FCC Repeals Net Neutrality because … WHY?

The FCC has repealed Net Neutrality as pressured by Congress and the President. Just … wtf?

HOWEVER: Note: Congress just passed a tax law nobody really understands. And economists have no idea if the projections are in any way realistic. They literally do NOT know what will happen, just that they lowered corporate taxes and eliminated the health care mandate. I’ll get back to that topic.

To distract all of us, in obvious post-dystopian style, they repealed NetNeutrality. Hence everyone who cares about equality and has a voice is now distracting everyone from the tax bill which reduces equality further. #awesome

From the NYT on the repeal of Net Neutrality by Ajit Pai of the FCC

https://www.nytimes.com/2017/12/14/technology/net-neutrality-repeal-vote.html

Here are …. well at least as many as they can figure out, the congressmen who voted for it and just how much money they were paid to do it.

https://motherboard.vice.com/en_us/article/7xwknx/republican-members-of-congress-fcc-letter

Net Neutrality works like this.

You go to the gym. You pay for a gym membership. The gym is a business and it’s gotta pay the bills. I’m cool with that. When you lift, there is etiquette..  but basically we all share the same machines or weights. Sometimes we have to wait in the same line if the gym is busy. That’s life.

Now…. imagine going to the gym in an alternate universe without Net Neutrality. It works like this:

Or…. if you are poor. Or small. Or different. You can only use the first three machines and you have to wait to do it.

If you are middle class, you get to use the first 6 machines but you also have to wait,just not as long.

BONUS ROUND! – If you are in Government or RICH you get to use all 500 machines at the gym with no wait.

The site https://www.battleforthenet.com/ describes it like this;

Cable companies are famous for high prices and poor service. Several rank as the most hated companies in America. Now, they’re lobbying the FCC and Congress to end net neutrality. Why? It’s simple: if they win the power to slow sites down, they can bully any site into paying millions to escape the “slow lane.” This would amount to a tax on every sector of the American economy. Every site would cost more, since they’d all have to pay big cable. Worse, it would extinguish the startups and independent voices who can’t afford to pay. If we lose net neutrality, the Internet will never be the same.

They literally just broke the Internet. #WTF

I’m speechless. Excuse the pun. But feel free to google a few terms.

And the tech sector should realize it’s own values: if Apple doesn’t think it’s worth a few Billion Dollars of repatriated earnings to defend Net Neutrality and support the EFF, if Zuckerberg doesn’t buy his own congressmen, if Microsoft doesn’t use it’s leverage to defend free speech, then Silicon Valley needs to accept that WE ARE PART OF THE PROBLEM.

Marissa Mayer Testifies Russian Agents Behind 2013 Yahoo Attack

Marissa Mayer

Nov 8, 2017.  From the Reuters article regarding former CEO of Yahoo Marissa Mayer’s testimony before Congress:

WASHINGTON (Reuters) – Former Yahoo Chief Executive Marissa Mayer apologized on Wednesday for two massive data breaches at the internet company, blaming Russian agents for at least one of them, at a hearing on the growing number of cyber attacks on major U.S. companies.

Having spent the majority of the last three years doing almost exclusively InfoSec and Security on the Tendenci SaaS Cloud, not by choice but out of necessity, I do feel a bit of vindication as they confirm the facts. This is DATA people. Not opinion. I see it every day.
Tendenci has always kept logs, but never before have we had to have three (and sometimes four) sets of logs kept in different locations. Log verification, audit, cross references, searching through millions of logs DAILY. Just the expense … it’s frustrating for us in the security community for several reasons:
  1. We can’t talk fully openly about it for confidentiality reasons

  2. We sound kra-kra.

  3. When we do, everyone thinks we are crazy and it’s a conspiracy theory.

It turns out reality is like an idiom, what everyone initially thought was wrong and like so many other things, people get silenced. That shit Cray . Oh, and that reference doesn’t mean what you think it means either. Because Jay-Z is smart as f*ck and he is making a damn point.

All I can say is … what he said. Because THIS shit is Cray.

By World Economic Forum – “An insight, an idea: Marissa Mayer” at Flickr, CC BY-SA 2.0, https://commons.wikimedia.org/w/index.php?curid=24851211

What is “x” competitor’s achilles heel?

tendenci-mobile-responsive-standard
In the course of owning a business you get a lot of phone calls from investors and venture capitalists. It’s a game, but a fair one if played correctly in that whatever your revenue, their criteria is just about twice yours. When we were 1M they were looking for 2M companies. When we were 2M they were looking for 3. When we were over 3 they were looking for 5, etc…. But they knew that when they contacted. So why?

