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Interesting. I think this incarnation of the idea is overly idealistic, but if it were more market-oriented and bit more small scale (think neghiborhood instead of town) it could be doable and not a bad way to fight against unsustainable real estate valuations.
To be fair, venues for conferences don't really have obvious economies of scale: not only do larger conferences often cost more per person, but the quality of the venue and the "rowdiness" (for lack of a better word; arguably the "liability" ;P) of the crowd drastically changes things.

For example, if I wanted to a one-day event with a bunch of reasonably happy low-key developers, it is quite easy. Starting on the small end, with something like 5 people, I can do it in my apartment (and people often do this, for small "meetups"), and if we went up to 10 people, everyone could come to my office.

Even if I wanted something just a touch larger, the venue costs are still going to stay near zero: if I wanted 20 people, I could borrow someone's conference room, and if I needed to go up to 50 people I know someone nearby who would probably loan me their auditorium/theater setup.

With 1-300 people (most conferences), there are lots of choices, from hotels to "community centers": often these are really cheap ways of getting a bunch of people to be able to congregate. If you have a tech conference, you might even be able to get really good rates on something like the eBay "Town Hall".

However, DEF CON is simply /not like this/. DEF CON is a four-day conference set at a fancy hotel in Vegas. This year, the estimated attendance was 10,000 people; and these are not just your "quiet developer type": these people (while largely not gambling, which is important), are drinking constantly and hacking stuff.

Yes: /hacking stuff/; like the elevators, which were half offline for a day because someone was trying to mess with them (I'm certain their other guests were not happy about this); or the lighting/sound system, which someone managed to find out had a default password, so someone central control and would cut the speaker's mic at just the right moments to drive them most crazy.

I kid you not: the point-of-sale terminals at the hotel were offline for a while one day because someone took them offline; there were rumors at the conference that someone had setup a "rogue 3G cell" (to sniff unencrypted connections; apparently people used to do similar things often at previous events), and everyone who attends the conference simply "knows" that you bring enough cash to never have to use the ATMs at the hotel: they are probably skimming cards.

And yet, this event is still managed to be run for only $150/person. Insane, huh? ;P Frankly, I have a ton of respect for how DEF CON is able to scale with this kind of insanity, and not run anything but a horrible loss (and for all I know, they do).
Sorry, hadn't seen your comment. Gtypist did a lot for my muscle memory, yet I barely scraped the surface. It's probably time I went through the remaining tutorials.
Michael Dell should make a public statement about how they should shut it down and return the money to share holders as a good luck charm. I fear in this case it'd be the right thing.
Why would ones ability to "spin stories and slag off others" be exclusive to their programming ability? I almost want to argue that they're demonstrating some form of communication skills, which may translate to more readable/maintainable code? ... Maybe that's a stretch.
If you're curious around the financials of running a conference (albeit a security conference), I highly recommend the following video from Shmoocon 2011‡

They go over all the associated costs of putting on the conference as well as revenue.

‡ http://www.ustream.tv/recorded/12351458
In my experience, rewriting code almost always ends up a net positive.

I think the negative influence is usually more in line of those who resist change such that so much cruft accumulates, that it truly becomes too dangerous to change anything.
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I totally agree xyahoo. As soon as a high tech company pushes all it's techies off into the mushroom patch and forges ahead with marketers and promoters and B.S.ers leading the way it's all over. And I'm a big Yahoo fan. Followed it from the start and had one of the first @yahoo email addresses.
AOL's accumulated profit over its entire existence (pre-merger, merged, and post-merger) is negative $1.1 billion, counting realized and unrealized losses. They haven't made money at all yet.
If the CEO can do double duty as the PM, then the startup does not need a PM. But I've seen startups where the CEO is constitutionally not a product person and the team was in dire need of a good PM to whip things into shape.
Definitely true; the same goes for nearly every idea in history. Indeed, it has been said that democracy is the worst form of government except all those other forms that have been tried from time to time.
1807 briney spears

Probably just searching for a damn pickle.
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Yahoo's has struck great vibe with their developer events, the Hackdays especially. And a handful of their APIs and developer related tools are too good even today. Yahoo Pipes was way ahead of it's time when it was released. YQL is one of the coolest APIs I've used. And a few others. Start offering freemium APIs. Go all out with rapid prototypes that doesn't try to do what's already there (like what they did with Yahoo Mash).

