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Amazon told its workers not to criticize its climate policies. They didn’t listen.

Hundreds of Amazon employees are risking their jobs to speak out about climate change. “We are scared,” an activist employee group said in a tweet on Monday. “But we decided we couldn’t live with ourselves if we let a policy silence us in the face of an issue of such moral gravity like the climate crisis.” That message accompanied a video in which dozens of current Amazon employees looked into the camera while holding up signs saying “We won’t be silenced” and “We need to speak out.”

The showdown between the tech giant and its employees began last summer, when the employee group, Amazon Employees for Climate Justice (AECJ), called on the company’s shareholders to adopt a climate change resolution that was ultimately backed by more than 8,700 Amazon workers. That resolution was swiftly voted down. In early September, AECJ members announced their intention to walk out of work on September 20 in solidarity with youth climate activists striking all over the world. The day after that announcement, Amazon updated its external communications policy to require employees to seek approval from management before speaking publicly about Amazon.

A couple of weeks later, Amazon CEO Jeff Bezos unveiled a climate plan that aims for net-zero carbon emissions by 2040 — a decade ahead of the deadline laid out in the Paris climate agreement. Though AECJ takes credit for pressuring Amazon to put out a climate plan, members said it wasn’t nearly comprehensive enough. Amazon employees around the world walked out as planned on September 20, with thousands of employees joining the protest in front of Amazon headquarters in downtown Seattle.

A few weeks after that, Amazon put out a “manifesto” explaining many of its positions on topics ranging from minimum wage requirements to climate change. Two AECJ members, Jamie Kowalski and Maren Costa, publicly criticized the manifesto, telling the Washington Post that it “distracts from the fact that Amazon wants to profit in businesses that are directly contributing to climate catastrophe.” According to the Post, Kowalski and Costa were subsequently warned by Amazon HR that they had violated Amazon’s external communications policy by speaking negatively about the manifesto. An Amazon lawyer warned the employees that speaking out again could “result in formal corrective action, up to and including termination of your employment with Amazon.”

In response to the threat of firing, Amazon workers decided to speak out en masse. On Sunday, AECJ circulated unauthorized statements about climate change from 357 employees, including their first and last names and positions at the company.

“It is unconscionable for Amazon to continue helping the oil and gas industry extract fossil fuels while trying to silence employees who speak out,” Amelia Graham-McCann, a senior business analyst, wrote. “Amazon already knows we are nothing without our customers — let’s do all we can to ensure there will still be people around to be our customers in 10, 20, 50, and 100 years,” wrote Brian Colella, a copy editor. “Hell, if Microsoft can do it (go carbon negative), why can’t we?” Austin Dworaczyk Wiltshire, senior software development engineer, asked, referring to the ambitious climate plan recently unveiled by another tech giant.

AECJ has demanded that Amazon speed up its decarbonization timeline from net-zero by 2040 to net-zero by 2030. The group also wants the company to stop providing web services and machine learning technology to oil companies and to stop funding lobbying groups and politicians who deny climate change is real. In an internal email to employees on Martin Luther King Day, AECJ explained that protesting the company’s policy was about more than just climate change. “It’s also about our ability to speak up on other issues like racism and sexism in tech, treatment of warehouse workers, donations to anti-LGBTQ politicians, and complicity with ICE,” they wrote.

In a statement, Amazon spokesperson Drew Herdener said employees are welcome to bring their concerns to company leadership internally, if they keep those conversations confidential. “While all employees are welcome to engage constructively with any of the many teams inside Amazon that work on sustainability and other topics, we do enforce our external communications policy and will not allow employees to publicly disparage or misrepresent the company or the hard work of their colleagues who are developing solutions to these hard problems,” Herdener said.

But, in an AECP press release, Paul Johnston, a former senior developer advocate at Amazon who parted ways with the company in no small part because of its climate policies, said bringing up the issue internally didn’t work. “When I raised climate change concerns while an employee, around AWS [Amazon Web Services] carbon footprint, I was met with very little support for change, and with the standard PR lines about how seriously Amazon was taking the issue,” he said. “Nothing changed until employees began speaking out.”

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Amazon told its workers not to criticize its climate policies. They didn’t listen.

