Podcasts about it revolution

“The OOOps methodology from the science of happy accidents are optionality, opportunism, and optimization.” Stephen Fishman and Matt McLarty are the authors of “Unbundling the Enterprise: APIs, Optionality, and the Science of Happy Accidents”, a book from IT Revolution. In this episode, we discuss the transformative power of APIs, the importance of optionality in technology and business, and the intriguing science of ‘happy accidents'. We delve into the “OOOps” of the science of happy accidents, which are optionality through API unbundling, opportunism through value dynamics, and optimization through feedback loops. Stephen and Matt share real-world examples of how companies like Amazon, Google, and Cox Automotive have successfully unbundled their enterprises and leveraged optionality for growth and innovation. Also, hear the story and impact of Jeff Bezos's legendary API mandate at Amazon, which revolutionized Amazon to become the giant it is now. Towards the end, we discuss the role of AI in the future of work and how we can use AI along with APIs to embrace more optionality and create more business value. Listen to the full episode to learn more about how you can apply these concepts to your digital transformation journey and benefit from the power of APIs and optionality.   Listen out for: Career Turning Points - [00:01:51] “Unbundling the Enterprise” Book - [00:05:21] Amazon API Revolution - [00:08:39] What Drove Jeff Bezos's Mandate - [00:14:10] Optionality Through API Unbundling - [00:17:36] Happy Accidents - [00:23:59] Opportunism Through Value Dynamics - [00:26:59] Value Dynamics - [00:30:55] Optimization Through Feedback Loops - [00:38:03] Embracing AI - [00:45:24] 4 Tech Lead Wisdom - [00:52:02] _____ Stephen Fishman's BioStephen Fishman (Fish) is the NA Field CTO for Boomi. He is a practicing technologist who brings creativity, rigor, and a human-centric lens to problem-solving. Known as an expert in aligning technology and business strategy, Stephen places a premium on pushing business and technology leaders to embrace iteration and the critical need to collaborate across disciplines. In addition to consulting with large organizations, Stephen is an in-demand speaker and advisor. Stephen has led multidisciplinary teams to deliver amazing results at Salesforce, MuleSoft, Cox Automotive, Sapient, Macy's, and multiple public sector institutions including the US Federal Reserve and the CDC. Matt McLarty's BioMatt McLarty is the Chief Technology Officer for Boomi. He works with organizations around the world to help them digitally transform using a composable approach. He is an active member of the global API community, has led global technical teams at Salesforce, IBM, and CA Technologies, and started his career in financial technology. Matt is an internationally known expert on APIs, microservices, and integration. He is co-author of the O'Reilly books Microservice Architecture and Securing Microservice APIs, and co-host of the API Experience podcast. Follow Stephen: LinkedIn – linkedin.com/in/stephenhfishman Email – stephen.fishman@boomi.com Follow Matt: LinkedIn – linkedin.com/in/mattmclartybc Email – matt.mclarty@boomi.com Book & Podcast:

Should we look beyond technology organizations to learn essential lessons on how to innovate and run successful, complex technology organizations? Gene Kim believes so and contains unbridled curiosity for transformation across industries, as seen in his most recent book Wiring the Winning Organization. Gene Kim returns to share new lessons in change-making for leaders and companies tackling an array of challenges. Gene Kim is a bestselling author of several books on technology innovation, DevOps, and organizational strategy. He founded and served as CTO of Tripwire for thirteen years, an enterprise security software company, and is the founder of IT Revolution. Gene offers an engineering perspective with an executive-eye view. In this episode, Gene discusses being inspired by Toyota and his goal to lead great organizations toward the most effective, liberated problem-solving capabilities. He shares how coordination is the layer that is the difference-maker in a successful company and offers several case studies across industries. Gene highlights three key factors in a cohesive organization: 1) independence of action, 2) time (for practice and planning, and experimentation and implementation), and 3) actionable feedback that reaches the right people at the right time. Gene offers a metaphor from his book—moving a couch—that exemplifies his experience in communication and coordination. With this simple metaphor, Gene shares how small, cross-functional teams with the right number of collaborators are a great tool for success. Join Gene in Las Vegas from August 20 to 22, 2024, at the Enterprise Technology Leadership Summit (formerly