Right now their homepage seems like they just want to try and make a penny of anything from Auto to social apps to finance. Shutdown or spin off a lot of unrelated features & services that clutter their vision.
Agreed. I haven't learnt ruby properly just read some code trying to fix a bug, but am no fan of ruby syntax. Neither am I of shell, but then shell is ubiquitous.And don't even get me started on perl :-). Ofcourse, my favourite language(syntax-wise) is python so far.
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So would I (although I'd prefer to do HP; I wouldn't do USPS, though). It's at least as big a challenge as building a startup.

Of course, with Yahoo, I'd probably be selling a lot of stuff and streamlining, and possibly sell the entire thing. Still, realizing shareholder value.

Being a turnaround PE guy would be awesome.
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That would be a fun feature for passing colleagues to make use of.
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Their search is outsourced now to Bing, as far as I know anyway, so they can't really build around outsourced search.
One possibility: spread things out to the point where there are too many groups to influence and personal relations between engineers overpower what remains. Instead of calling in the ACM for an audio compression patent case, ask the Audio Engineering Society and they'll send you six guys that have known each other for twenty years and have shared beers with every other person involved in the case.
There will be massive problems with planning laws. Sad, but I can't think that there will not be.

I'd love to live in a town like this, where I can built a 1-2 person house of significantly smaller square footage for $30,000ish but I think without the power of an established player, or getting everyone who pledges money to pay up front and form a corporation before spending millions on lawyers this will go nowhere.
I'm booked; the meal is honestly worth $30-40 on its own. $20 to charity, $5 to support the awesome grubwithus product, and then probably $20-40+ value for a random dinner with a VC. (for the right VC, I'd be willing to pay for flights/hotel/a day of my time, so $20-40 is pretty low. If you didn't have another way to get in front of a VC, or wanted to ask a random VC questions independent of your fundraising, I could see it being worth $100+).

Also, he worked for Hughes, invested in Bubbli, worked in Luxembourg and Japan, and went to MIT; all good things to talk about.

Learning about the thinking behind eBay's purchase of Skype minus Skype's IP would be more than worth $100, but I doubt that would get answered :)
I think the messages that are not in the suggested "do action" form are somewhat more ambiguous:

whitelist of un-GC'd syms - Did you implement a whitelist feature, write whitelist data, update whitelist data, work on whitelisting in general?

oops, hadn't fully finished a!b ssyntax - Did you finish the syntax, or did you work around it for now?

failing test for apply - Did you add the test, make the test pass?

As a non-native speaker I have to wonder if this is really about past tense vs. present tense though. How should I grammatically interpret the suggested "Fix bug" as opposed to the alternative "Fixed bug"?

Past: [I] fixed bug. [This] fixed bug.

Present: [I] fix bug. [This] fix bug. Fix bug!

Infinitive: [To] fix bug. [I want to] fix bug. [This serves to] fix bug.

The suggestion may actually be towards the last option that doesn't have a tense. It's like an item in a todo list. That would make the most sense?
There's a scene I really like in The Wire in which one of the major drug kingpins realizes that his product (heroin in this case) was inferior and expensive compared to the other stuff on the market, so he asks his community college professor what to do.

Rebrand it.

If they want to survive they need to hire a bunch of really, really great designers and consolidate their properties so that it looks nice, because their homepage looks like a screencap from 10 years ago. Allow people to assemble their home pages like iGoogle. Better integrate Delicious and Flickr into their other properties. Partner with Facebook to add a social component. Decide what they stand for it and make it contrast with Google. Maybe privacy. Then make that the drumbeat of everything they do.
If it's community interaction you seek it's hard to beat GitHub drink ups on this one. Drink beers with founders anywhere they go in the world.
Indeed, and he makes Mason's comparatively small sales look better in comparison. I don't begrudge a founder taking some profits early: for a job well done so far, and to offset the natural conservative loss-aversion that might otherwise dominate their decisionmaking, to the detriment of all investors.

