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posted by janrinok on Sunday April 17 2022, @02:01AM   Printer-friendly
from the don't-connect-them-to-anything dept.

Historically, "smart" TVs aren't always particularly smart. They've routinely been shown to have lax security and privacy standards. They also routinely feature embedded OS systems that don't age well, aren't always well designed, don't perform particularly well over time, are slathered with ads, and are usually worse than most third-party game streaming devices or video game consoles.

Yet when if you go shopping for "dumb" televisions — as in just a high quality display with a bunch of HDMI ports and not much else, you're usually going to be out of luck. There are options, but guides on this front will usually shovel you toward computer monitors (too pricey at large sizes), or business-class displays (ditto).

[...] Of course it's challenging because TV manufacturers now make more money collecting and monetizing your personal data than they do selling the actual hardware. Last year Vizio noted it made $38.4 million in one quarter just from tracking and monetizing consumer viewing and usage data. It made $48.2 million on hardware (which also includes soundbars, and other products) in that same period.

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  • (Score: 1) by anubi on Tuesday April 19 2022, @05:23AM

    by anubi (2828) on Tuesday April 19 2022, @05:23AM (#1238100) Journal

    I was re-reading this thread. It's stale by now, but I did fail to react to a point RS3 brought up ... And that is the new corporate race to mediocrity by corner cutting, laying off experienced engineers, opting to hire the cheapest incoming technical expertise without benefit of decades of experience.

    I watched this play out in two companies in Southern California. The new breed of MBA got in, the engineers were organized to be subordinate to them. Engineers now had no recourse when ordered to implement poorly considered designs. Some engineers who had no alternative went along with the MBA and survived a bit longer. Some of us were too proud of what we could do, leaving the MBA no alternative but to lay us off. A lot of the older ones took retirement, now their experiences were no longer available to the new hires.

    It seemed that the MBA were trained that we were nothing more than interchangeable worker bees. Support for thousands of customers who have bought our products for decades was now being provided by people who barely knew how to pronounce the name of the thing, and maybe even knew what it did. But how to fix it? How to modify it?

    Oh, the MBA specialized in fresh, crisp haircuts, pressed suits, lavish meetings, and a good firm hand shake. But we were about as competent as those nice looking car repair businesses in the elite areas of town, where you bring a car to them, needing as little as a new set of spark plugs, only to have their well dressed Mechanic tell you he's sorry, but your car is over ten years old and you need to retire it and buy a new one.

    Meanwhile, go to the next town over where the working people live, and fixing it is no problem.

    It's been my observation that the MBA usually have no concept as to how stuff works, and no experience in developing abstractive skills... Stuff like your customer has a problem. They have come here for years to have their concerns addressed. Using the Skills of the Mastery of Business Administration, the Cash Flow has been noted and the company bought out. Cost centers are identified, and profit centers kept, cost centers - such as dedication to making quality product - can be marginalized/eliminated by making those dedicated to serve the customer reorganized to be subordinate losers to the Management MBA.

    The frustrated customers now have to go somewhere else. All we can do is show up in crisp haircuts, shined shoes, expensive suits, exquisite meeting experiences, but no one knows how to change a spark plug.

    The ability to abstract why we have customers never seemed to be taught in a business curriculum. It was all about making money.

    I would almost swear they use the CIA Simple Sabotage Field Manual as a guidebook on how to manage a workplace.

    "Prove all things; hold fast that which is good." [KJV: I Thessalonians 5:21]