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How the Cloud Is Going Green

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You already know the many lauded benefits of the cloud — it saves paper, equipment and raw materials, while also providing employees and workplace teams an easier means to access important documents and files. But you may have also heard about how cloud data servers pack a punch in terms of environmental impact.

To minimize their carbon footprint, data centers are going green. Here are the ways companies behind some of the latest cloud-based technologies are working to reduce their environmental impact in the rollout of new products and services.

Starting Small

Like within many other industries, business owners who have previously invested in cloud data centers are starting small with their eco-friendly efforts. But this isn’t to say their current efforts aren’t making a difference. For example, many data centers are swapping out old, incandescent light bulbs for energy-efficient LEDs, which conserve energy and provide massive cost savings on monthly utility bills.

Cloud computing is also a more environmentally friendly practice compared to investing in on-site servers. That’s because these cloud data centers simply don’t need the same amount of infrastructure and space compared to their on-site server counterparts.

In fact, businesses that invest in on-site servers typically have more space than they need to house this bulky infrastructure, particularly if they plan to grow or expand operations. This leads to a number of drives sitting empty in the short or long term that still need to be powered and cooled.

In comparison, cloud data center operators can optimize the number of servers they own and use depending on their client and storage needs. For example, instead of running an on-site, physical customer service department, businesses can invest in a cloud contact center that requires less space and infrastructure.

Using Renewable Energy

Some leading cloud computing companies, like Facebook, Google and Apple, are also paving the way when it comes to investing in renewable energy in their data centers. In fact, all of Apple’s data centers are powered entirely by solar energy, while Facebook installed some of its newest servers in Iowa so the company could take advantage of the area’s wind energy. Microsoft is using both types of renewable energy for its cloud centers: solar energy in Virginia and wind energy in Texas.

These giant corporations have a lot of political power and community clout, and they’re using it to not only enforce stricter regulations on energy use, but to also move the entire industry toward renewable energy.

Optimizing Energy Use

One of the biggest electricity sucks for on-site servers includes maintaining cool temperatures in the spaces that house this infrastructure to prevent overheating. According to REIT.com, an average office space uses three to five watts of power per square foot, whereas a physical data center uses 100 to 300 watts per square foot.

That’s why many on-site data centers are housed in buildings or spaces specifically designed for their use. As the major tech giants have shown, locating operations near water and other renewable energy sources is optimal for conserving energy. However, if that’s not in the cards, some companies are going a different, forward-thinking route: working with contractors to build energy-efficient and even LEED-certified warehouses.

Data center operators have also been examining the airflow in their buildings, so they can separate hot and cold air streams. By keeping cool air near their servers — and moving hot air away from this expensive equipment — companies don’t need to run as many fans to maintain them.

The cloud continues to get greener. Not only is this technology saving companies space, time and money on hosting their own servers — and saving them a lot of paper and filing cabinets — it’s now leading the way in renewable energy and energy optimization. These are the first steps to a more connected, eco-conscious world.

Feature image courtesy of Shutterstock

Read More:
How 5G Technology Will Power a Greener Future
5 Top Tips for Recycling Old Technology
How to Finally Go Paperless in the Office

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How the Cloud Is Going Green – August 14, 2017
Hacks to Stay Cool: Beat the Heat Using Less Energy – July 31, 2017
How to Shop for Clothes with the Earth in Mind – July 28, 2017

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How the Cloud Is Going Green

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More Annoying Camera Blogging (With Cats)

Mother Jones

Someday I will get bored of regaling you with pictures from my new camera, but that day is not yet. It turns out that burst mode is both a blessing and a curse.

First the curse. With my old camera, I never culled any of the photos I took. I just copied everything onto my desktop PC and left them there. Storage is cheap, and no matter how many pictures I took, I was never going to run out of room.

Then, a few days ago, I ran out of room. Not on the desktop machine, but on my tablet, which is synced to the desktop. For some reason, Microsoft uses MicroSD for expansion memory on the Surface Pro 4, and at the time I got it that meant a maximum size of 128GB. But the new camera takes pictures that are about twice the size of the old Canon, and burst mode means I can crank through a couple of thousand shots in a few days. So the Surface croaked.

In the short term, the answer was a bigger memory chip, which is thankfully available now. In the longer term, it means—what? Going through all the files every time I transfer them and weeding out 90 percent of them? That sounds tedious. Stop syncing some of the folders? I’m tired of that. It’s handy to have everything available everywhere at all times. I’ll have to ponder this.

