Andreas Hellqvist

Buy the ticket, take the ride.

[Canadian Guy Eh @Canadianguyehh]

Did more digging.

It gets worse.

I decided to compare, isolating the PS5 Platform as a comparison. How many more digital exclusive games are there? and does it correlate with the 85% number?

There are, at this point in time, about 1,120 PRINTED PS5 games (give or take). We are going to assume, that all 1,120 of those games also have a digital counterpart.

I went to the PSN store and simply clicked PS5 Platform and games. So this does not include DLC, MTX, etc. The total? 7,590 games.

But what about free to play?

Lets exclude those, this brings the total down to 7,451 games on the PSN store sorted specifically for the PS5. I want to note, this would be a COMPLETE PS5 library (thus far).

So, simple Math

7,451 - 1,120 = 6,331.

There are 6,331 MORE games on the PSN store than what's PHYSICALLY PRINTED For the PS5. That is 5.65x MORE games. These are all games that sell for 1 dollar, all the way up to your 100$+ digital special editions. If you Buy Final Fantasy Rebirth for 69.99 physically, go home, and buy "Quack McStuffins" for a dollar on PSN, those quantity of numbers are treated as equal.

and it gets even funnier.

Lets take that digital catalogue of 6,331 games and divide it by that complete library number (7,451) and turn it into a percentage.

6,331 divided by 7,451 = 84.96%

Meaning? almost 85% of the PS5's available library is DIGITAL ONLY. Ironic how 85% of Playstation's sales are digital eh?

So, what's happening here?

"All digital" defenders are using False Equivalency, and an Availability bias to gaslight users into thinking that no one plays physical anymore and to "get with the times" in the digital era.

Playstation themselves stated "This is a natural direction for Sony Interactive Entertainment to adapt to consumer trends as the general preference for digital media significantly outpaces physical discs." But this logic is ONLY sound if you apply a False Equivalency.

ALL OF THIS- Before we even take into account of the insomniac leaks back in 2022, which showed that 31 out of the 33 first party games sold MORE in Physical than Digital. And in recent memory, Astrobot selling around 55% physical vs Digital.

So, why are they doing this?

Because MONEY!

Playstation makes WAY more money if you buy the game digitally vs Physically. So playstation is using the backing of convenience, Digital Incentives, indie/AA teams, Mini-Games, and yes, AI Slop, to validate jamming gamers who prefer Physical games with a hot poker into a 100% digital era.

[Canadian Guy Eh @Canadianguyehh]

Did a little research into this "85% of games bought on Playstation are digital". So I decided to look at the EXACT wording of what that meant.

Spoiler: Its not "Out of 100 copies of Spiderman sold, 85% are digital"

Here's how they calculate it.

Digital Units sold, Divided by Total Units sold, times 100.

Straight forward right?

In Q4 of 2025, sony sold 74.6 million units in total, that is both Digital and Physical units.

But the "85% of all games bought are digital" has a HUGE skew to it. Why? Because there are THOUSANDS of DIGITAL only games that do not get a PHYSICAL release. Think the 5$-20$ indie titles or digital only ports of older games.

However, those digital sales are counted AGAINST the physical sales. Meaning? Even if EVERYONE who stopped buying Physical in the past 5 years, went out and bought one game a month? Digital will still dominate physical because (mostly) everything thats physical is also digital, but very little that is digital is also physical.

The Comparison is not fair and when its thrown around on social media its literally framed in a way for the stat to prove how dominant Digital sales are while excluding a number of factors. Doing so would be like comparing Your local Wal-Mart's stock to Amazon.

Not only that, but there are many digital only sales that are held that puts STEEP discounts on games that in-store simply cannot do. Of course there are some games that are on sale in-store that are not on sale digitally, but those digitally only games ALSO go on sale which the retailer has Zero access to because its digital only.

There's also digital incentives where buying the game digitally grants you more content vs buying it in store, driving more sales. Then, there are some games that release digitally, and then have a physical release MONTHS later; or, allow you to play the game a few days early.

If you wanted a more fair comparison? It would be "Digital media with a simultaneous Physical Release vs The Physical Release" Having this stat would reveal the true number. But even THAT number is missing details because that also doesn't include people buying the game second hand/Used from GameStop.

