Second example of the day - How tightness looks like! https://t.co/9ygWz7HsZD

Secrets of Ganapati (Author - Keshav Sitaram Thackeray)

This article is taken from Keshav Sitaram Thackeray's book 'Dharmachi Devale and Devalcha Dharma'. In it, Bal Thackeray's father is claiming how the Hindu deity of Ganesha is imaginary.
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Buddha is Ashtavinayak and "Ganapati Bappa Morya" is "Chandragupta Morya".

In the era of democracy, the head of state is the President. But in ancient India, there was a Gana culture in the monarchy and the head of that Gana was called Ganapati
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In ancient India, a prince named Siddharth Gautam was born in royalty. He later became the king of Shakya Gana in this Gana culture. In time, Siddhartha attained enlightenment.

Let us now understand the difference between a real Ganapati and an imaginary Ganapati.
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Some clever Brahmin manuvadis made the real Ganapati the imaginary Ganapati.

Buddha was the king of the Shakya Gana, so people called him Ganaraja. He founded Buddhism and became the head of the Shakyas. As the head of Gana, people used to call Buddha as Ganapati.
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But the Brahmins Brahmanized Ganapati and created a false Ganapati. When Buddha used to give the message of Dharma to the people, two words would come out of his message. Chitta and Malla.

Chitta is the body.
Malla means waste
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@SaveToBookmarks Namaste! You can find it here. Original tweet by @AchuthArora: "@OllieEmberson @buzz_chronicles @rattibha @SaveToBookmarks save as Workouts". Thanks! ✌

Hi! Pleasure is mine. Original tweet by @SaveToBookmarks: "@AchuthArora @OllieEmberson @buzz_chronicles @rattibha Cool mate!

I saved this ...". See You soon! 👌

Most software founders, particularly in B2B, need to get radically better at sales. @Steli , who is the best person for explaining the scrappy stages in the beginning and then building out a team with scripts and processes, wrote a guide to:

For technical founders it is irrationally, obscenely hard to reverse years of programming (ba dum bum) that sales is a value-destroying activity. Sales is CLEARLY a value-creating activity, contingent on you have a value-creating product.

The world will not drop what they are doing to adopt your work. This is particularly true in B2B, where simply building a better mousetrap won't overcome the activation energy required to get people with additional non-mice problems to prioritize changing mousetraps today.

This is very non-obvious for founders because founders are not often people who *want* to be sold to. We often come from a background where trying out tools is a bit of a fun hobby. We like looking at all the options, making charts, and ripping out partially complete tests.

"This week I unsuccessfully trialed four software options for automating that thing that has been killing us. Our actual production process remains the same as last week. Don't worry; this was a great use of time." is not a thing you want to write in a progress report to manager.

A thread on HN about bad code in legacy projects both makes me think how little we've learned as a discipline over the years and, honestly, how little credit we give ourselves for some pretty major

Fun going down this list and thinking: "Hmm, plausible at a well-run modern software shop", "Hmm, possible, but requires implausible tradeoffs", "Literally disallowed by languages", and "If you were to attempt doing that our test suite wouldn't let you merge."

I think we as an industry celebrate (not quite the right word) failure too much and don't celebrate success nearly enough. There is no DailyWTF for competent execution, word of which generally stays pretty local to the source while incompetence passes into legend.

Alrighty let me try to thread the needle on being the change I want to see in the world while not giving away anything that will get me in trouble:

Ruby has wonderful developer ergonomics. Typed languages are easier for machines to guarantee the correctness of. We built a type checker for Ruby (and I believe it is slated for OSS release sometime).

c.f.