But burst mode is a blessing too. I’ve tried a few times in the past to get a picture of Hilbert scurrying down a tree after climbing onto the roof, but I could never do it. My old camera had terrible shutter lag, slow autofocus, and no burst mode. Unless I timed it perfectly—and I never did—I couldn’t get the shot.

But burst mode plus fast autofocus makes it easy! Check it out:

Now we can all pretend to be Vogue editors, choosing just the right shot for this month’s cover. I chose No. 3, which shows Hilbert at his graceful best:

So there you have it: better action photography, but lots and lots of gigabytes. Is there a solution that’s neither mind-numbingly tedious nor exorbitantly expensive?

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More Annoying Camera Blogging (With Cats)

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Julian Assange Didn’t Say WikiLeaks Gives Russia a Pass Because It’s Already Open and Transparent

Mother Jones

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Readers who are extremely long in the tooth will remember a blogger named Steven Den Beste from back in the day. He was a gung-ho warblogger who wrote very long, very nerdy pieces about the urgent need to invade Iraq (with occasional forays into cell phone standards), so one day Daniel Davies decided that what we all needed was Shorter Steven Den Beste. Davies’ version was usually a withering sentence or two.

Today, things have changed. I can think of all too many folks who could stand to cut their word count in half, but for now I’d settle for Shorter Glenn Greenwald. Yesterday he wrote this:

The Guardian’s Summary of Julian Assange’s Interview Went Viral and Was Completely False

According to Microsoft Word, the article clocks in at 2,645 words, so here’s the nickel version. A few days ago Julian Assange gave an interview to Italian reporter Stefania Maurizi. (It is illustrated with the photo on the right, which I hope they don’t mind me re-using since it makes me like Assange a little better than I usually do.) Here are the relevant sections:

Most of WikiLeaks’ biggest revelations concern the US military-industrial complex….Why aren’t human rights abuses producing the same effects in regimes like China or Russia, and what can be done to democratise information in those countries?

In Russia, there are many vibrant publications, online blogs, and Kremlin critics such as Alexey Navalny are part of that spectrum…..In Russia there are competitors to WikiLeaks, and no WikiLeaks staff speak Russian….WikiLeaks is a predominantly English-speaking organisation with a website predominantly in English. We have published more than 800,000 documents about or referencing Russia and president Putin, so we do have quite a bit of coverage, but the majority of our publications come from Western sources….The real determinant is how distant that culture is from English.

….What about Donald Trump?…What do you think he means?

Hillary Clinton’s election would have been a consolidation of power in the existing ruling class of the United States. Donald Trump is not a DC insider, he is part of the wealthy ruling elite of the United States, and he is gathering around him a spectrum of other rich people and several idiosyncratic personalities. They do not by themselves form an existing structure, so it is a weak structure which is displacing and destabilising the pre-existing central power network within DC. It is a new patronage structure which will evolve rapidly, but at the moment its looseness means there are opportunities for change in the United States: change for the worse and change for the better.

The Guardian’s piece, written by Ben Jacobs, made several claims: (1) Assange “long had a close relationship with the Putin regime,” (2) Assange said there was no need for WikiLeaks to undertake a whistleblowing role in Russia “because of the open and competitive debate he claimed exists there,” and (3) Assange gave “guarded praise” of Trump.

The first is unfounded, and the Guardian has now retracted it. The second is false as well. Whether you choose to believe him or not, what Assange said is that WikiLeaks isn’t a local player in Russia and mostly appeals to English-speaking leakers. The third is hazier. Personally, I’d say Assange is wildly naive about Trump not representing an “existing power structure,” and disingenuous in calling part of Trump’s inner circle “idiosyncratic personalities.” That said, “not a DC insider” plus “destabilising the pre-existing central power network within DC” plus “change for the worse and change for the better” could reasonably be described as “guarded praise.” Those are all things that Assange pretty clearly views favorably.

This is a lot more than two sentences, but I’m not as witty as Dan Davies. In any case, I agree with Greenwald about two out of three of these things, and hopefully corrections will go as viral as the initial article. That’s how things usually work in social media, right?

