So maybe we can qualify that by saying "one day, no human will eat meat harvested from unethical or otherwise ecologically destructive livestock-farming practices."

Most parasites have a life-cycle that includes time spent outside the preferred host animal, including in zoonotic species that may not have symptomatic infections. They may acquire resistance in any stage, in any place they encountered the drug.

As a user, I have observed product searching and sorting to remain in a nigh-unusable state for decades now. I cannot fathom how such a state could be permitted to persist in any well-managed development team.

As a laborer, I have followed journalism covering treatment of workers, both in warehouses and on delivery routes. This led me to classify Amazon as a sociopathic corporation.

As a software professional, I have been repeatedly pinged by recruiters who seem to have no awareness of my value, or how much of my time Amazon's hiring process proposes to waste. And reports of working conditions seem strongly dependent on a random (to me) assignment to a specific team. Turnover and retention varies wildly.

If the code that compares your current password to the new password can read the plaintext of your passwords, so too could a malicious program.

Using HTML input type="password" alone is not sufficient protection. The same steps that protect password changes from malicious attackers must necessarily protect them enforcement of bad IT security policy.

For instance, if there is a "free trial" period, wait until after that expires, and the customer has been charged, before offering an "unsubscribe".

But aside from the hair-splitting, yes, you are absolutely correct. If I have instant buyer's remorse, I should be able to click it away just as instantly.

IT shouldn't be able to tell anything about plaintext password similarity beyond equals or not-equals.

The only motivation any other country has to preserve the EEZ of Tuvalu is to prevent Chinese fishermen from overfishing that part of the ocean into a dead zone, or Chinese excavators drilling all the oil/minerals out of the seabed. So they should play up that aspect, and then they may attract the necessary investment to make a big enough pile of sand at the right coordinates.

In the future, not only is it possible your money will buy you less, it is also possible that no amount of money, no matter how large, can obtain what you need.

For instance, anything with a silicon chip in it. For some goods, every known upstream retailer is out of stock, with no idea when it will be replenished, and the resellers are doing business at way above MSRP.

I don't think it's a matter of trust. Management sees their job as setting priorities and resource allocation. So they shoehorn that into everything they touch. They require estimates, so they can divide impact by effort and then assign the highest ratios first, without regard to necessity or dependencies or technical debt.

Deliver version 1 before starting version 2.

It may not have occurred to them to lower the speed of their onboarding treadmill and revisit rejected resumes, because I never heard from them again.

Most people look up the local business listings, pick anyone advertised as "plumber", and call to make a service appointment. Or they use a general contractor that already has a list of approved subs. Master plumbers don't have to answer little trick questions about brazing copper or about finding lead pipes in an old building. People somehow trust them to know what their job is, and do it.

Rarely, one might encounter an unreliable plumber. They might not get paid, and any other plumber is usually able to fix their botched jobs without hurting the budget much. Review sites exist to track building-trades business reputations.

But the analogy breaks, because no one trusts software and IT folks to do their jobs competently. The default assumption is that we are all know-nothing hacks who could destroy the company with one keystroke. All our knowledge is assumed to be tightly siloed, and does not transfer between similar technologies. C++ people can't do Rust or Go. Java people can't do C#. Desktop people can't do the cloud. Back-end people can't do UI. CMMI people can't be Agile.

It's madness.

That is the unsolvable problem that guarantees DRM will never be able to create a perfect protection device that allows the company to stuff the genie back into the bottle, or the cat back into the bag, at will.