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June 7, 2017

Source: Uber harassment findings result in 20+ fired after 215 claims investigated; a separate Eric Holder-led probe has sent recommendations to board

Uber has hired well-regarded management academic Frances Frei as its first SVP of leadership and strategy, in a high-profile bid to make a series of changes inside the troubled car-hailing company to turn around what many consider a broken organization.

Frei will commute to San Francisco from Cambridge, Mass. — where she has worked at Harvard Business School and lives with her wife and children. Her charge is broad, with everything from training managers and top executives, to helping human resources head Liane Hornsey with recruiting and creating a zero-tolerance policy on sexual harassment, to turning CEO Travis Kalanick into the kind of executive that befits a company that is worth close to $70 billion and on a path to IPO.

Frei, who is the author of “Uncommon Service: How to Win by Putting Customers at the Core of Your Business,” has been consulting with Uber for several months already, and said she was enticed to come on full-time because of the major challenges the company faces.

“[Uber] feels for me, given all the bad circumstances, as sanded, and that it is ready to have some education painted on it,” she said in an interview this morning, in what is an arguably unusual metaphor. “My goal is to make this a world-class company that can be proud of itself in the end, rather than embarrassed.”

That embarrassment, in fact, is to come this week, when parts of a report that was delivered last week to only the subcommittee of the board — Arianna Huffington, Bill Gurley and David Bonderman — is likely to become public, at least to employees.

The key figures here are former Attorney General Eric Holder and Tammy Albarran, partners at Uber’s law firm, Covington & Burling, who have been conducting a wide-ranging investigation into the company’s internal culture. According to many sources, Albarran has done much of the heavy lifting in the interviews that have taken place.

Sources also add that the Perkins Coie law firm has been helping with some parts of the investigation, including individual questionable incidents that have resulted in many firings already.

In any case, a redacted version of some sort — likely the recommendations and not the actual findings — is expected to be delivered to employees by Kalanick at some point. There is an all-hands scheduled for tomorrow, but sources said that since so many key figures still have not seen the report, full revelations could take longer to be unveiled.

This timing has also been subject to debate by board members, especially since Kalanick’s mother was killed recently in a boating accident and his father remains in critical condition at a Fresno hospital from the same incident.

Kalanick has been at his father’s bedside most of the time, which is why some thought that there should be a delay in airing the report out to allow him some time to cope with the tragedy. Others think the best action is to keep pressing on, so that the issues raised by the report could be dealt with as soon as possible.

Earlier, the company’s leaders had said that it will release part of the report publicly. Uber confirmed that it intends to make the recommendations public, but could not comment on whether any of the findings will be released.

That’s why there is also a definite external and public relations element to the Frei hiring. Her tenure at HBS has been marked by her role in the famous and somewhat controversial effort to turn around that organization and give it what the New York Times dubbed a “gender makeover, changing its curriculum, rules and social rituals to foster female success.”

Frei herself got some pushback there for her use of the word “unapologetic” about those changes. “The interventions had prompted some students to revolt, wearing ‘Unapologetic’ T-shirts to lacerate Ms. Frei for what they called intrusive social engineering,” wrote Times reporter Jodi Kantor.

Well, Frances, welcome to your biggest challenge ever. That would be Uber of San Francisco, which has been mired in a burgeoning set of controversies around a range of issues that erupted after allegations made in an explosive blog post by former engineer Susan Fowler about sexism and sexual harassment.

Which is to say that a deeply inexperienced, siloed and yes-men management and a culture crack-addicted to breaking the rules, even the good ones, has led to a variety of indiscretions and outright bad behavior that have gone unchecked for far too long. And it’s not just sexism and sexual harassment that rears its always ugly head, but also a sense that too many of those above are just as flawed as those below. Which leaves the feeling that there is no one in charge who can stop it.

If you read Fowler’s piece carefully, it was much more about core management fuck-up-ery at the company, which seems to have been run in a “Game of Thrones” style, than about anything else. While the charges of pervasive sexism and too much sexual harassment are certainly serious, what ails Uber is a corporate structure that needs drastic overhaul.

