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The haze of war has obscured

Le 21 septembre 2016, 06:33 dans Humeurs 0

hese vessels are exactly the same as the “E” class. The fact that they both accomplished the 13,000-mile voyage from Barrow to Sydney under their own power and without convoy is 75practical proof of the wide range, seaworthiness and general efficiency of the latest British Naval Submarines. The A.E.1 mysteriously disappeared in Australian waters in October, 1914, and has not been recovered.
British Submarines Building.

At the commencement of the great war there were 22 British submarines in course of construction at the various shipbuilding works and naval dockyards. Up to 1909 Messrs. Vickers Ltd., had constructed all the British submarines, but in that year the vessels C.17 and C.18 were laid down at Chatham Dockyard. Since then several other boats have been constructed there, and of those now in hand some are being built by Messrs. Vickers Ltd. at Barrow, others at Messrs. Scott’s shipbuilding yards at Greenock, and a few by Messrs. Armstrong, Whitworth and Co. Ltd. at Newcastle-on-Tyne, and at H.M. Dockyard at Chatham.

76Hitherto, British submarines, although divided into classes—each of which has shown a marked improvement on the preceding class—have been all of one type—the “Improved Holland.” Among the vessels being constructed at the opening of hostilities they were, however, no less than three different types. Those being built at Barrow and Chatham were of the original design with modern improvements, but the submarines under construction at Greenock were of the Laurenti, or Italian type, and those at Newcastle-on-Tyne of the Laubeuf, or French type. In addition to this wise departure from previous practice, two of the new vessels have been given the names of Nautilus and Swordfish.

these vessels, and it is impossible to say definitely which of them have taken their place in the active flotillas, and further the necessity for observing the very strictest secrecy regarding new types of 77warships at a time like the present makes it advisable to give here only the briefest particulars and not to discuss too freely the peculiarities of their design or their probable capabilities.
“F” Class.

ability to do something

Le 31 août 2016, 05:44 dans Humeurs 0

That was the blunt email sent to four colleagues by Jim Allchin, the Microsoft executive in charge of Windows development, at 5 p.m. the day he saw the iTunes Store. It had only one other line: “How did they get the music companies to go along smok?”

Later that evening a reply came from David Cole, who was running Microsoft’s online business group. “When Apple brings this to Windows (I assume they won’t make the mistake of not bringing it to Windows), we will really be smoked.” He said that the Windows team needed “to bring this kind of solution to market,” adding, “That will require focus and goal alignment around an end-to-end service which delivers direct user value, something we don’t have today.” Even though Microsoft had its own Internet service (MSN), it was not used to providing end-to-end service the way Apple was Hong Kong living culture.

Bill Gates himself weighed in at 10:46 that night. His subject line, “Apple’s Jobs again,” indicated his frustration. “Steve Jobs’s ability to focus in on a few things that count, get people who get user interface right, and market things as revolutionary are amazing things,” he said. He too expressed surprise that Jobs had been able to convince the music companies to go along with his store. “This is very strange to me. The music companies’ own operations offer a service that is truly unfriendly to the user. Somehow they decide to give Apple the pretty good ecig liquid.”

Gates also found it strange that no one else had created a service that allowed people to buy songs rather than subscribe on a monthly basis. “I am not saying this strangeness means we messed up—at least if we did, so did Real and Pressplay and MusicNet and basically everyone else,” he wrote. “Now that Jobs has done it we need to move fast to get something where the user interface and Rights are as good. . . . I think we need some plan to prove that, even though Jobs has us a bit flat footed again, we can move quick and both match and do stuff better.” It was an astonishing private admission: Microsoft had again been caught flat-footed, and it would again try to catch up by copying Apple. But like Sony, Microsoft could never make it happen, even after Jobs showed the way.

There were some upsides

Le 19 août 2016, 08:32 dans Humeurs 0

to Jobs’s demanding and wounding behavior. People who were not crushed ended up being stronger. They did better work, out of both fear and an eagerness to please. “His behavior can be emotionally draining, but if you survive, it works,” Hoffman said. You could also push back—sometimes—and not only survive but thrive. That didn’t always work; Raskin tried it, succeeded for a while, and then was destroyed. But if you were calmly confident, if Jobs sized you up and decided that you knew what you were doing, he would respect you. In both his personal and his professional life over the years, his inner circle tended to include many more strong people than toadies subtank mini.

The Mac team knew that. Every year, beginning in 1981, it gave out an award to the person who did the best job of standing up to him. The award was partly a joke, but also partly real, and Jobs knew about it and liked it. Joanna Hoffman won the first year. From an Eastern European refugee family, she had a strong temper and will. One day, for example, she discovered that Jobs had changed her marketing projections in a way she found totally reality-distorting. Furious, she marched to his office. “As I’m climbing the stairs, I told his assistant I am going to take a knife and stab it into his heart,” she recounted. Al Eisenstat, the corporate counsel, came running out to restrain her. “But Steve heard me out and backed down world university ranking.”

Hoffman won the award again in 1982. “I remember being envious of Joanna, because she would stand up to Steve and I didn’t have the nerve yet,” said Debi Coleman, who joined the Mac team that year. “Then, in 1983, I got the award. I had learned you had to stand up for what you believe, which Steve respected. I started getting promoted by him after that.” Eventually she rose to become head of manufacturing.

One day Jobs barged into the cubicle of one of Atkinson’s engineers and uttered his usual “This is shit.” As Atkinson recalled, “The guy said, ‘No it’s not, it’s actually the best way,’ and he explained to Steve the engineering trade-offs he’d made.” Jobs backed down. Atkinson taught his team to put Jobs’s words through a translator. “We learned to interpret ‘This is shit’ to actually be a question that means, ‘Tell me why this is the best way to do it.’” But the story had a coda Fit Furniture, which Atkinson also found instructive. Eventually the engineer found an even better way to perform the function that Jobs had criticized. “He did it better because Steve had challenged him,” said Atkinson, “which shows you can push back on him but should also listen, for he’s usually right.”

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