But with Lefkofsky, it appears the more experienced and sophisticated investor who also needed the money least took the most money off the table. Hard to see that as anything other than serious insider doubt about the company's prospects.
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Paying someone to reply to people on twitter cost 20000 + benefits per person. Not to mention conference tickets, transportation to conferences. Maybe some facebook ads?
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"Back in top place" of what?

Seriously, answering that question should probably be their number 1 priority. Right now they can't say that "What Yahoo! does is X," much less "Yahoo! is #1 at X," for any X. They need a direction. Answering that question won't solve all of their problems, not by a hell of a long shot, but anything that is effective at solving their problems will necessitate answering that question.

They've decided they're not a search engine. They still sort of seem to think they're a portal; I don't see a lot of people really caring about portals anymore, but maybe if they push hard they could bring that concept back. If they really wanted to be bold, they could try to crack the perennially difficult nut of monetizing quality content on the internet. If they could manage that, they could become the go-to content publisher on the web.

From what I understand of their corporate culture, they probably need a leader that can make changes there as well. They don't need to become Google or a "start-up culture," but they need more focus on product quality instead of the treadmill.
It's not really a clever hack, just an undocumented IOKit device.

`ioreg | grep Motion`
Klavaro Touch Typing Tutor is pretty good - Linux and OSX.

http://klavaro.sourceforge.net/en/
I have always seen tons of monetization potential in Lanyrd. Conferences are a time of significant travel, planning, wining and dining, and other things that companies spend money on. And, Lanyrd stretches across a ton of industries. Just like companies will pay big bucks to sponsor an event, sponsoring the Lanyrd destination for that same event, if thousands of attendees will see it, is highly targeted and of similar value. As someone with a lengthy background in the advertising and lead gen space, Lanyrd seems like a gold mine to me in those areas alone, to say nothing of speaker reputation management, event planning assistance, group discounts for specific industries surround events, and more.
inDinero has what, five employees?

As teams grow and the scope of what they do grows, the need for specialization also grows.

Let's assume a wonderful team of world-class engineers who all happen to have the same skills as a world-class product manager, and who all like product management work. (If you like, they can all also be world-class designers.)

In my experience, pure product management work grows pretty linearly with the number of developers. (Providing they're organized, more developers means more projects or increased velocity on existing projects. Either means more product work.)

In this situation, each developer could spend X% of his time on product management work. (Let's say X% = 10%, since in my experience one product manager can keep ten developers busy.)

Great, you might think. Since every one of these developers can do and likes to do product management work, they'll each devote 10% of their time to it, and everything will work out fine.

There's only one problem with that - great products aren't built in small isolated portions. In order to be an effective product manager, you've got to know the whole product - so everyone doing any sort of product work has to coordinate with each other. As the team grows, so does the coordination overhead.

Even assuming a perfect central repository of knowledge (an uber-wiki?), so each developer only has to do a knowledge dump once, just consuming and synthesizing all the information created by all other people takes an increasing amount of time. And then there's the need to reach consensus when people's syntheses disagree, as they invariably do.

In these situations, as the team grows and/or the product gets more complex, someone inevitably ends up spending an increasing amount of their time on product, while others stop spending any. Someone becomes the guy who makes product decisions, while others defer to that guy.