DevOps Enterprise Summit). (01:40) – Gene Kim returns(04:22) – Layer three as difference-maker(09:22) – Healthcare case studies(11:55) – Three mechanisms for a cohesion(15:04) – The CheckBox Project(20:29) – “Slowification”(26:55) – “Great in the large, great in the small”(29:03) – Specialization of roles and coordination(34:34) – The technology leader's bossGene Kim is an author, researcher, and technology leader studying high-performing technology organizations since 1999. Gene founded and served as Chief Technology Officer of Tripwire, Inc. for thirteen years, an enterprise security software company. He is the WSJ bestselling author of Wiring the Winning Organization, The Unicorn Project, and co-author of The Phoenix Project, The DevOps Handbook, and the Shingo Publication Award-winning Accelerate. Since 2014, he has organized the Enterprise Technology Leadership Summit (formerly DevOps Enterprise Summit), studying the technology transformations of large, complex organizations.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Google Podcasts, Spotify, or wherever you get your podcasts. If

“What are the right ways that we can change that organizational wiring so that people can actually do work easily and well? That's really the goal and if you can make that happen, that is the key to high performance.” In this episode, Adam talks to Gene Kim, author of The Phoenix Project and The Unicorn Project, researcher, DevOps enthusiast, and founder of IT Revolution. The two discuss topics including the concept of the danger zone and the winning zone in organizations, the challenges and consequences of poor leadership on individuals and the broader organization, and the importance of codifying and sharing knowledge to drive positive change. Gene also shares his journey in the world of technology, what motivates him, and his advice for the SAFe community. Like what you hear? Connect with Gene on LinkedIn. Explore SAFe courses here.

“Bureaucracy in itself is neither good nor bad. However, it often gets in the way and prevents important things you need to do. A good bureaucracy is lean, learning, and enabling." Mark Schwartz is an Enterprise Strategist at AWS and the author of multiple books from IT Revolution. In this episode, we discuss his two latest books on the topics of bureaucracy and ethics. Mark begins by sharing his perspective on the impact of bureaucracy on digital transformation. He explains the definition of bureaucracy and why it tends to have a negative connotation. Mark describes the characteristics of a good bureaucracy and how leaders can play an important role in managing bureaucracy. Next, Mark shares his reasons for writing about ethics in his latest book, why it is becoming more relevant in the digital world, and how leaders can make better ethical decisions in the current fast-paced business world.   Listen out for: Career Journey - [00:01:22] State of Digital Transformation - [00:04:33] Bureaucracy - [00:08:31] Bureaucracy and Process Improvement - [00:13:14] IT as the Biggest Bureaucrats - [00:15:30] Bureaucracy Creates Business Value - [00:18:09] Characteristics of Good Bureaucracy - [00:20:40] Leaders' Roles Towards Bureaucracy - [00:26:05] Writing About Ethics - [00:34:10] How to Make Ethical Decisions - [00:41:12] 3 Tech Lead Wisdom - [00:54:21] _____ Mark Schwartz's BioMark Schwartz is an iconoclastic CIO and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. He has been an IT leader in organizations small and large, public, private, and nonprofit. As an Enterprise Strategist for Amazon Web Services, he uses his CIO experience to bring strategies to enterprises or enterprises to strategies, and bring both to the cloud. As the CIO of US Citizenship and Immigration Services, he provoked the federal government into adopting Agile and DevOps practices. Mark speaks frequently on innovation, bureaucratic implications of DevOps, and using Agile processes in low-trust environments. With a BS in computer science from Yale, a master's in philosophy from Yale, and an MBA from Wharton, Mark is either an expert on the business value of IT or else he just thinks about it a lot. Follow Mark: LinkedIn – linkedin.com/in/innovativecio _____ Our Sponsors Manning Publications is a premier publisher of technical books on computer and software development topics for both experienced developers and new learners alike. Manning prides itself on being independently owned and operated, and for paving the way for innovative initiatives, such as early access book content and protection-free PDF formats that are now industry standard.Get a 45% discount for Tech Lead Journal listeners by using the code techlead45 for all products in all formats. Like this episode? Show notes & transcript: techleadjournal.dev/episodes/171. Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Buy me a coffee or become a patron.

