Cost cutting measure in an unfavorable market environment, including lack of growth, they expect to persist:
> Yamaha Motor Co., Ltd. is undertaking structural reforms aimed at improving the profitability of its U.S. operations in response to cost increases resulting from U.S. tariffs and changes in the market environment.
In addition to implementing cross-business cost reduction initiatives, the Company seeks over the medium to long term to build a profit structure that is not solely dependent on top-line growth, thereby transforming itself into a more resilient and robust organization capable of adapting to change.
https://connectder.com/ avoids needing a new panel or line side tap if your authority having jurisdiction (AHJ) allows meter socket adapters. No affiliation, have one on hand as a demo unit to show people. Any electrician is going to verify your panel from a load calculation perspective in person for free as part of a free estimate.
If there are any incentives available, recommend load center upgrades when funds permit for future proofing and capturing incentives while they're available to offset personal cost outlay.
I pay for https://karakeep.app/ (also open at https://github.com/karakeep-app/karakeep/), create a list per friend, and then share that list to the friend (who can also subscribe using an RSS feed). Items to share are added to the respective lists. URLs added via Karakeep are automatically captured and archived in my instance.
This model also enables federation between Karakeep instances, if so desired. Mobile apps are available.
In my opinion, it is similar to Parkinson's Law [1] about work filling into the time given to it, but replace work with bureaucracy filling the aggregate enterprise revenue on offer. Atlassian's work, one might argue, is "done" but has such cashflow from business customers that they can continue to spend above and beyond what is needed to maintain what has been built to service their customer base. They could be 37signals/Basecamp, but they are enabled beyond that (from the business customer cashflows mentioned), and so these actions occur until an innovator comes along to replace them (and potentially, the cycle repeats due to enterprise sales cycle durations, inertia, etc).
You see this with all manner of large enterprise in my experience, where what they continue to do is "good enough" to allow for these inefficiencies and actions because they are, on some spectrum, "money printers" due to their moat and inertia. Creative destruction is not a forgone conclusion, nor fast. Is the incumbent exploring the problem spaces adjacent to their core business(es) to increase their TAM to increase shareholder value? Are they innovating? Or are they just churning and burning up revenue on meaningless work?
All of these companies doing layoffs to invest in AI is not about AI specifically, it is about reaching for profits and yield in a challenging business landscape and macro post zero interest rate policy ("ZIRP") imho. They are desperate for productivity growth, whether that is doing more with less people, AI, offshoring, whatever because money now has a cost.
This is spot on. I'm always amused when people talk about how much staffing a given product "needs". That's not how headcount works or even system design works.
What actually happens is that company headcount grows based on how much money they make (or how much they raise), this justifies hiring more people. Then, structure is added, both to systems (eg. microservices), and to operations (eg. jira, workday, salesforce, etc) so that communication overhead doesn't grind everything to a halt. Then, once the business stops growing, headcount must shrink. This may take a long time, and it will be couched in all kinds of corporate bullshit to try to preserve morale and investor sentiment, but that is all window-dressing.
Optimizing performance management and labor cost controls is more important to those making these decisions than climate change. Misaligned incentives.
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