It’s fair to point out that lots of Silicon Valley companies have had and continue to have these very same issues — from Google to Facebook to Microsoft to Apple. But none has those faults in the kind of unctuous quintessence you find at Uber.

That’s what I discussed with Frei this morning in a long interview about what her role will be, including the optics of bringing in a woman to clean up the mess made largely by its men. I found Frei to be as earnest and indefatigable as her reputation, and quite willing to make trouble, wearing an Uber-branded shirt despite all the negative comments she now gets when people see it.

“I don’t want to be insulated,” she explained, adding that it gives her ample opportunity to hear what people think about Uber. “I can ask everyone for feedback and, especially from drivers, get novel ideas that I pass on to the right team.”

Frei started consulting at Uber from her perch as senior associate dean of executive eduction at HBS, where she worked on expanding the famous business school’s programs in Cambridge and internationally. There she also worked on the process of fixing HBS’s gender-equity problem, and also on things like putting practices in place to put more women on boards.

Her work at Uber increased as she spent more time with Kalanick, she said, especially since it gave her the chance to create a better leadership team.

Frei is not shy in noting that the current one has not been up to snuff. “What has been lacking for him is a team he can rely on,” she said, noting that was Kalanick’s fault, too. “I think that it never made it to the top of the priority list.”

Among things that more experienced execs put in place and Uber top management did not, Frei ticked off: No professional offsites (Note to Frances: Famously wild parties in Miami and Las Vegas do not count), no clear weekly agendas and no clear accountability to each other. Also an issue, a top leadership with far too many vacancies, including CFO, COO, CMO, general counsel and, oh yeah, head of engineering.

And even more issues: Inexperienced and untrained managers throughout the organization, with either too few employees or too many. Uber now has about 3,000 managers for its 14,000 employees, which is a lot, since the ratio is usually one to eight.

Frei said she would focus a lot on coaching and getting people trained. “I want to show people the pebbles in front of them that they might see as boulders and help sweep them away,” she said. “The people who have left have largely attributed it to bad interaction with managers, and that has been unfair to put those managers in place without any training or skills and no development.”

In her strategy job, one challenge is to get execs and employees to row in the same direction. “It should be a good direction, and we have to overcome the ethos of being seen as pioneering,” she said, noting that can degenerate into doing the same thing over and over. “At 14,000 people, there is a question of how much re-pioneering is needed over getting strong systems in place.”

She said that so far in her talks with employees, about “95 percent” of them welcome the fixes, even if a recalcitrant and powerful group of people like things the way they are.

Also on Frei’s plate is diversifying management, which Uber has come to later than other companies. “The path I always see is that companies start out homogeneous and then try to have a diverse group,” she said. “But then they don’t manage it, and it performs worse, unless you also teach the skills of inclusivity.”

The same is true, she said, of Uber’s board, and she is pushing to add more independent members that do not have an employment or financial conflict. “The accountability has to expand to the board,” said Frei.

While she demurs on whether she worried that coming to Uber might hurt her reputation, she insisted that “really awesome people want to come here.” Then she added her reason why: “Honestly, it could go either way … but you could be part of the inflection point of it going even higher.”

Her biggest job for sure is Kalanick, a CEO who has a pugnacious reputation and also an emotional quotient that clearly needs an upgrade. While his type is not uncommon for Silicon Valley, most leaders in his league have evolved — from Facebook’s Mark Zuckerberg to Snap’s Evan Spiegel to Microsoft’s Bill Gates.

“I have spent a lot of time with him, and he has said he wants help and is willing to take it from a leadership team,” said Frei. “We will not win with a silo-maker CEO, and he very readily said, ‘I don’t have all the answers and I need help.’”

While Frei acknowledged that such talk is cheap, she noted that Kalanick has “enormous strengths, and where there are weaknesses, we have to make it up for him … because his problems and problems with the company are identical.”

She noted that getting the notoriously singular Kalanick to rely on others is a challenge (and to stop him, in my humble opinion, from relying on his bro-pals).