Because knowledge is power. In an industry like membership management software there isn’t much transparency because so many companies are private. So they call. The calls are always polite. It’s important to remember they are frequently just due diligence by the firm as they negotiate to purchase a competitor in your space. Again, there is nothing wrong with this if knowledge is shared both ways.

Business Owner action item: as the business owner it’s up to you to ask the questions as well. Start with the simple stuff like “where do you see the industry going in 5 years?” etc. Trading information can be helpful, for both parties and if you are the smaller fish you better be more nimble anyway

How do most of the calls end? Typically the same and both parties knew it when the call started.

“well let’s stay in touch and touch base in a year.”

If you did your job and asked questions of them as well, then hey, that’s fair. In the VC world the “it’s not you, it’s me” breakup equivalent is “we are looking for someone a bit larger and with higher profits so call back”. But both parties knew that when the call started, it’s just the polite way to end the call. What highly profitable business owner wants to sell? Not many that I know of. It’s an attempt to be polite.

But, sometimes something interesting happens. Specifically I had someone ask me an interesting question recently about a competitor. It was a bit out of the blue which tells me it was on their to do list more than mine. The investor rep asked:

What do you see as company-x’s Achilles Heel besides being on the Microsoft platform?

I have to admit that I wasn’t expecting the question and I prefer to not say bad things about competitors. Usually they are good people trying hard in a competitive environment. We hang out together at NTEN, SXSW and for some of us OSCON. They really are good  people. So I didn’t answer the “Achilles Heel” question fully. This is me correcting the record.

Yes, they have a problem. Why? Because in one of my History classes while getting a BS in POLS from Texas A&M University we studied Carnegie Steel. Given I like history,  let’s look at it through the lens of “what would Andrew Carnegie do?”

In 1870 Carnegie decided that instead of being a “capitalist” with diversified interests he was going to be a steelman exclusively. Using his own capital, he erected his first blast furnace (to make pig iron) that year and the second in 1872. In 1873 he organized a Bessemer-steel rail company, a limited partnership. Depression had set in and would continue until 1879, but Carnegie persisted, using his own funds and getting local bank help. The first steel furnace at Braddock, Pa., began to roll rails in 1874. Carnegie continued building despite the depression—cutting prices, driving out competitors, shaking off faltering partners, plowing back earnings. In 1878 the company was capitalized at $1.25 million, of which Carnegie’s share was 59 percent; from these policies he never deviated. He took in new partners from his own “young men” (by 1900, he had 40); he never went public, capital being obtained from undivided profits (and in periods of stress, from local banks); and he kept on growing, horizontally and vertically, making heavy steel alone. From 1880 onward, Carnegie dominated the steel industry.

Still with me? Because from that dominance he sat at the top of the food chain. And then inexplicably they poked him. Why? WTF?

Carnegie had thought of selling out and retiring in 1889: his annual income was $2 million, and he wanted to cultivate his hobbies and develop the philanthropic program that was taking shape in his mind. But the threats that now came from the West as well as the East were too much for his fighting spirit and his sense of outrage, and he took the war into the enemy camp.

Sooooo… Carnegie then did NOT retire but rather took the fight to them. He took the fight to them with the advantages and business knowledge of his industry that he possessed. Now back to our story…

He (Carnegie) would not join their pools and cartels; moreover, he would invade their territories by making tubes, wire and nails, and hoop and cotton ties and by expanding his sales activities into the West. He ordered a new tube plant built on Lake Erie at Conneaut, which at the same time would be a great transportation center with harbors for boats to run to Chicago and a railroad to connect with Pittsburgh.

The competition surrendered, but at a much higher price than they would have otherwise.

Thus originated the U.S. Steel Corporation in 1901, through the work of J.P. Morgan. The point was to buy Carnegie off at his own price—as he was the only disturbing factor that held back “orderly markets and stable prices.” The Carnegie Company properties were purchased for almost $500 million (out of the total capitalization of the merger of $1.4 billion); Carnegie’s personal share was $225 million, which he insisted upon having in the corporation’s first-mortgage gold bonds. At last Carnegie was free to pursue his outside interests.

Why, how, could the competition have so badly misjudged things? They missed the megatrends/macroeconomics and underestimated their competitor. Realize one dollar of capital in the hands of experience is far more powerful than ten dollars in the hands of bankers.

It’s quite simple really. Carnegie had lowered his costs and built up his capital to the point that the competitor’s moves were an “event” and his response was simply a “choice”. A freaking choice. If that doesn’t make you nervous then I didn’t explain it well.