What mysterious ingredients make a book launch successful? What number of first-week and first-year sales truly make a difference to a book's longevity? What can you do to turn lagging numbers around? In a flagship illuminating post for the industry, Todd Sattersten, publisher and owner of Bard Press, shared his findings in The Magic Number. In this behind-the-business conversation from October 2023, you'll hear him generously talk me through how I could help Free Time get there—with a much-needed morale boost at the end. More About Todd: Todd Sattersten is the publisher and owner of Bard Press, a book publisher that works with authors to create best-selling books in business, personal development and technology. Before Bard Press, Todd served as general manager of IT Revolution and president of business book retailer 800-CEO-READ. He is the author of Every Book Is a Startup and the co-author of The 100 Best Business Books of All Time (Portfolio, 2009). Todd lives in Portland, Oregon with his wife Amy and their three awesome kids.

Nach einem Jahrzehnt mit vielen Erfolgsgeschichten versinkt Afrika wieder in Gewalt. Die Ursachen dafür sind vielschichtig. Johannes Dieterich schrieb 30 Jahre lang für diverse Zeitungen aus Afrika. Im Tagesgespräch blickt er zurück auf seine Erlebnisse. Johannes Dieterich war 30 Jahre lang freier Journalist in Afrika und überblickt eine grosse Spanne der Entwicklungen auf dem Kontinent. In diesen Tagen wird er pensioniert. Dieterich sagt im Tagesgespräch, wo Afrika gescheitert ist. Aber er erwähnt auch die positiven Entwicklungen des Kontinents: seine Jugend, die allmähliche Herausbildung einer urbanen Mittelklasse und die IT-Revolution.

Dave Mangot, CEO and founder of Mangoteque, joins Coreyon Screaming in the Cloud to explain how leveraging DevOps improves the lives of engineers and results in stronger businesses. Dave talks about the importance of exclusively working for private equity firms that act ethically, the key difference between venture capital and private equity, and how conveying issues and ideas to your CEO using language he understands leads to faster results. Corey and Dave discuss why successful business are built on two things: infrastructure as code and monitoring.About DaveDave Mangot, author of DevOps Patterns for Private Equity, helps portfolio companies get good at delivering software.  He is a leading consultant, author, and speaker as the principal at Mangoteque.  A DevOps veteran, Dave has successfully led digital, SRE, and DevOps transformations at companies such as Salesforce, SolarWinds, and Cable & Wireless. He has a proven track record of working with companies to quickly mature their existing culture to improve the speed, frequency, and resilience of their software service delivery.Links Referenced: Mangoteque: https://www.mangoteque.com DevOps Patterns for Private Equity: https://www.amazon.com/DevOps-Patterns-Private-Equity-organization/dp/B0CHXVDX1K “How to Talk Business: A Short Guide for Tech Leaders”: https://itrevolution.com/articles/how-to-talk-business-a-short-guide-for-tech-leaders/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. My guest today is someone that I have known for, well, longer than I've been doing this show. Dave Mangot is the founder and CEO at Mangoteque. Dave, thank you for joining me.Dave: Hey, Corey, it's great to be here. Nice to see you again.Corey: I have to say, your last name is Mangot and the name of your company is Mangoteque, spelled M-A-N-G-O-T-E-Q-U-E, if I got that correctly, which apparently I did. What an amazing name for a company. How on earth did you name a company so well?Dave: Yeah, I don't know. I have to think back, a few years ago, I was just getting started in consulting, and I was talking to some friends of mine who were giving me a bunch of advice—because they had been doing consulting for quite some time—about what my rates should be, about all kinds of—you know, which vendors I should work with for my legal advice. And I said, “I'm having a lot of trouble coming up with a name for the company.” And this guy, Corey Quinn, was like, “Hey, I got a name for you.” [laugh].Corey: I like that story, just because it really goes to show the fine friends of mine over at all of the large cloud services companies—but mostly AWS—that it's not that hard to name something well. The trick, I think, is just not to do it in committee.Dave: Yeah. And you know, it was a very small committee obviously of, like, three. But yeah, it's been great. I have a lot of compliments on the name of my company. And I was like, oh, “You know that guy, the QuinnyPig dude?” And they're like, “Yeah?” “Oh, yeah, it was—that was his idea.” And I liked it. And it works really well for the things that I do.Corey: It seems to. So, talk to you about what it is that you do because back when we first met and many, many years ago, you were an SRE manager at a now defunct observability company. This was so long ago, I don't think that they used the term observability. It was