“I think the key is a really strong leadership team; that he uses them and then he can do what he chooses to do,” said Frei. “But I have yet to meet a person who wants to evolve at a faster rate.”

Frei said that the standing issues around sexism and sexual harassment are Uber’s most glaring problem, caused in part by an absence of constraints. “What I stand for is super clear,” she said. “On my watch, if there is something like that is going on, there will be swift and strong action.”

Step one, she said, was to “make it discussable and have processes,” which Uber had inexplicably not done. “Sexual harassment creeps in and it never creeps out,” she said. “It is an organizational manifestation we have, and we just can’t have, even if there is just one … the best organizations are ones built for women to thrive.”

So why should anyone believe her or anyone declaring change is afoot at Uber, when its history tells a different story?

“We need to take repeated action, and I don’t think words can fix that other than continued observation of good behavior,” said Frei. “It is going to take a while for everyone to believe — some believe on faith, some on evidence.”

Her goal for the company, Frei said, is the same as she has for Kalanick: “He and Uber can wobble, but not fall down.”

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March 22, 2016

Apple ‘privacy czars’ grapple with internal conflicts over user data

As Apple Inc(AAPL.O) feuds with the U.S. government over iPhone privacy protections, the tech giant is also grappling with internal conflicts over privacy that could pose challenges to its long-term product strategy.

Unlike Google(GOOGL.O), Amazon(AMZN.O) and Facebook(FB.O), Apple is loathe to use customer data to deliver targeted advertising or personalized recommendations. Indeed, any collection of Apple customer data requires sign-off from a committee of three “privacy czars” and a top executive, according to four former employees who worked on a variety of products that went through privacy vetting.

Approval is anything but automatic: products including the Siri voice-command feature and the recently scaled-back iAd advertising network were restricted over privacy concerns, these people said.

Many employees take pride in Apple’s stance, and CEO Tim Cook has called it a matter of principle.

“Customers expect Apple and other technology companies to do everything in our power to protect their personal information,” Cook wrote in a letter explaining the company’s opposition to a government demand that it help unlock the iPhone of one of the shooters in the December attacks in San Bernardino, California.

Such policies also have a business rationale: Apple’s apparent willingness to sacrifice some profit for the sake of privacy bolsters its image as a company that protects customers.

It’s an easier stand for Apple to take than, say, Facebook or Amazon – Apple’s chief business to date has been selling devices rather than advertising or e-commerce.

But now, amid stagnant iPhone sales, Apple executives have flagged services such as iCloud and Apple Music as prime sources for growth – which could test the company’s commitment to limiting the use of personal data.

Apple declined to comment for this story.

THE CZARS

Inside Apple, the trio of experts known among employees as the privacy czars are both admired and feared.

Jane Horvath, a lawyer who previously served as global privacy counsel at Google, is the group’s legal and policy wonk, often channeling the views of Apple’s board and citing regulatory requirements, said former employees who have worked with her.

She was hired to formalize privacy practices after the 2011 “locationgate” scandal, in which iPhones were found to be gathering information about users’ whereabouts.

Horvath works alongside Guy “Bud” Tribble, a member of the original Macintosh team who is venerated by employees as one of the few who “had been to the mountain with Moses,” as one former employee put it, referring to Tribble’s ties to the late Steve Jobs.

Tribble has broad responsibilities as vice president of software technology, but he devotes substantial time to privacy, often working with closely with engineers. The meetings can be tense, but Tribble’s skill and easy personality make him a popular figure, people who have worked with him said.

The third czar, a rising star named Erik Neuenschwander, scrutinizes engineers’ work to ensure they are following through on the agreements – even reviewing lines of code.

Following a popular philosophy in Silicon Valley known as “privacy by design,” product managers start collaborating early with the privacy engineering and legal teams, former Apple employees said. For complicated matters, the privacy taskforce steers the issue to a senior vice president, and particularly sensitive questions may rise to Cook.

Key principles include keeping customer data on their devices – rather than in the cloud, on Apple servers – and isolating various types of data so they cannot be united to form profiles of customers.