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Julian Assange Didn’t Say WikiLeaks Gives Russia a Pass Because It’s Already Open and Transparent

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Silicon Valley Not Really Feeling the Bern

Mother Jones

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Based on donor data, Brian Fung says that Bernie Sanders has a lot of fans in the dotcom biz:

This wouldn’t be worth mentioning except for the fact that Sanders appears to have a broad-based appeal among Silicon Valley workers compared with his rivals. According to the Center for Responsive Politics, Sanders’s campaign committee seems to be by far the biggest recipient of donations from employees of Alphabet (Google’s parent company), Apple, Microsoft, Amazon.com and Intel.

….This sets up a few possibilities. It’s conceivable, for instance, that Clinton’s support among tech companies is actually higher than what we can observe from her list….Another possibility is that tech-industry folks are donating to Clinton but in amounts too small to break into the lists we’re looking at….What we can say is that Sanders appears to have much more support than Clinton across a wider range of tech companies, even if the amount of that financial support is relatively small.

Nah. Google employees are split nearly evenly between Bernie and Hillary, and employees of the other four companies probably are too. We just can’t see them because their totals fall below the top 20 in Hillary’s donor list. But why guess about this? All we have to do is look at the overall industry numbers. Here they are:

Compared to overall fundraising, this represents a bigger tilt toward Hillary than average. And despite the size of this sector, it represents a dismal 0.43 percent of Hillary’s total campaign donations and 0.36 percent of Bernie’s. So we can draw the following conclusions:

Hillary has broader support in the internet sector than Bernie.
Hillary gets a bigger percentage of her donations from the internet sector.
Silicon Valley is full of cheapskates who don’t care much about politics.

So there you have it.

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Silicon Valley Not Really Feeling the Bern

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Will Twitter Soon Be Overrun With Silicon Trolls?

Mother Jones

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Hugh Hancock muses today about the remarkable effectiveness of efforts to turn Microsoft’s (now) infamous Tay chatbot into an asshole. It didn’t take much. Mostly the people who did it were just having a laugh, and Tay took it from there. It turns out that being an asshole is a pretty easy thing to emulate.

So what does this mean for the future? Not the far future, mind you, but next year. Hancock has an unnerving answer:

Everyone Can Have Their Own Twitter Mob

Right now, if you want to have someone attacked by a horde of angry strangers, you need to be a celebrity. That’s a real problem on Twitter and Facebook both, with a few users in particular becoming well-known for abusing their power to send their fans after people with whom they disagree.

But remember, the Internet’s about democratising power, and this is the latest frontier. With a trollbot and some planning, this power will soon be accessible to anyone.

There’s a further twist, too: the bots will get better. Attacking someone on the Internet is a task eminently suited to deep learning. Give the bots a large corpus of starter insults and a win condition, and let them do what trolls do — find the most effective, most unpleasant ways to attack someone online. No matter how impervious you think you are to abuse, a swarm of learning robots can probably find your weak spot.

There are some details to be worked out, of course, like setting up all the accounts your trollbot would need. Hancock addresses that. He figures the bots will be pretty good at this stuff too.

The unnerving part of this is that although Hancock is writing in a chatty tone, this is all very plausible. And for something like Twitter, where a bot doesn’t need much intelligence to fit right in, it’s a pretty serious near-term possibility.

So what happens? Behind Door 1, Twitter becomes an abattoir of filth and verbal war. Only the bravest dare enter. Behind Door 2, Twitter mobs become so frequent that no one cares about them anymore. Even the most sensitive among us just shrug them off. Behind Door 3, it all becomes a tedious war between semi-intelligent trollbots and semi-intelligent trollbot filters. It’s just Act II of the online production that began with email spam.

On the bright side, this might put actual trolls out of commission. How can they compete? And what will they do with all their newfound free time?

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Will Twitter Soon Be Overrun With Silicon Trolls?

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The iPad Pro Is Lacking One Thing If It Wants to Play in the Business World

Mother Jones

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Apple has been playing catch-up for a while now. The large-screen iPhone 6 was catching up with Samsung (and pretty much every other smartphone maker). The new Apple TV box is catching up with Roku, Chromecast, and others. The Apple watch is catching up with Android watches.1 And now, as Will Oremus points out, the iPad is catching up with Microsoft’s Surface Pro:

The iPad Pro’s screen measures 12.9 inches diagonally, making it far bigger than any tablet Apple has made before—but comparable in size as the 12-inch Microsoft Surface Pro 3. It features a split-screen mode for multitasking and is optimized for productivity apps like Microsoft Office. And its two most notable accessories are—what else?—a keyboard cover and a stylus.