Librato, which, “What do you do?” “We do monitoring,” back when that didn't sound like some old-timey thing. Like, “Oh, yeah. Right, between the blacksmith and the cobbler.” But you've evolved significantly since you were doing the mundane, pedestrian tasks of keeping the service up and running. What do you do these days?Dave: Yeah, that was before the observability wars [laugh] [whatever you like 00:02:55] to call it. But over time, that company was owned by SolarWinds and I wound up being responsible for all the SolarWinds cloud company SRE organizations. So, started—ran a global organization there. And they were owned by a couple of private equity firms. And I got to know one of the firms rather well, and then when I left SolarWinds, I started working with private equity firm portfolio companies, especially software investments. And what I like to say is I teach people how to get good at delivering software.Corey: So, you recently wrote a book, and I know this because I make it a point to get a copy of the book—usually by buying it, but you beat me to it by gifting me one—of every guest I have on the show who's written a book. Sometimes that means I wind up with the eclectic collections of poetry, other times, I wind up with a number of different books around the DevOps and cloud space. And one of these days, I'm going to wind up talking to someone who wound up writing an encyclopedia or something, to where I have to back the truck around. But what I wanted to ask is about your title, of all things. It's called DevOps Patterns for Private Equity. And I have to ask, what makes private equity special?Dave: I think as a cloud economist, what you also just told me, is you owe me $17.99 for the book because it was gifted.Corey: Is that how expensive books are these days? My God, I was under the impression once you put the word ‘DevOps' in the title, that meant you're above 40 bucks, just as, you know, entrance starting fees here.Dave: I think I need to talk to my local cloud economist on how to price things. Yeah, the book is about things that I've basically seen at portfolio companies over the years. The thing about, you know, why private equity, I think it would be one question, just because I've been involved in the DevOps movement since pretty much the start, when John Willis calls me a DevOps OG, which I think is a compliment. But the thing that I like about working with private equity, and more specifically, private equity portfolio companies is, like I wrote in the book, they're serious. And serious means that they're not afraid to make a big investment, they're not afraid to change things quickly, they're not afraid to reorganize, or rethink, or whatever because a lot of these private equity firms have, how they describe it as a three to five year investment thesis. So, in three to five years, they want to have some kind of an exit event, which means that they can't just sit around and talk about things and try it and see what happens—Corey: In the fullness of time, 20 years from now. Yeah, it doesn't work that well. But let's back up a little bit here because something that I have noticed over the years is that, especially when it comes to financial institutions, the general level of knowledge is not terrific. For a time, a lot of people were very angry at Goldman Sachs, for example. But okay, fair enough. What does Goldman Sachs do? And the answer was generally incoherent.And again, I am in no way, shape or form, different from people who form angry opinions without having all of the facts. I do that myself three times before breakfast. My last startup was acquired by BlackRock, and I was the one that raised our hand internally, at the 40-person company when that was announced, as everyone was sort of sitting there stunned: “What's a BlackRock?” Because I had no idea. Well, for the next nine months, I assure you, I found out what a BlackRock is. But what is private equity? Because I see a lot of them getting beaten up for destroying companies. Everyone wants to bring up the Toys-R-Us story as a for instance. But I don't get the sense that that is the full picture. Tell me more.Dave: Yes. So, I'm probably not the best spokesperson for private equity. But—Corey: Because you don't work for a private equity firm, you only work with them, that makes you a terrific spokesperson because you're not [in 00:06:53] this position of, “Well, justify what your company does here,” situation, there's something to be said for objectivity.Dave: So, you know, like I wrote in the book, there are approximately 10,000 private equity firms in the United States. They are not all going to be ethical. That is just not a thing. I choose to work with a specific segment of private equity companies, and these private equity companies want to make a good business. That's what they're going for.And you and I, having had worked at many companies in our careers, know that there's a lot of companies out there that aren't a good business. You're like, “Why are we doing this? This doesn't