Such privacy guidelines can cut against engineers’ instincts to “collect all the data, because sometime down the road it may be useful,” said Albert Gidari, director of privacy at Stanford University’s Center for Internet and Society.

Debates over new uses of data at Apple typically take at least a month and have dragged on for more than a year, former employees said.

Most tech companies now have privacy review processes; Facebook, Google, Twitter and Snapchat entered into consent orders with the Federal Trade Commission that require them.

At Facebook and Google, the privacy teams also insert themselves early and often in product development, spokesmen for the companies said. A spokesperson for Amazon declined comment.

The consensus among privacy experts is that privacy enforcement is more stringent at Apple because of the company’s business model.

“Some of the data-intensive companies have very rich privacy practices,” said Deirdre Mulligan, an associate professor at UC Berkeley who studies privacy. But “there’s a lot more negotiating and disagreement than you might find in a company that is not trying to make their money off data.”

ADVERTISING WOES

The biggest casualty of Apple’s privacy stance may be iAd, a service launched in 2010 that aimed to deliver ads inside iPhone apps, with revenue to be split between Apple and app developers.

Although Apple was a late entrant, it had a tantalizing asset: iTunes, one of the industry’s richest troves of consumer data.

That database, however, was off limits. Whenever employees wanted to use iTunes data to sharpen targeting, they had to appeal to the privacy team, according to two former Apple employees who worked on iAd.

The iAd team fought hard to give advertisers greater visibility into who saw their ads, those employees said. Their hope was to create anonymous identifiers so advertisers could discern which users had seen their ads.

But despite about a dozen similar pitches, the most executives would allow was a count of how many users had seen an advertisement, according to the former employees.

“It was so watered down, it wasn’t even useful,” one of the former employees said.

As a result, iAd struggled to entice advertisers, who will pay a premium for detailed data on their customers. In January, Apple announced it would discontinue the iAd app network.

“We always heard from the iAd team that they would love to get more data to help them optimize campaigns for marketers, and that was sometimes difficult,” said Peter Hamilton, CEO of TUNE, a popular mobile marketing platform, which worked with marketers on iAd campaigns.

CULTURE CLASH

In other cases, Apple’s privacy stance forced tough workarounds.

Siri, a company Apple acquired in 2010, was the foundation for the voice-controlled digital assistant built into the iPhone the following year. But during the integration, privacy leaders insisted that voice data on what users say to Siri should be stored separately from personally identifiable information, according to a former Apple employee who attended some of the meetings.

“That was a major back-end surgery,” the former employee said.

During an update of the Spotlight search feature for the 2014 edition of Mac software, the privacy and engineering teams had to work closely to come up with a way to keep users’ search logs on Apple servers that would give engineers the data they wanted without raising privacy concerns.

“The obvious reaction I’d have as a data person is, ‘This is insane,'” said a former employee who worked on the project.

But the experience also underscored the extent of the company’s commitment to protect consumer data, the former employee said.

Apple must strike the right balance as it intensifies its push into services, said Bob O’Donnell, an analyst with TECHnalysis Research. In January, Apple’s earnings report showed $5.5 billion in services revenue for the most recent quarter, up 15 percent from the previous year.

“The value of a service is the ability to personalize it,” O’Donnell said. “The only way you can personalize it is with knowledge about an individual’s preferences.”led display, led curtain, led mesh for stage outdoor led screen advertising led display indoor led displays transparent led screen led mesh
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September 22, 2015

GSM alarm system with RFID & APP control and Touch keypad

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December 31, 2014

Microsoft is building a new browser as part of its Windows 10 push

There’s been talk for a while that Microsoft was going to make some big changes to Internet Explorer in the Windows 10 time frame, making IE “Spartan” look and feel more like Chrome and Firefox.

 

win10whatsnext.jpg

It turns out that what’s actually happening is Microsoft is building a new browser, codenamed Spartan, which is not IE 12 — at least according to a couple of sources of mine.

 

Thomas Nigro, a Microsoft Student Partner lead and developer of the modern version of VLC, mentioned on Twitter earlier this month thathe heard Microsoft was building a brand-new browser. Nigro said he heard talk of this during a December episode of the LiveTile podcast.