Close, but no cigar! Everything Oremus says is true, but if you’re going after the business market I’d say that a high-quality docking station is probably the key accessory. Microsoft has a very nice one for the Surface Pro. Apple doesn’t.

Maybe it’s coming soon, but Apple didn’t want to delay the iPad Pro just for that. Or maybe Apple still doesn’t really get the business market.

But I’ll give Apple this: they sure do know how to make a lightweight device. I assume this is because their ARM processors are more power stingy than even the newest Intel processors, which allows Apple to use smaller batteries. But whatever it is, I’m jealous. It’s not like my Surface (non-Pro) is a brick or anything, but shaving another eight ounces off it would sure be nice.

But light or not, the lack of a docking station would prevent me from using the iPad pro as a serious business device. In most homes and offices, you’re going to want to connect a keyboard/mouse, network cable, a local printer, and maybe an external hard drive. Plus a bigger monitor if you decide to go that route. Someday all this stuff will be effortlessly wireless, but that day is not today. For now, the only way to make this work conveniently is with a docking station.

1None of this is to say that Apple can’t make good money playing catch-up. They can. And stealing features from the competition is practically the definition of the tech industry. Still, they’ve been going after low-hanging fruit for the past few years. I’m not seeing an awful lot of visionary thinking anymore.

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The iPad Pro Is Lacking One Thing If It Wants to Play in the Business World

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Meet the Engineer Who Forced Silicon Valley’s Gender Problem Into the Open

Mother Jones

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Tracy Chou Josh Robenstone/Fairfax Media

Back in October 2013, Tracy Chou, a top engineer for the social scrapbooking site Pinterest, was flying home to San Francisco with fellow attendees of the annual Grace Hopper Celebration, the nation’s biggest conference for women in computing. “If this flight out of Minneapolis goes down,” she tweeted, “Silicon Valley is going to be down a substantial % of female engineers.”

She was only half joking. At the conference, Facebook COO Sheryl Sandberg had posited that the Valley’s gender gap was actually getting worse, and the comment set Chou’s geek gears whirling. “Not that I disagree with the premise,” she says. “I just had this thought that nobody actually knows what the numbers are.”

For years, Silicon Valley has tried to hide those numbers. Starting in 2008, news outlets filed Freedom of Information Act requests with the Department of Labor, hoping to obtain the workforce diversity data the tech giants refused to release. The companies lawyered up—as of March 2013, most of the top firms (Apple, Google, Microsoft, et al.) had convinced the feds their stats were trade secrets that should remain private.

Their real reason for withholding the data may well have been embarrassment. Although tech employment has grown by 37 percent since 2003, the presence of women on engineering teams has remained flat (at around 13 percent) for more than two decades, and women’s share of what the US Census Bureau calls “computer workers” has actually declined since the early 1990s.

In this male-dominated landscape, Chou, 27, is a rising star, with two degrees from Stanford, including a master’s in computer science with a focus on artificial intelligence. On her way up, she interned at Google, Facebook, and a rocket science company. Her coding prowess recently landed her on Forbes“30 under 30” and Fast Company‘s 2015 list of the “most creative people in business.”

Read about how Rev. Jesse Jackson is taking on Silicon Valley’s epic diversity problem.

Despite her success, she’s more than passingly familiar with the obstacles the Valley’s sausage fest creates for women—from brogrammer pickup lines to biased hiring and promotion. (Not to mention pay: As of 2011, census data shows, women in technical fields were making about $16,000 less, on average, than men.)

Fed up with the data void, Chou came home from her conference and wrote a Medium post calling for more transparency: “The actual numbers I’ve seen and experienced in industry are far lower than anybody is willing to admit,” she wrote. “So where are the numbers?” With her bosses’ permission, she started the ball rolling: Just 11 of Pinterest’s 89 engineers (12 percent) were women, she revealed. (Today, it’s around 17 percent.)