From the start Carnegie was willing to pay the price to win. Who knows, maybe he was just bored? Regardless the competition was in over their heads with a combined company run by bankers without the institutional knowledge of a steelman.

The bankers accepted their losses. But their misstep meant they paid a significant price for not researching the market, researching the trends, and especially for not understanding the machine Carnegie had built. It wasn’t just the capital, it was years of best practices developed by Frick and Carnegie that allowed him to win. A business is complex. Business practices are maintained by people, not Viseo flowcharts or Powerpoint.

Pick your fights.

Further – the only thing more complex than a business is communities of people like the open source community. You can’t buy them off or learn the social norms in a year or two.

[redacted]

Back to the phone call – in this case, the competitor the investor asked about is one we see occasionally in the sales process. They have some aggressive affiliates but I can’t say I’ve had a bad encounter with their CEO or one of their employees. So yes, I know them. I know how our product is differentiated with greater functionality. (having a better product does help – but they would say the same thing).

SWOT analysis if it got aggressive?

Well I can back into the competitors costs using the usual methods like salary survey sites and looking at their network. There are people who will research these things for a very reasonable price. Add to that the fact that they are proprietary AND require two year contracts just makes it easier. You wouldn’t want to sign your nonprofit up with a proprietary solution if you knew there was a better solution that was also open source, right? (data says 90% want use open source or “roll their own” – NTEN).

Maneuvering around their market positioning would be as strategically challenging as going around the Maginot line. Easy pickings – IF someone wanted a fight.

If this sounds arrogant, it isn’t. It is just me acknowledging how the future would put the very existence of our company in question if we hadn’t changed. I did what any self-aware responsible and knowledgeable CEO would do. We did a pivot. And WordPress and Drupal are great examples to follow.

The bigger question is why other leaders didn’t see open source coming?

Our competitive position – Tendenci has driven our costs down and gone open source in a group of competitors trapped with huge employee expenses, high proprietary licensing costs, shared servers which amplifies security risks, and constant turn over in their work force. Meanwhile hack attacks are sky rocketing and insurance and benefit costs climb.

Add to that programming isn’t something you can throw money at – it just takes time and adding more keyboard-monkeys just slows down the innovators.

To the person who asked the question – my answer is this:

Company X’s achilles heel is they exist at the whim of a better positioned open company with an aggressive strategy. You don’t have to win every prospect, you just have to force the competitor to sell below their cost. And wait.

The rest is details.

Tendenci will continue to rise because it is exactly what nonprofits and government agencies are asking for. Freedom. Respect. Dignity. Openness. Love.

Tools to help the cause first and our company second.

PS – if you are an investor in that company, don’t worry. I have no intention of implementing the above strategy right now as this is a case of “there is no spoon.” What is next is far more interesting to me. There is some amazing stuff on the horizon. I just wanted to come clean on how vulnerable some companies are. And yes, in a SWOT analysis or a prospectus, you should probably cross reference their technology with tech trends. I guess that is a question for the attorneys and IANAL.

On being crazy and Elon Musk almost having a nervous breakdown

You feel like a failure. You know, a failure like Elon Musk. To quote the irresponsible risk taking and brilliant Mr Musk:

“The end of 2008 was really really terrible. I never thought of myself as somebody who could have a nervous breakdown…. I came pretty close honestly in 2008 the day before Christmas…. We just barely made it.”

Q: “So you did have those experiences?”
A: “We had multiple near death experiences. Like death on the nose. Not just in front of you.'”

Q “What’s it like when you go all in and you are about to lose?”
A: “It’s quite a terrible emotion actually.”

http://www.businessinsider.com/elon-musk-on-failure-tesla-bankruptcy-2014-11

So maybe Elon is crazy. He risked his own failure and thousands of people’s jobs. But he isn’t a failure. He rebounded pretty well it turns out. Because he was willing to face death and total failure and keep fighting. To use his words “death on the tip of your nose” and then salvation one hour before Tesla would have gone bankrupt.

One hour. One single hour away from complete devastation.

#dude

(addendum)

“Be strong and courageous.
Do not be afraid; do not be discouraged”
– Joshua 1:9

a spoof which they had been planning – BAZIC

This cracked me up. And I’m not even gong to try to explain how I came across it and i can’t even verify if it is true. From: http://akghona.webs.com/documents/Return_to_the_Little_Kingdom_-_Michael_Moritz.pdf

Wozniak, staggered to learn that the booth cost $5,000, was preoccupied with a more entertaining diversion. Along with Wigginton he was putting the finishing touches to a spoof which they had been planning for several weeks. Wozniak had composed an advert promoting a new computer called the Zaltair: a hybrid play on a new microprocessor, the Z- 80, and the Altair computer.

