of.
Is it something we could do with Nando?
The simplified flow looks as follows:
1. Customer logins via oauth in a dedicated portal
2. We have a way to retrieve the access token at any time from Nando via an API
3. We handover that access token to our user for their own calls to the oauth-authenticated APIs
Apple’s hand has been forced to implement changes that didn’t fit their vision and roadmap.
I imagine that if you’re on HN you are close to developers or are a developer yourself.
And if so, I imagine that you have already had an important customer (to who you cannot say “no”), completely change your plans and architecture with a new feature request while setting an aggressive deadline (ie, you don’t have time to implement everything and must make choices)
Now replace you with “Apple” and “important customer” with EU.
>I imagine that you have already had an important customer (to who you cannot say “no”), completely change your plans and architecture with a new feature request while setting an aggressive deadline
Sure. I sure do wish the demands were actually consumer centric, and not "force all these advertising tracking into your site, tank performance, and grab a bunch of unneeded user data".
And of course, if I maliciously complied and "oops the tracking only gets 1% of user data", I would simply be fired instead of get another strongly worded letter leading to meetings re-defining what "grab a bunch if unneeded user data" is.
You are confusing the “important customer” with “other customers”.
EU is the “important customer”, the users of PWA are “other customers”.
Using your example, you would implement tracking for that important customer (and comply 100% to the requirements as Apple did) but because of this additional bloat, the website would load 2 times slower.
After a discussion with your colleagues, you would realize that:
- Most users won’t care about the slow loading (including the important customer)
- Re-architecturing the website to keep the same level of performance while adding the necessary tracking required by the important customer would delay shipping the tracking by 1 year, past the 2 months deadline required by the important customer.
Back to your desk, you start implementing the tracking that will incur a 2x slower load time.
>You are confusing the “important customer” with “other customers”.
I'd love to one day work for a place where I can dismiss monetization as "the other customer". But alas, my career hasn't been that friendly.
>Using your example, you would implement tracking for that important customer (and comply 100% to the requirements as Apple did) but because of this additional bloat, the website would load 2 times slower.
Given how the topic is:
>Following developer complaints and press reports about how PWAs were no longer functional in the EU after installing the most recent iOS betas
I fail to see how the EU is the "important customer" here. And not the powers that be in Apple telling me to maliciously comply.
The EU said "allow other app stores to exist" and my theoretical manager at Apple is saying "okay, PWAs can exist but they don't have to run well. Add in unnecessary security (because the NA version doesn't have it) that disables functionality". I don't even see how it has to do with complying with the EU, unless it's soke long term OS lock down for future app stores.
Tell me how the EU here is the one telling me to slow down my OS/browser?
They had 1,5 years from the time of being identified as gatekeepers to work on this.
The DMA was voted on by the EU parliament and then the council in july 2022, Apple was identified as a gatekeeper in september 2022, the law became legally implemented in november 2022, with gatekeepers required to comply with it by march 6th 2024.
I do not buy for a second that the richest tech company on the planet, that owns, designs and manufactures the whole tech stack their product uses was unable to respond in due time to the legally required changes and so 'just had to go this route due to time constraints'.
Do you have any practical experience with companies running as it's described in this motivational book?
Many of those books are selling well because they are well written and say exactly what reader thinks might work, but if you ask anyone else who worked with the author, the reality can be quite different.
> Do you have any practical experience with companies running as it's described in this motivational book?
I do not have experience running it at a company level, but at a team level (I have been an engineering lead in two companies for the last 6 years).
From all the books I've read (I read a lot), this is the one that was most "spot-on" about treating other humans and making them feel valued and therefore building a team with strong bonds.
> Many of those books are selling well because they are well written and say exactly what reader thinks might work, but if you ask anyone else who worked with the author, the reality can be quite different.
Absolutely agree.
In my experience I resonate most with any books when I have already, unbeknownst to me, been applying what they preach (which has been the case with Setting the table that I'm currently in the process of finishing).
I believe that it requires a lot of introspection to be able to apply new knowledge (ie, if you haven't thought about it or experienced it before reading about it)
That's what I like about "agile roles" like Product Owner or Scrum Master, they take a slice of traditional manager's responsibilities, but they don't have any reporting authority over other workers. My EM has like 30 direct reports and it works fine because he doesn't really have anything to do with our day to day work.
Those semi-managerial roles are the biggest problem with that model, in my opinion. Sure, it works as long as everything is peachy. But as soon as there are any real conflicts of interest, it will show who is the real manager. And it's not the product owner or scrum master.
With authority comes responsibility for your actions. Without responsibility, no authority. The product manager is a manager in name only, and product owner even less so.
That doesn't mean you can't have several direct reports. The classic matrix organization for example. But it means semi-managers without real responsibility have no real mandate for doing a good job at the slightest hint of trouble.
> But as soon as there are any real conflicts of interest, it will show who is the real manager. And it's not the product owner or scrum master.
If there's a conflict of interest, it needs to be discussed based on merit, not based on who has the bigger authority.
If there's no agreement, it needs to be escalated to somebody who has the authority (manager). But IME this doesn't happen very often.
I like this model, because the default position is that none of the engineering, product, process is the "master", so you need to negotiate. If one of the roles also has reporting authority, that automatically skews the decision making towards yielding to them.
I'm not sure how you can evaluate 30 people you don't interact with closely.
NIMS, the National Incident Management System, talks of ICs having between 3-7 direct reports, when there is a need to be connected to what they are doing, because beyond that, you can't reconcile things easily.
That list of “skills” is spot on. I also especially like his use of the term “skunking” to describe how somebody’s personal opinions/problems/issues impact the rest of the team. “51%ers” are exactly the kind of people I want to work with.
I hope I'm not violating any copyrights – page 143 of Setting the Table from Danny Meyer [1]
> To me, a 51 percenter has five core emotional skills. I’ve learned that we need to hire employees with these skills if we’re to be champions at the team sport of hospitality.They are:
1. Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full)
2. Intelligence (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning)
3. Work ethic (a natural tendency to do something as well as it can possibly be done)
4. Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel)
5. Self-awareness and integrity (an understanding of what makes you tick and a natural inclination to be accountable for doing the right thing with honesty and superb judgment)
For future reference, you are certainly not violating US copyright law, because quoting a few sentences from a book falls under fair use. https://en.wikipedia.org/wiki/Fair_use
I was curious why the author decided to call them "51 percenters." A google search of the term suggests that the skills of this group of employees are divided by 51% hospitality and 49% technical excellence. Please feel free to correct me if there is anything wrong in my interpretation.
Exactly! I’ve never been able to express a succinct list of why some teams and/or companies feel better than others, but “51%ers” explains it perfectly.
Someone "whose skills are divided 51-49 between emotional hospitality and technical excellence" [1]. Seems quite bizarre to me to define it so precisely. Even if skills were measurable in such a way, how many people will be exactly 51% emotional hospitality, and why is 52% or 50% not suitable?
i think the implication is if a 51%'er has to decide between technical excellence and emotional hospitality then, all other things equal, they will use emotional hospitality since that's the majority of their skills (51%). It sounds like preferring to hold a hand vs rejecting incompetence. I don't really agree, i get not being jerk is important but i would flip it to 51% technical excellence 49% emotional hospitality.
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