John Gruber:
Nguyen includes a tip at the end of her column explaining how to create a simple Shortcuts automation to switch cellular networking to LTE when your device’s battery hits a certain threshold, like say 40 percent. But I look at these results and wonder why I enable 5G at all.
[…]
The carriers certainly aren’t going to suggest you do this because their current marketing campaigns are entirely about how great their 5G networks are — even though they’re only now starting to deliver meaningful real-world advantages over LTE. And Apple’s not going to suggest you turn off 5G either, because they are co-marketing partners with the carriers. But I’ll suggest it: try turning off 5G to save battery life and see if you miss it at all.
Previously:
Update (2022-04-12): Tim Bray:
Either I didn’t believe the supposed customers really needed what 5G offered, or I didn’t believe the opportunity was anywhere near big enough to justify the trillion-dollar build-out investment. Six years later, I still don’t. This is a report on a little online survey I ran, looking for actual real-world 5G impact to see if I was wrong.
John Gruber:
There are some people who report getting good 5G coverage in remote locations that have poor LTE coverage, and 5G seemingly does work much better than LTE in places like stadiums and arenas with big crowds of people.
Battery Life Cellular Data iOS iOS 15 iPhone iPhone SE 2022 Shortcuts
Martin Brinkmann (via Hacker News):
Internet users who download the Firefox web browser from the official Mozilla website get a unique identifier attached to the installer that is submitted to Mozilla on install and first run.
[…]
This data will allow us to correlate telemetry IDs with download tokens and Google Analytics IDs. This will allow us to track which installs result from which downloads to determine the answers to questions like, “Why do we see so many installs per day, but not that many downloads per day?”
[…]
Mozilla notes that the opt-out mechanism is the standard Telemetry opt-out. How users may opt-out before the installation of Firefox is unclear.
I don’t think this applies to the Mac version. It would be hard to combine with notarization.
Previously:
Firefox Google Analytics Mac Mac App macOS 12 Monterey Notarization Privacy
Dan Luu:
The Twitter change where they switched everyone from their choice of timeline to ranked timeline reminds me of a question: why don’t social media companies react to negative signals from users?
The change trained me to stop checking the app since it filled my feed with garbage.
FB did the same thing quite a while ago and I asked an FB PM why, despite clicking “hide story” for months on all of the garbage in my feed, my feed was still full of high-engagement garbage instead of the lower engagement content that I’d actually want to see.
His answer was that personalization signals have low impact; something that’s 100x as likely to get engagement should completely dominate the ranking algorithm.
[…]
Until Tik Tok, no major social media app that I know of actually took user preferences seriously, so PMs could semi-plausibly say that ignoring user preferences is the right call, but Tik Tok actually adjusts to what users want and it was huge growth advantage for them.
[…]
When MS rolled out Windows 10, the plan was to force reboot & update machines with no notice.
Many engineers objected that rebooting machines with no notice was problematic, but they were overruled by PMs who said “engineers aren’t normal users, you don’t know what users want”.
[…]
Lest anyone think I’m picking on MS, Google is actually much worse about this than MS.
Gergely Orosz:
An eye-opening thing working at a tech company with a consumer focus (eg Google, Meta, Spotify): seeing how utterly broken customer complaints handling at scale is.
[…]
When you do try to help with an inbound smile this, you realize how the focus on revenue and impact disincentivises fixing one-off issues.
Most tickets you open will be closed by teams owning the issue as “cannot repro”, “on the backlog already w low priority” or stay idle.
And the irony is that two years into working at the company, you also “get it”.
[…]
Very few if any people and team get rewarded for fixing low impact issues impacting 0.002% of users. Also few get punished by not doing so.
[…]
To sum it up: fixing individual issues doesn’t scale, and this is why large companies focused on profits don’t do it.
Via Michael Love:
And this one of the many downsides for small businesses in relying on a bigger business (particularly one you can’t easily switch away from) for a critical part of your operations.