Spartan is still going to use Microsoft’s Chakra JavaScript engine and Microsoft’s Trident rendering engine (not WebKit), sources say. As Neowin’s Brad Sams reported back in September, the coming browser will look and feel more like Chrome and Firefox and will support extensions. Sams also reported on December 29 that Microsoft has two different versions of Trident in the works, which also seemingly supports the claim that the company has two different Trident-based browsers.

However, if my sources are right, Spartan is not IE 12. Instead, Spartan is a new, light-weight browser Microsoft is building.

Windows 10 (at least the desktop version) will ship with both Spartan and IE 11, my sources say. IE 11 will be there for backward-compatibility’s sake. Spartan will be available for both desktop and mobile (phone/tablet) versions of Windows 10, sources say.

Spartan is just a codename at this point. My sources don’t know what Microsoft plans to call this new browser when it debuts. The IE team hinted during a Reddit Ask Me Anything earlier this year that the team had contemplated changing the name of IE to try to get users to realize the much more standards-compliant IE of today is very different from older, proprietary versions of IE.

Microsoft may show off Spartan on January 21 when the company reveals its next set of Windows 10 features. But my sources also aren’t sure if Spartan will be functional enough for inclusion in the Windows 10 January Technical Preview and mobile preview builds that are expected to be available to testers in early 2015. It may not show up in the test builds until some point later, they say.

Will Microsoft end up porting the Spartan browser to Android, iOS and/or any other non-Windows operating systems? I’m not sure. The IE team said a few months back that Microsoft had no plans to port IE to any non-Windows operating systems. But Spartan isn’t IE. And these days, Microsoft is porting much of its software and services to non-Windows variants. So I’d say there’s a chance that this could happen somewhere down the line ….

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November 26, 2014

How to Change Fluorescent Exit Lights to LED Lighting

How to Change Fluorescent Exit Lights to LED Lighting

For safety reasons, exit lights must remain illuminated 24/7. For this reason an efficient miniature fluorescent bulb has been the bulb of choice for many exit sign applications. With the advent of new LED, or light-emitting diode, technology, however, bulbs can last up to 25 years without having to be changed, and they only use a little more than 1 watt of electricity in the process. Retrofitting any exit light with an LED bulb will reduce lighting costs over time

Instructions
1
Remove the cover of your exit light and determine which fixture is in place. An incandescent fixture will have a screw-in base, and a fluorescent fixture will have a PL bayonet-type base.

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Screw in an LED exit light bulb into an incandescent fixture by turning it in a clockwise rotation. Depending on the size of the base, many LED exit lights come with adapters that can be screwed onto the bulb first, and then easily screwed into the base.

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Push in a PL base bayonet LED bulb into a fluorescent fixture. Grasp the bulb firmly and press directly into the fluorescent base until there is an audible “click.” The click will let you know the bulb is seated correctly and is properly in place.

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October 8, 2014

How to Remove the LED Circuit in the Flashlight

 

LED flashlights provide a brighter and more powerful beam than their incandescent bulb-using cousins. Unlike a bulb, the LED does not screw into the flashlight but is attached to circuitry that provides it with power as well as controlling its intensity. Removing the LED from the circuit board it is attached to will let you use the LED for other projectors. The removal requires a careful touch and the ability to use a soldering iron in a cramped space. Do not remove a LED from a flashlight if you have no experience with soldering.

Instructions 1 Put some newspaper down on a table. Remove the battery cap from the flashlight. Remove the batteries from the battery compartment.

2 Unscrew the reflector from off of the front of the flashlight if possible; otherwise hold the flashlight in one hand while gripping its front and twisting the two casings apart using the pliers in the other hand.

 

3.Place the reflector or the front section of the flashlight aside. Place the body of the flashlight with the circuitry inside of it on the newspaper.

4 Hold down the body of the flashlight with the left hand (reverse this for “lefties”). Grab the circuit board that is inside the body of the flashlight with the needle nosed pliers in the other hand. Gently pull the circuit board out of the body of the flashlight. Put the circuit board down on the newspaper.