Perhaps, when the dev team is ten people or so, that product-focused person's still spending a bit of time coding, and still calls himself a developer. But as the team grows, it's inevitable - you will either hire external dedicated product managers or you will grow them yourself from the inside.
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Launchpad may be useful (though between Stacks and Quicksilver, I don't need it), but there are other areas where Apple made changes that they shouldn't have, even by their own standards. For example, the new full-screen mode nice on a small screen, but is detrimental to anyone who has multiple monitors, and Apple didn't even ensure that the transition animates smoothly with their own apps. Mission Control is at least an understandable attempt to integrate Spaces and Expose, but the new layout mode for Expose that lets windows overlap by more than 80% is a pretty big sacrifice that doesn't seem entirely necessary. They also removed several features that were mostly harmless or completely harmless to noobs, but useful for power users (eg. the mode-switch button on Finder windows, or the ability to browse a PDF in two-page mode with continuous scrolling on.) Simplification is good, but there's no reason to remove features that don't get in the way or make things cluttered.

I don't mind Apple experimenting and iterating with their UI, but it feels like with 10.7 they took things too far and were too single-minded about it. On the other hand, I've only been using OS X since 10.3, so I missed out on all the early roughness, and almost all of their changes from 10.4-10.6 turned out to be for the better.
A new 10,000 person town in the North Bay? Great. Except for the county plans for real estate in the counties (20 years each), the zoning laws, the inconvenient lack of open subdivided land, the $120,000 per structure planning/permitting/inspection overhead for new construction, etc, etc.

This isn't even close to realistic.
See my other comment here. I've got years of advertising and lead gen experience, and marketing to wide variety of decision making professionals during peak times of travel is a huge opportunity with a lot of options to increase ad pricing. There are other ancillary opportunities in event planning, speaker reputation management and more.
That's worth thinking about, thanks for the feedback!
My only disappointment is that they didn't report on Shell of Disapproval instead, which is a program that I actually use daily.

http://i.imgur.com/qjPSR.png

https://github.com/NateStedman/shell-of-disapproval
I hope he was, but I'm not certain he was. In any case, I can assure everyone out there who doesn't vacation in the Hamptons that a jump from $99 to $499 is an absolutely huge difference, both practically and psychologically.

I'm not sure how he couldn't have predicted this outcome.
I think one key factor in the average quality of workers found in North America and elsewhere is the social aspect of career choice. In North America there's a pretty strong culture of pursuing jobs that people are interested in and enjoy. From what I've heard about India I think that there are very different social pressures that encourage people to choose careers for other reasons. Maybe this is not so, it's pure speculation on my part.

However if we assume that a similar percentage of people will be interested in computers no matter where they reside then there should be more than enough quality Indian and Chinese devs lurking somewhere. Perhaps they are more easily lost in the bigger sea of devs, but similarly they should also shine and stand out that much more as well. Could it be that those hunting for the lowest price keep stumbling on the less qualified devs and then perpetuate the myth that devs in India or China are all lousy?

(edit: I'm unsure if there actually is a higher average quality of developer in North America, it may just be a perceived difference. Raise your hand if you live in North America and have met at least one "developer" who you cannot believe is actually employed as one.)
I don't know. I signed up to see if I could get access to the KDK when it was first announced (late January '10, I think). Never heard back from Amazon. As a counterpoint, a friend of mine signed up when it was announced as well, and was given access a few months later.

By now, I've not only completely lost interest, but, no longer have a Kindle (gave mine to a family member who uses it more often than I ever did).
The A in X.Y.Z-A is mostly used for indicating how many patches has been applied to the original source code.
"You are the product."
I'd vote for that.
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People google things, nobody yahoos things. Yahoo is not cool. yahoo.com is a joke, it's a page full of garbage.

Rebranding might help, but it's very very expensive, and it will only postpone the inevitable.

Yahoo needs to invent something new.
I would focus on two things: #1 innovation and #2 revenue.

With innovation, as CEO I would lead a entire division focused on innovation and discovering the next billion dollar revenue source. Lots of prototyping, refining, and searching for the next big thing.

With #2 revenue, I would focus on what currently is giving Yahoo the most revenue and seek ways to grow that. This would provide moderate growth but most importantly fund the innovation that will be the future of the company. Anybody ready to vote me in?
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Yahoo lost. It's the new AOL. It has a few nice products, but only a miracle acquisition will save it.
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