Her post quickly made its way around programmer circles, and employees of two dozen companies shared gender stats with Chou via Twitter. To keep track of the numbers, she set up a repository on the code-sharing site GitHub and invited all to participate. As word spread, more techies stepped up. Within a week, her repository had stats on more than 50 firms. (It now has more than 200—including GitHub, whose 104 coders include just 14 women—making it the most comprehensive available source of coders’ gender data.)

The numbers were as bad as you might expect: Just 17 of Yelp’s 206 engineers (8 percent) were women, for example. Dropbox was barely better, with 26 out of 275 (9 percent). Nextdoor, a social-media tool for neighborhoods, had 29 engineers—all male. Change.org, which bills itself as “the world’s platform for change,” had less than 13 percent women engineers; it has since changed for the better, with 20 percent.

Chou’s project helped fuel the wave of public criticism that has shamed big companies into coming clean. Seven months after the launch, Google disclosed that 17 percent of its tech staff is female. (Chou heard that her Medium post had made it all the way to cofounder Larry Page.) Twitter, Facebook, Yahoo, and dozens of other companies coughed up their stats not long after: Most reported between 10 and 20 percent women in “tech” positions—which can be pretty loosely defined. Some household names, like IBM, Netflix, and Zynga, still have yet to produce meaningful diversity data. “The crowdsourced stuff is way better and more reliable than the official party line,” notes Silicon Valley diversity consultant Nicole Sanchez, whom Github recently hired as a VP. (The racial diversity numbers are equally cringeworthy; see our related story on Jesse Jackson’s efforts in Silicon Valley.)

I sat down with Chou at Pinterest’s San Francisco headquarters a few days before an infusion of capital made it one of the world’s most valuable startups—$11 billion on paper. In a glass-wrapped conference room, she perched on the edge of her seat, speaking softly, but at a spitfire pace. Chou first learned of the industry’s gender problem from her parents, engineers who earned their Ph.D.s together back in the 1980s. “Their names are gender-ambiguous transliterations of their Chinese names,” she recalled. “One of the stories my mom told was that she went to pick up finals for both her and my dad. The professor was really surprised at who was who, because my mom was doing better in the class.”

When she started out studying computer science as a Stanford undergrad, “I felt really out of place,” she told me. “There weren’t many other women.” The coursework was tough, and the guys in her classes talked a big game. “My self-calibration was off,” she explained. “There’s research on how guys are generally inclined to give themselves more credit. So their calibration was ‘I’m awesome; this is super easy,’ when I felt like I was doing poorly.”

Concerned she wasn’t qualified for CS, Chou switched to electrical engineering. But the more she excelled, the more pushback she got. Male classmates would interrupt her or tune out when she spoke. During group projects, guys would reject her proposals and debate alternatives for hours before returning to her idea. “It’s okay to have a girl in the class if she’s not very good,” she said. “But it felt like once I became better than they were, it was not okay anymore.”

This insidious sexism followed her into the real world. At one diversity event, Chou got into a debate with a male developer over a product built by Quora, where she’d been an early engineer. “Finally, I had to say, ‘No, I worked there. Stop shitting on me!'” Another time, at a meet-up, a guy joked about Chou’s job at another company: “What do you do there, photocopy shit?” Men tried picking her up with lines like, “You’re too pretty to code.” Such cluelessness presented a conundrum: “There’s always that question of, ‘Do I want to be the engineer that always talks about gender? Or do I want to be an engineer that talks about engineering?'”

The Valley’s sexism came under renewed scrutiny this year when Ellen Pao, a former partner at Kleiner, Perkins, Caufield, and Byers, sued the VC firm for discrimination. She lost, but the case “raised awareness of the sort of thing that a lot of women face: unconscious bias, messy situations, discrimination that’s not clear-cut,” Chou said. In her view, getting the numbers out there is merely a first step: “There’s an analogy in product development,” she said. You can try to grok your users by looking at what people are clicking and how many are creating accounts, but “understanding the why in the numbers is pretty important,” she added. “We’re not quite there yet.”

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Meet the Engineer Who Forced Silicon Valley’s Gender Problem Into the Open

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If Little Clouds of Doom Follow You Around, There Might Be Money In It For You!