Dan Luu:
More generally, in many markets, consumers are uninformed and it’s fairly difficult to figure out which products are even half decent, let alone good. When people happen to choose a product or service that’s right for them, it’s often for the wrong reasons. For example, in my social circles, there have been two waves of people migrating from iPhones to Android phones over the past few years. Both waves happened due to Apple PR snafus which caused a lot of people to think that iPhones were terrible at something when, in fact, they were better at that thing than Android phones. Luckily, iPhones aren’t strictly superior to Android phones and many people who switched got a device that was better for them because they were previously using an iPhone due to good Apple PR, causing their errors to cancel out. But, when people are mostly making decisions off of marketing and PR and don’t have access to good information, there’s no particular reason to think that a product being generally better or even strictly superior will result in that winning and the worse product losing.
[…]
So far, we’ve looked at the difficulty of getting the right product or service at a personal level, but this problem also exists at the firm level and is often worse because the markets tend to be thinner, with fewer products available as well as opaque, "call us" pricing. Some commonly repeated advice is that firms should focus on their "core competencies" and outsource everything else (e.g., Joel Spolsky, Gene Kim, Will Larson, Camille Fournier, etc., all say this), but if we look mid-sized tech companies, we can see that they often need to have in-house expertise that’s far outside what anyone would consider their core competency unless, e.g., every social media company has kernel expertise as a core competency. In principle, firms can outsource this kind of work, but people I know who’ve relied on outsourcing, e.g., kernel expertise to consultants or application engineers on a support contract, have been very unhappy with the results compared to what they can get by hiring dedicated engineers, both in absolute terms (support frequently doesn’t come up with a satisfactory resolution in weeks or months, even when it’s one a good engineer could solve in days) and for the money (despite engineers being expensive, large support contracts can often cost more than an engineer while delivering worse service than an engineer).
[…]
The pervasiveness of decisions like the above, technical decisions made without serious technical consideration, is a major reason that the selection pressure on companies to make good products is so weak. There is some pressure, but it’s noisy enough that successful companies often route around making a product that works, like in the Mongo example from above, where Mongo’s decision to loudly repeat demonstrably bogus performance claims and making demonstrably false correctness claims was, from a business standpoint, superior to focusing on actual correctness and performance; by focusing their resources where it mattered for the business, they managed to outcompete companies that made the mistake of devoting serious resources to performance and correctness.
Steve Jobs:
It turns out the same thing can happen in technology companies that get monopolies, like IBM or Xerox. If you were a product person at IBM or Xerox, so you make a better copier or computer. So what? When you have monopoly market share, the company’s not any more successful.
So the people that can make the company more successful are sales and marketing people, and they end up running the companies. And the product people get driven out of the decision making forums, and the companies forget what it means to make great products. The product sensibility and the product genius that brought them to that monopolistic position gets rotted out by people running these companies that have no conception of a good product versus a bad product.
They have no conception of the craftsmanship that’s required to take a good idea and turn it into a good product. And they really have no feeling in their hearts, usually, about wanting to really help the customers.
Previously:
Update (2022-04-12): Arvind Narayanan:
My university just announced that it’s dumping Blackboard, and there was much rejoicing. Why is Blackboard universally reviled? There’s a standard story of why “enterprise software” sucks. If you’ll bear with me, I think this is best appreciated by talking about… baby clothes!
Previously:
Update (2022-06-09): Nick Lockwood:
We’ve all heard of the 80-20 rule right? That the last 20% of development takes 80% of the effort?
The reality is actually worse. Development is like Zeno’s paradox, where effort rises exponentially.
[…]
At any point in a product’s lifecycle, it will be the same (or more) effort to fix a small bug or papercut than to implement a major new feature (or rather, to implement 80% of it, minus the last few bugs and papercuts).
Amazon Android Apple Business Design Facebook Google Google Plus iOS iOS 15 iPhone Microsoft MongoDB Strategy Tax TikTok Twitter Web Windows 10 Working
Juli Clover:
Instagram today rolled out new Following and Favorites feed options, allowing users to sort their feeds to see content posted chronologically from the people they follow or content just from their favorite people.
[…]
It’s worth noting that the standard Home view, which is Instagram’s feed ranked using a proprietary algorithm, is still the default option.
Previously:
Design Instagram iOS iOS 15 iOS App Web