Imagine the computer surprise of the century here today. Imagine Z-80 performance plus. Imagine BAZIC in ROM, the most complete and powerful language ever developed. Imagine raw video, plenty of it. Imagine auto-scroll text, a full 16 lines of 64 characters. Imagine eye- dazzling color graphics. Imagine a blitz-fast 1200- baud cassette port. Imagine an unparalleled I/O system with full Altair-100 and Zaltair-150 bus compatibility. Imagine an exquisitely designed cabinet that will add to the decor of any living room. Imagine the fun you’ll have. Imagine Zaltair, available now from MITS, the company where microcomputer technology was born.

Wozniak described the computer’s software BAZIC: “Without software a computer is no more than a racing car without wheels, a turntable without records, or a banjo without strings. The best thing of all about BAZIC is the ability to define your ownlanguage. . . a feature we call perZonality. TM.“

With its corporate logo on the spoof and a coupon offering prospective customers trade-in allowances on their Altairs, the MITS management was not amused. It frantically stamped FRAUD and NOT REAL on all the brochures it could find. Finally, despite the $400 he had sunk into the prank, Wozniak began to get nervous, and worried that thousands of computers would be returned to MITS, he and his accomplices dumped cartons of dummy ads down stairwells.

Jobs picked up one of the advertisements and started to examine the details of the surprising new competitor””which Wozniak had plotted in a chart against machines like the Sol, IMSAI, and Apple beneath the line: “The mark of a microcomputer champ is performance.“ Wozniak and Wigginton, who couldn’t smother their giggles, slid out through a side door, leaving Jobs inside gasping, “Oh, my God! This thing sounds great.“ Jobs looked at the detailed rankings given in a performance chart on the back, discovered that the Apple II ranked third behind the Zaltair and the Altair 8800-b, and with an air of intense relief, sighed, “Hey, look! We didn’t come out too bad.“

“You’re asking if he is a Sicilian.“

The Don had not seemed surprised when Hagen returned from California late tuesday evening and told him the results of the negotiations with Woltz. He had made Hagen go over every detail and grimaced with distaste when Hagen told about the beautiful little girl and her mother. Had had murmured “infamita,“ his strongest disapproval. He had asked Hagen one final question, “does this man have real balls?“

Hagen considered exactly when the Don meant by this question. Over the years he had learned that the Don’s values were so different from those of most people that his words also could have a different meaning. Did Woltz have character? Did he have a strong will? He most certainly didn’t, but that was not what the Don was asking. Did the movie producer have the courage not to be bluffed? Did he have the willingness to suffer heavy financial loss delay on his movies would mean, the scandal of his big star exposed as a user of heroin? Again the answer was yes. But again this was not what the Don meant. Finally Hagen translated the question properly in his mind. Did Jack woltz have the balls to risk everything, to run the chance of losing all on a matter of principle, on a matter of honor; for revenge?

Hagen smiled. He did it rarely but now but he could not resist jesting with the Don. “You’re asking if he is a Sicilian.“ The Don nodded his head pleasantly, acknowledging the flattering witticism and its truth. “No,“ Hagen said.

That had been all. The Don had pondered the question until the next day. on Wednesday afternoon he had called Hagen to his home and given him his instructions. The instructions had consumed the rest of Hagen’s working day and left him dazed with admiration. There was no question in his mind that the Don had solved the problem, that Woltz would call him this morning with the news that Johnny Fontane had the starring part in his new war movie.

At that moment the phone did ring but it was Amerigo Bonasera. The undertaker’s voice was trembling with gratitude. He wanted Hagen to convey to the Don his undying friendship. the Don had only to call on him. He, amerigo Bonasera, would lay down his life for the blessed Godfather. Hagen assured him that the Don would be told.

The Daily News had carried a middle-page spread of Jerry Wagner and Kevin Moonan lying in the street. The photos were expertly gruesome, they seemed to be pulps of human beings. Miraculously, said the News, they were both still alive though they would both be in the hospital for months and would require plastic surgery. Hagen made a note to tell Clemenza that something should be done for Paulie Gatto. He seemed to know his job.