Mother Jones

Via Tyler Cowen, here’s an intriguing new paper that claims certain kinds of customers are—not to mince words—“harbingers of failure”:

We show that some customers, whom we call ‘Harbingers’ of failure, systematically purchase new products that flop. Their early adoption of a new product is a strong signal that a product will fail — the more they buy, the less likely the product will succeed. Firms can identify these customers either through past purchases of new products that failed, or through past purchases of existing products that few other customers purchase. We discuss how these insights can be readily incorporated into the new product development process. Our findings challenge the conventional wisdom that positive customer feedback is always a signal of future success.

There’s a chart, naturally, because Science™. For example, if repeated harbingers (dotted green line) account for half your sales, you’re pretty much screwed. Your shiny new product has less than a 10 percent chance of success. The reason I find this all intriguing is that I have lately begun to wonder if I myself belong to this group. I use Firefox and I think it’s great. Chrome sucks. I think Windows 8 is terrific on a tablet, far superior to either iOS or Android. And I read all my books on the Nook reader, which I like better than the Kindle reader.

Now, Firefox has had a pretty good run and may very well stay around for a while. But it’s not looking like a winner these days. Likewise, Windows tablets account for—what? Maybe 2 percent of the market, despite Microsoft’s massive marketing campaigns. And Nook, of course, is already officially dead, hanging on in limbo until it gives up the ghost for good.

So here’s the deal: I’m willing to rent out my services as a harbinger. Send me your new tech products while they’re still in testing, and then cross your fingers and hope that I don’t love them. If I do, it’s back to the drawing board.

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If Little Clouds of Doom Follow You Around, There Might Be Money In It For You!

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Walmart Uses 22 Shell Companies to Hide an Incredible Amount of Money in Luxembourg

Mother Jones

Overseas tax evasion by American corporations has become a political hot button of late: It haunted Mitt Romney in 2012, spurred President Barack Obama last year to crack down on so-called inversions, and has since been seized upon as a 2016 campaign issue by Hillary Clinton. American companies now have an estimated $2.1 trillion in untaxed profits stashed overseas, big sums of which belong to Apple, General Electric, and Microsoft.

Walmart is also a major overseas tax dodger, according to a new report from Citizens for Tax Justice, a liberal-leaning think tank and advocacy group. The world’s largest retailer has stashed $64 billion worth of assets in Luxembourg, Europe’s smallest and most notorious tax haven. These assets—including cash and the ownership of real estate holdings around the world—are worth more than Luxembourg’s entire gross domestic product. If they were liquidated and sprinkled around, it would amount to more than $100,000 per acre in this tiny country of 1,000 square miles that lacks a single Walmart store. Walmart has so much wealth in Luxembourg, in fact, that it could pay several times over to plaster the entire country in Nexus Granite Self-Adhesive Vinyl Floor Tiles, which sell at Walmart for $8.99 per box.

In fact, most Luxembourgers can afford flooring that’s considerably more posh. A primary source of the luxe in this city-state of some 500,000 people is its corporate tax rate. Between 2010 and 2013, Walmart reported paying less than 1 percent in tax to Luxembourg on $1.3 billion in profits. Walmart also generates $1.5 billion worth of tax deductions in Luxembourg each year by making “phantom interest payments” to its home office in the United States, according to Citizens for Tax Justice. These benefits may explain why, since 2011, Walmart has transferred more than $45 billion in assets to a network of 22 shell companies in Luxembourg, the report says.

Walmart disputed the report’s findings: “This is the same union-supported group that regularly issues flawed reports on Walmart to promote their agenda rather than the facts,” the company said in a statement to USA Today. “This latest report includes incomplete, erroneous information designed to mislead readers.” But the retailing giant did not go into any further detail.

UPDATE 6:00 p.m. PST: In an email to Mother Jones, a Walmart representative detailed the company’s objections to the report:

When calculating total assets, this calculation incorrectly includes intercompany assets, primarily investment in our wholly-owned subsidiaries and intercompany loans which both eliminate on consolidation. The methodology is flawed and based upon statutory reports prior to intercompany eliminations which occur during consolidation.

As disclosed in our last form 10K (footnote 14), the Walmart International segment has total assets after intercompany eliminations of $80.5 billion, the vast majority of which are retail store buildings, fixtures, inventory and distribution facilities physically located in the countries where we serve customers.

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Walmart Uses 22 Shell Companies to Hide an Incredible Amount of Money in Luxembourg

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