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Our business is an old, traditional business that happens to have lots of data centers for legacy reasons. Even though we spend $BBB on data centers, they're no
by throwawayacct4q 8y ago
Our business is an old, traditional business that happens to have lots of data centers for legacy reasons. Even though we spend $BBB on data centers, they're not the core of the business and a very small part of overall revenue. Realistically, even if we didn't move from data centers we would be good as long as the core non-tech business functioned.
- alpb 8y agoAre you sure you’re spending triple-digit Billions in dollars for datacenters? Or are you just trolling?
- jhowell 8y agoAs an economic principal what you suggest is not the best use of inventor assets and compounds when you factor in employee efficiency/return per employee. If you invested your hard earned money into this business you would want cost efficiencies and high productivity. Company executives have a fiduciary responsibility to do so in the US. If you're running a business and are not seeking cost efficiency but instead are more interested in employee satisfaction, likely you should be in HR and let the CEO handle day to day operations and the bottom line, so you can contribute to the company by driving employee retention, satisfaction or some metric that reflects positively on the bottom line. It's OK to the a CEO. It's OK to be in HR. It's not OK to be a CEO in HR. It's not OK to be a HR as CEO.
- throwawayacct4q 8y agoPoint well taken. But as many have mentioned in this thread, it is very hard to hire good people and the people I have already have deep knowledge of the systems and business and are good at what they do. Just from that efficiency perspective it makes sense to retrain per fiduciary responsibility. The fact that I can keep lots and lots of people working instead of terminating is an awesome bonus that I feel great about.