However, while Im sure that stat would STILL benefit digital sales, I would suggest and conclude that it wouldn't be "85%" as many people are suggesting.

Sources:
https://t.co/x93grZtkiS

[Domino's Pizza UK @Dominos_UK]

makes about as much sense as us changing to digital pizzas

[Nintendo of America @NintendoAmerica]

The Legend of Zelda: Ocarina of Time will be reborn on Nintendo Switch 2 in 2026. #NintendoDirect

[Andreas Hellqvist @radioadde]

@vashikoo I was 19 when the movie came out and for some reason I hadn’t heard about it at all. I was on a date, and we were choosing what movie to watch when she suggested The Matrix. Thought to myself “what a stupid title” but agreed. So I got to see this marvel unspoiled 😀

[Jaynit @jaynitx]

Steve Jobs on why consulting is the worst job you can take after college:

"Without owning something over an extended period of time, like a few years where one has a chance to take responsibility for one's recommendations, where one has to see one's recommendations through all action stages and accumulate scar tissue for the mistakes and pick oneself up off the ground and dust oneself off, one learns a fraction of what one can."

"You're coming in and making recommendations and not owning the results, not owning the implementation.

I think it is a fraction of the value and a fraction of the opportunity to learn."

[Kasturi @itskasturiii]

the issue with Claude design is that it’s not a canvas. might be a skill issue but my visual thinking is faster than my ability to translate it into words. until i can move things around in a canvas, i’m not leaving Figma.

i don’t want to prompt every change when i already know what i’m trying to do

[Anish Moonka @anishmoonka]

Your Netflix "4K" stream and a 4K disc put the same number of pixels on your screen. But the disc version of a two-hour movie is about 70 gigabytes. The stream is about 14. Same pixels, roughly five times less data filling them.

You see it first in dark scenes. The stream doesn't have enough data to tell dark grey from black, so your TV just mashes it all into chunky blocks. Then you notice sunsets looking like a paint-by-numbers, with visible stripes where smooth color should be. Film grain is probably the biggest casualty. Directors add that slightly textured look on purpose to make movies feel cinematic. Streaming compression reads it as noise and wipes it. That's where the weirdly plastic, waxy look on a good OLED comes from.

One comparison I can't stop thinking about. A regular 1080p Blu-ray (the older HD format, not even 4K) pushes about 40 megabits of data per second to fill 2 million pixels. A 4K stream pushes 15-25 to fill 8 million pixels. Four times the pixels. Less data. A plain HD disc from 2008 can look sharper than a brand new 4K stream.

Sound is worse. Netflix sends "Dolby Atmos" audio at about 768 kilobits per second, compressed, with parts of the original permanently deleted. A disc sends TrueHD Atmos at up to 18,000, lossless, nothing removed. Up to 23x more sound data. If dialogue sounds flat when you're streaming, that's not your speakers.

Netflix is getting better at this. As of late 2025, 30% of their streaming runs on a newer compression method called AV1, the same picture at a third less data. They also strip film grain out before compressing, then rebuild it on your TV during playback. Saves over a third on file size for most content, and up to two-thirds for really grainy movies. The rebuilt grain looks solid.

The tradeoff won't go away, though. Netflix has to deliver a file that works over spotty rural Wi-Fi and gigabit fiber, adjusting quality frame by frame to whatever your connection can handle. A disc reads plastic. Same quality every time.

[Stuttering Craig (Official) @StutteringCraig]

MUST WATCH.

This NAILS the difference between 90's kids who played video games and Gen Z kids.

Thanks to @ShortN40 for the tip on this.

[Fritidsledaren @patrik_hellman]

Jag har varit övertygad om att AI är ett rättvist verktyg. Ett sätt att ge barn och unga något som de annars kanske saknar: lugn hjälp. Struktur. Någon som svarar utan att sucka. Jag har tänkt att om de bara använder det rätt så kan det bli ett lyft – snabbare lärande, mer mod att testa idéer, mindre ensamhet i skolarbetet.

Men jag börjar tro att jag har varit naiv när jag diskuterat det med mina ungdomar. För jag har sett AI genom mina egna ögon.

När jag använder AI gör jag det med ett filter som jag glömmer bort att jag har. Jag har läst mycket. Jag har gjort misstag. Jag har en känsla för när något är för snyggt. Jag hör när ett svar låter smart men egentligen inte säger något. Jag märker när något saknas och kan själv fylla i det: vilka följdfrågor som borde ställas, vilka antaganden som måste granskas, vilka delar som är rimliga och vilka som är ren utfyllnad.