5 Heat up the soldering iron. Apply the tip of the soldering iron to the sides of the metal bucket that surrounds the LED. Grab the metal bucket with the needle nosed pliers and pull it up off the circuit board. Put the metal bucket down on the newspaper.

6 Heat the bottom of the metal bucket with the soldering iron. Gently grab the LED with the tweezers and pull it up and out of the metal bucket. Put the LED down on the newspaper. Straighten out the two conductive pins coming from the LED using the tweezers.

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August 22, 2014

How to Install LED Strip Lights on a C230

How to Install LED Strip Lights on a C230

The Mercedes Benz C230 is a midsized luxury car. Newer generations of the Mercedes C-Class cars come equipped with a strip of LED lights on the front bumper which function as daytime running lights and give the exterior a unique look. Installing LED strip lights on your older generation C230 Mercedes is an easy procedure that will require a strip of LED lights and about an hour of your time to wire them into your headlight system.
Instructions
1
Park your C230 on a level surface and open its hood.

2
Adhere the LED light strips on your front bumper using the double-sided tape.
3.Locate the wires which run to your headlights and strip off some of the wiring insulation on the headlight wires.

4
Run the wires from the LED light strips to the headlight wires. Tightly wrap the LED strip wires around the headlight wire which you’ve exposed when you stripped its insulation.

5
Insulate the wiring connection between the LED strip lights and the headlight wires using the electrical tape.

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AzBox HD Elite

How Does an LED Emit Light?

How Does an LED Emit Light?

Light-emitting diodes, or LEDs, are used where a low-energy, long-lasting light is required. A LED will emit light that is not an adequate source of light for some applications, like indoor plant growing, as they lack the range of color in the light spectrum that is needed. The lower power needs of an LED make them a common choice for electronic indicator lights because their power draw will not interfere with the overall power supply.
Conductive Crystals
LEDs emit light due to the transmission of electrons from a high-energy (n-type) conductive crystal to a low-eneregy (p-type) crystals. When power is applied, the electrons in the high-energy crystal moved faster and cross over to the low-energy crystal. There the electrons assume the behavior of low-energy movement. When the n-type loses its energy and falls to a p-type level, light is emitted.

Diode
The diode used with an LED light consists of a positive and negative wire connected to the set of n- and p-type conductive crystals. The positive wire is connected to an energy source and the negative wire acts as the ground. The transmission process between the crystals that generate light occurs in the body of the diode between the two wires. A bulb may be attached to the body to amplify the light.
Connection
LED wires must be attached to the appropriate power and ground sources. Each wire is marked, typically on the body of the diode, with an indication of whether it is positive or negative. Alternately, the diode may have one arrow printed on it, with the direction of the arrow indicating the direction electricity should be flowing toward.

Lens
The lens attached to the diode body on an LED is what provides both color and amplification to the light produced. A visible LED produces a white light, although there are different types of LEDs that can produce other colors.

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AzBox HD Elite

October 20, 2013

How to Update an Azbox FTA Receiver or dreambox FTA receiver

How to Update an Azbox FTA Receiver

Azbox FTA receivers act as a part of your satellite system to acquire free-to-air or FTA programming. FTA receivers, including Azbox models, require updates to the software to remain in touch with the various satellites. Unlike other FTA technology, the built-in Ethernet port allows Azbox receivers to quickly scan for updates and install them directly to the receiver. Connect your receiver to your router or modem with an Ethernet cable to discover new updates and transfer them immediately to your system.

Instructions
1
Plug one end of the Ethernet cable into the “Ethernet” port on the rear of the receiver and insert the other end to an Ethernet port on your router or modem.

2
Turn on the Azbox receiver and press the “Home” button on the remote control. Use the arrow keys on the remote to select the “Settings” option and press “OK.”

 
3.Highlight the “Information” option and press “OK.” Select the “Firmware Upgrade” entry and press “OK” to search for updates.

4
Highlight the newest update in the list and press “OK.” The receiver will automatically download the update and install it to the receiver.

 

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