BC BUSINESS
Saved by @SteveeRogerr

https://t.co/BC6PDOJb6W

»Today Elastic announced that they are changing the license of both Elasticsearch and Kibana from the open source Apache v2 license to Server Side Public License (SSPL). «

 »In a play to convert users of their open source projects into paying customers...« ist eine vereinfachte Darstellung.

Der Elefang im Raum ist hier Amazon, die Open Source Projeke nehmen und betreiben, ohne eine kommerzielle Beziehung zu den Firmen zu haben, die diese …
… Projekte finanzieren und entwickeln.

Dasselbe Problem existiert nicht nur mit ES und Kibana, sondern praktisch mit jedem Dienst, den Amazon in AWS bereitstellt und nicht selbst entwickelt hat.

Andere Firmen sind hier nur Kollateralschaden.
Die von MongoDB erfundene SSPL oder die MariaDB BSL sind keine guten Antworten auf die Ausplünderung von Open Source durch AWS, aber die OSI Open Source Guidelines haben auch keine Antwort und die Projekte können nicht auf eine https://t.co/X9O8ovJnlb Idee warten.

Schade.
https://t.co/gWScB5K8GK

behauptet, das Problem sei nicht AWS ("they would have invested the resources to build stronger communities around them", "They would have reached out to Amazon, encouraged them to contribute back to the projects", …)
LOL.

Das Problem ist AWS.
Wir sehen das auch an MySQL/MariaDB. Die Mehrzahl der Neuinstallationen von MariaDB und MySQL ist nun auf Aurora und RDS.

So sehr, daß die Weiterentwicklung von MySQL dadurch behindert wird: Projekte können MySQL 8 nicht voraussetzen, weil "kein MySQL 8 Auroa existiert"
Aurora V2 ist immerhin 5.7.12

https://t.co/VX2JJFXGUb
Changes in MySQL 5.7.12 (2016-04-11, General Availability)

2016, im April. Yay.
Die GPL hat vor 15 Jahren https://t.co/TlLFFlCjQt und vor 14 Jahren https://t.co/TlLFFlCjQt ganz wunderbar funktioniert, denn damals gab es keine "... aaS".
Die GPL schützt nichts, wenn Du irgendwas als Dienst anbietest.

In den letzten 15 Jahren hat sich in der IT aber so einiges verändert - inzwischen sind alle Systeme verteilte Systeme, und viele Dinge werden "... aaS" angeboten.

Die AGPL war ein Versuch, die GPL upzudaten.
Dieser Versuch ist aber nie ernsthaft angenommen worden.

Zudem sind viele Projekte dazu übergegangen, unreinere Lizenzen zu verwenden - Apache Licencse, BSD License oder "Do whatever the fuck you want, but don't sue me" Varianten.

Nun…
Zugleich haben eine Menge Projekte versucht, "ihre Community" und "ihre Codebasis" um Features zu erweitern, die langweilig und ungeliebt sind, aber von großen Firmen gebraucht werden, also Geschäfte um ihr Projekt aufzubauen.
Das hat im Prinzip auch gut funktioniert, bis AWS kam.

Und an dieser Stelle ist bisher keine strukturell gesunde Antwort entstanden.
Strukturell gesund in dem Sinne, daß ein kooperativer Mitspieler, auch als Firma, keine Probleme hat, die Software einzusetzen, solange er sinnvoll an der Weiterentwicklung mitwirkt, aber man Firmen raus hält, die die Commons weg räubern.

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Heavily indebted and already financially struggling before 2008, with car sales expected to plummet due to the ongoing global crisis.


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If you are not familiar with stock shorts and short squeezes check my thread


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This was a surprise to many who were led to believe that Porsche wasn't planning a takeover of VW, based on the company's announcements.


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When I was in charge of a P&L, the guy who ran Finance for us and I had what we called the 'shelf plan.'

There were maybe 3-4 of us who knew it existed.

What's a shelf plan?
1/

Well it's a plan you keep on the shelf (full FP&A model), that you hope you never have to use.

It reduces forward hires, cuts back various line items (typically ad spend, travel, that sort of thing).

Oh, it also has a big fat RIF in there.

That's why we don't talk about it.
2/

Why have a plan instead of winging it?

Because this is where companies (particularly young companies) sometimes err. They do little cuts - 2-3% here and there, preserving as much headcount as they can, that sort of thing.

This is incorrect.
3/

If you're at the point where you need to make material changes to your forward P&L, at 2-3% RIF will be followed by another.

And another.

And this series of progressive cuts will cripple morale, incrementally reducing the productivity of the staff you retain to survive.
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And so the shelf plan cuts deep.

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~30% cut is what you need.

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5/
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1) Let's talk about how Alibaba has achieved the holy grail of big data - a holistic view of the consumer - through a plethora of product offerings and investment.

This is their overarching moat. And Amazon's got nothing on them.

2) To the outsider, Alibaba's product range is confusing af. It's all over the place and there seems to be no core competency they are focusing on.

A few divisions - Taobao (B2C marketplace), Tmall (High-end B2C marketplace), Alibaba (B2B marketplace, Cainiu(logistics)..

3) ...Elema (Food delivery), Autonavi (maps), Youku (streaming) and Feizhu(travel booking)

Also the promotional strategy is weird, In the lead-up to singles day, half the time they were promoting some cat rearing in-app mini game.

Wtf?

4) When we view Alibaba's strategy as working to create a full view of a consumer's life, including their preferences, social network and spending capacity (and ability). Then everything starts to make sense.

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I cannot read 2 tweets without seeing something on Clubhouse. A new room, a thread on Elon, a bull case on their $1B eval.

Let’s take a look at the rise of Clubhouse.

Clubhouse is a live-voice chat app.

People can join different rooms, where predetermined topics are set by hosts who help moderate the discussion.

With quarantine, it gave people the space to shoot the shit and listen to high-quality conversations.

Clubhouse was founded by @pdavison and @rohanseth .

Davison’s past projects show a bias towards products based on spontaneity:

Highlight: People-meeting location app
Shorts: Reveal your whole camera roll (Acq. Pinterest 2016)
Talkshow: Instant radio call-in shows

2 weeks ago, Elon made waves by appearing on the app. With hundreds of Clubhouse rooms created beforehand to pregame the conversation like a UFC fight.

However, Clubhouse has already attracted stars to the platform, with Drake, Oprah, and Virgil Abloh all making appearances.

However, star power alone cannot be the sole explainer for Clubhouse's rise.

What are some of the other factors that have played a role in their growth?
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↓

1. Too complex


2. Can't be easily described
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