Det filtret har inte en trettonåring. Och där spricker min tanke om att rätt användning mest handlar om ansvar.

Jag tror att rätt användning i första hand handlar om förkunskaper. Om att ha ett eget språk. En egen karta i huvudet. Utan det blir AI inte en mentor – den blir en ersättning. Inte för intelligens, men för ansträngning.

Det är det som är farligt. För vad händer när man får färdiga svar innan man ens har hunnit få frågor? När man får ett välskrivet resonemang innan man ens har haft tid att sitta och brottas med att skriva ett halvdåligt?

Jag har hört hur det går till i praktiken. En ungdom berättar hur de klistrar in en skoluppgift, får ett perfekt svar, lämnar in – och är nöjd. Men när jag ställer en enkel följdfråga, typ "varför blir det så?" eller "hur skulle du förklara det här för någon annan?", så tar det stopp direkt. Inte för att ungdomen är dum. Utan för att svaret aldrig var dennes.

AI gör det även lätt att hoppa över den period som nästan alltid är nödvändig för att lära sig på riktigt – perioden där man känner sig lite korkad. Där man har fel. Där man famlar. Där man bygger förståelse långsamt och klumpigt.

AI kortsluter den processen för AI är som mest kraftfullt för den som redan kan en hel del. För den som kan hålla emot. Som kan använda det som byggmaterial, inte facit. Men för den som ännu inte byggt grundkunskapen kan AI bli en genväg som ser ut som lärande, men som i praktiken gör tänkandet svagare.

Kanske är AI inte främst ett verktyg för unga att lära sig – åtminstone inte i början. Kanske är det tvärtom: att AI måste komma sist, inte först. När man redan har något att jämföra med.

[Peter Girnus 🦅 @gothburz]

Last September I announced mandatory return-to-office.

Five days a week.

I called it a "culture-first initiative."

Culture means presence.

Presence means badge swipes.

Badge swipes mean metrics.

Metrics mean I can prove something to the board.

I don't know what.

But I can prove it.

The announcement went out on a Tuesday.

I sent it from my home office.

In Aspen.

I have an exemption.

"Strategic leaders require location flexibility to maintain global perspective."

I wrote that policy.

HR approved it.

HR approves everything I write.

By Wednesday, 340 employees had updated their LinkedIn status to "Open to Work."

I called it "natural attrition."

Natural attrition means they quit before I had to pay severance.

Very natural.

We lost 47 engineers in the first month.

I told the board it was "alignment correction."

The people who left weren't aligned.

With coming to an office.

That I also don't come to.

But that's different.

I'm strategic.

The office costs $4.2 million per year.

Empty, it was a write-off.

Now it's a "collaboration hub."

I measured collaboration.

Average daily Zoom calls from the office: 7.4 per employee.

They commute 45 minutes.

To take calls they could take from home.

But now they're "present."

Presence is culture.

I've never been more certain of anything.

A senior engineer asked why we couldn't stay remote.

She had metrics.

Productivity was up 23% during remote work.

I said, "Productivity isn't everything."

She asked what else mattered.

I said, "Serendipitous collisions."

She asked how we measure serendipitous collisions.

I said, "You can't. That's what makes them serendipitous."

She stopped asking questions.

Then she stopped showing up.

Then LinkedIn said she's at a company that's "remote-first."

Good luck with that.

They'll learn.

We installed badge tracking software.

It cost $380,000.

It tells me exactly when people arrive.

And when they leave.

And how long they spend in each zone.

I check it every morning.

From home.

The data is fascinating.

Average arrival time: 9:47 AM.

Average departure time: 4:12 PM.

I sent a Slack message.

"Core hours are 9 to 6."

Arrival times shifted to 9:02 AM.

Departure times shifted to 6:01 PM.

Productivity did not change.

But the metrics look better.

Metrics are culture.

We have a "hybrid" option now.

Three days in office.

Mandatory Monday. Mandatory Wednesday. Mandatory Friday.

That's called "hybrid."

Because Tuesday and Thursday are optional.

But there are "anchor meetings" on Tuesday and Thursday.

Attendance is "strongly encouraged."