Hagen worked quickly and efficiently for the next three hours consolidating earning reports from the Don’s real estate company, his olive oil importing business and his construction firm. None of them were doing well but with the war over they should all become rich producers. He had almost forgotten the Johnny Fontaine problem when his secretary told him California was calling. He felt a little thrill of anticipation as he picked up the phone and said, “Hagen here.“

The voice that came over the phone was unrecognizable with hate and passion. “You fucking bastard,“ Woltz screamed. “I’ll have you all in jail for a hundred years. I’ll spend every penny I have to get you. I’ll get that Johnny Fontane’s balls cut off, do you hear me, you guinea fuck?“

Hagan said kindly, “I’m German-Irish.“ There was a long pause and then a click of the phone being hung up. Hagen smiled. Not once had Woltz uttered a threat against Don Corleone himself. Genius had its rewards.

Jack Woltz always slept alone. He had a bed big enough for ten people and a bedroom large enough for a movie ballroom scene, but he had slept alone since the death of his first wife ten years before. This did not mean he no longer used women. He was physically a vigorous man despite his age, but he could be aroused not by only very young girls and had learned that a few hours in the evening were all the youth his body and his patience could tolerate.

On this Thursday morning, for some reason, he awoke early. The light of dawn made his huge bedroom as misty as a foggy meadowland. Far down at the foot of his bed was a familiar shape and Woltz struggled up on his elbows to get a clearer look. It had the shape of a horse’s head. Still groggy. Woltz reached and flicked on the night table lamp.

The shock of what he saw made him physically ill. It seemed as if a great sledgehammer had struck him on the chest, his heartbeat jumped erratically and he became nauseous. His vomit splattered on the thick bear rug.

Severed from its body, the black silky head of the great horse Khartoum was stuck fast in a thick cake of blood. White, reedy tendons showed. Froth covered the muzzle and those apple-sized eyes that had glinted like gold, were mottled the color of rotting fruit with dead, hemorrhaged blood. Woltz was struck by a purely animal terror and out of the terror he screamed for his servants and out of the terror he called Hagen to make his uncontrolled threats. His maniacal raving alarmed the butler, who called Woltz’s personal physician and his second in command at the studio. But Woltz regained his senses before they arrived.

He had been profoundly shocked. What kind of man could destroy an animal worth six hundred thousand dollars? Without a word of warning. Without any negotiation to have the act, its order, countermanded. The ruthlessness, the sheer disregard for any values, implied a man who considered himself completely his own law, even his own God. And a man who backed up this kind of will with the power and cunning that held his own stable security force of no account. For by this time Woltz had learned that the horse’s body had obviously been heavily drugged before someone leisurely hacked the huge triangular head off with an ax. The men on night duty claimed that they had heard nothing. To Woltz this seemed impossible. The could be made to talk. They had been bought off and they could be made to tell who had done the buying.

Woltz was not a stupid man, he was merely a supremely egotistical one. He had mistaken the power he wielded in his world to be more potent than the power of Don Corleone. He had merely needed some proof that this was not true. He understood this message. That despite all his wealth, despite all his contacts with the President of the United States, despite all his claims of friendship with director of the FBI, an obscure importer of Italian olive oil would have him killed. would actually have him killed! Because he wouldn’t give Johnny Fontane a movie part he wanted. It was incredible. People didn’t have any right to act that way. There couldn’t be any kind of world if people acted that way. It was insane. It meant you couldn’t do what you wanted with your own money, with the companies you owned , the power you had to give orders. It was ten times worse than communism. It had to be smashed. It must never be allowed.

Woltz let the doctor give him a very mild sedation. It helped him calm down again and to think sensibly. What really shocked him was the casualness with which this man Corleone had ordered the destruction of a world-famous horse worth six hundred thousand dollars. Six hundred thousand dollars! And that was just for openers. Woltz shuddered. He thought of this life he had built up. He was rich. He could have the most beautiful women in the world by crooking his finger and promising a contract. He was received by kings and queens. He lived a life as perfect as money and power could make it. It was crazy to risk all this because of a whim. Maybe he could get to Corleone. What was the legal penalty for killing a racehorse? He laughed wildly and his doctor and servants watched him with nervous anxiety. Another thought occurred to him. He would be the laughingstock of California merely because someone had contemptuously defied his power in such arrogant fashion. That decided him. That and the thought that maybe, maybe they wouldn’t kill him. That they had something much more clever and painful in reserve.

Woltz gave the necessary orders. His personal confidential staff swung into action. The servants and the doctor were sworn to secrecy on pain of incurring the studio’s and Woltz’ undying enmity. Word was given to the press that the racehorse Khartoum had died of an illness contracted during his shipment from England. Orders were given to bury the remains in a secret place on the estate.

Six hours later Johnny Fontane received a phone call from the executive producer of the film telling him to report for work the following Monday.

– from “The Godfather“
Mario Puzo