"Strongly encouraged" means mandatory without the liability.

I learned that from legal.

The head of product asked if he could work from home when his wife had surgery.

I said, "Of course. Family comes first."

Then I said, "But let's revisit your Q4 performance targets."

He came to the office.

His wife understood.

I assume.

I didn't ask.

That's personal.

The CFO asked about ROI on the RTO policy.

I showed him the badge data.

"Presence is up 340%."

He asked if revenue was up.

I said, "Revenue is a lagging indicator."

He asked what the leading indicator was.

I said, "Badge swipes."

He nodded.

The lease renews next year.

Seven more years.

$29 million committed.

We needed bodies in the building.

Now we have bodies.

Fewer than before.

But present.

Morale is down.

Glassdoor says we're "hostile to work-life balance."

I told HR to respond.

They wrote, "We're a high-performance culture that values in-person collaboration."

That's corporate for "the review is accurate."

But it sounds like a rebuttal.

The CEO asked if RTO was working.

I said, "Absolutely."

He asked for evidence.

I showed him a photo of the office.

Full desks. Glowing monitors. Bodies in chairs.

He smiled.

"This is what culture looks like."

It looked like a stock photo.

Because I got it from a stock photo website.

The real office has 40% occupancy on a good day.

But he doesn't know that.

He's also remote.

We're both strategic.

Next quarter I'm proposing a "collaboration bonus."

$2,000 for anyone with 95% badge-in compliance.

The bonus costs less than the turnover.

And it shifts the narrative.

We're not forcing people to come in.

We're "incentivizing presence."

Incentivizing means paying people to do something they don't want to do.

It's different from mandating.

Legally.

The employees who stayed are "loyal."

Loyalty means they have mortgages.

And kids in school districts.

And RSUs that haven't vested.

They're not loyal.

They're trapped.

But on paper, it looks like loyalty.

And paper is what the board sees.

I've been doing this for 22 years.

I know what culture looks like.

It looks like butts in seats.

Butts in seats mean control.

Control means management.

Management means me.

RTO isn't about productivity.

It never was.

It's about seeing people.

So I know they exist.

So I know they're working.

So I know I'm in charge.

That's culture.

As long as the badge swipes go up and to the right.

[Andreas Hellqvist @radioadde]

@Johanstweets @PatrikSyk Men ge han påsen…

[Peter Girnus 🦅 @gothburz]

The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.

I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.

Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.

I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.

A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.

The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.

We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.

Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.

The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.

We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.

The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.

My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.

Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.

[Can Vardar @icanvardar]

finally, linkedin is funny

[Nathie @NathieVR]

Porsche just posted a video of how they use Apple Vision Pro to demo the internals of their cars. A great example of spatial collaboration.

[Suntoucher @Suntoucher4]

Nej, jag kommer inte att betala 9 spänn i månaden för brevlagring i Kivra.

Då, kära myndigheter, återgår vi till vanlig brevväxling via post. Inga problem för mig.

Det handlar inte om pengar, utan er förutsägbara men likväl småaktigt outhärdliga girighet.

[Autumn Christian @teachrobotslove]

My husband is one of the most intelligent people I've ever met, and I was immediately taken by him, but over the years, I've come to learn most people can't see it. He dresses simply. He uses plain language. He likes superheroes and video games. They conclude they're not seeing a smart person. People aren't looking for intelligence itself. They look for signifiers of it, the song and dance of it, the whirling bedazzlement of "genius," like a peacock spreading its wings. That is how easy it is to fool someone.

[Filippa Mannerheim 📖📚✍️ @FMannerheim]

Extroverta människor har svårt att sätta sig in i och förstå introverta. Själva får de en massa energi av att mingla, leka och gå på AW:n. De kan inte föreställa sig hur det känns när det sociala visserligen är trevligt, men dränerar en mentalt.

Hela samhället idag är extrovert.

[Ruben Hassid @rubenhassid]

BREAKING: Apple just proved AI "reasoning" models like Claude, DeepSeek-R1, and o3-mini don't actually reason at all.

They just memorize patterns really well.

Here's what Apple discovered:

(hint: we're not as close to AGI as the hype suggests)

[BikeMan @BikeMan]

As requested, here is the clip of me shooting the best horse in the face in Red Dead 2 because backseaters kept telling me to go get it.