make any sense. This isn't a good investment. This”—there's a lot of things and what I would call the professional level private equity firms, the ones at the top—and not all of them at the top are ethical, don't get me wrong; I have a blacklist here of companies I won't work for. I will not say who those companies are.Corey: I am in the same boat. I think that anyone who works in an industry at all and doesn't have a list of companies that they would not do business with, is, on some level, either haven't thought it through, hasn't been in business long enough, or frankly, as long as you're paying them, everything you can do is a-okay. And you know, I'm not going to sit here and say that those are terrible people, but I never wanted to do that soul-searching. I always thought the only way to really figure out where you stand is to figure it out in advance before there's money on the table. Like, do you want to go do contracting for a defense company? Well no, objectively, I don't, but that's a lot harder to say when they're sitting on the table with $20 million in front of you of, “Do you want to work with a defense company?” Because you can rationalize your way into anything when the stakes are high enough. That's where I've always stood on it. But please, continue.Dave: I'd love to be in that situation to turn down $20 million [laugh].Corey: Yeah, that's a hard situation to find yourself in, right?Dave: But regardless, there's a lot of different kinds of private equity firms. Generally the firms that I work with, they all want—not generally; the ones I work with want to make better companies. I have had operating partners at these companies tell me—because this always comes up with private equity—there's no way to cut your way to a good company. So, the private equity firms that I work with invest in these companies. Do they sell off unprofitable things? Of course they do. Do they try to streamline some things sometimes so that the company is only focused on X or Y, and then they tuck other companies into it—that's called a buy and build strategy or a platform strategy—yes. But the purpose of that is to make a better company.The thing that I see a lot of people in our industry—meaning, like, us tech kind of folks—get confused about is what the difference is between venture capital and private equity. And private equity, in general, is the thing that is the kind of financing that follows on after venture capital. So, in venture capital, you are trying to find product-market fit. The venture capitalists are putting all their bets down like they're in Vegas at re:Invent, and trying to figure out which bet is going to pay off, but they have no expectation that all of the bets are going to pay off. With private equity, the companies have product-market fit, they're profitable. If they're not profitable, they have a very clear line to profitability.And so, what these private equity firms are trying to do, no matter what the size of the company is, whether it's a 50-person company or a 5000-person company, they're trying to get these companies up to another level so that they're more profitable and more valuable, so that either a larger fish will gobble them up or they'll go out on the public markets, like onto the stock market, those kinds of things, but they're trying to make a company that's more valuable. And so, not everything looks so good [laugh] when you're looking at it from the outside, not understanding what these people are trying to do. That's not to say they're not complete jerks who are in private equity because there are.Corey: Because some parts are missing. Kidding. Kidding. Kidding.Dave: [laugh].Corey: It's a nuanced area, and it's complicated, just from the perspective of… finance is deceptively complicated. It looks simple, on some level, because on some level, you can always participate in finance. I have $10. I want to buy a thing that costs $7. How does that work? But it gets geometrically more complex the further you go. Financial engineering is very much a thing.And it is not at all obvious how those things interplay with different dynamics. One of the private equity outcomes, as you alluded to a few minutes ago, is the idea that they need to be able to rapidly effect change. It becomes a fast turnaround situation, and then have an exit event of some kind. So, the DevOps patterns that you write about are aligned with an idea of being effective, presumably, rather than, well, here's how you slowly introduce a sweeping cultural mindset shift across the organization. Like, that's great, but some of us don't have that kind of runway for what we're trying to achieve to be able to pull that off. So, I'm assuming that a lot of the patterns you talk about are emphasizing rapid results.Dave: Well, I think the best way to describe this, right, is what we've talked about is they want to make a better company. And for those of us who have worked in the DevOps movement for all these years, what's one great way of making a better company? Adopting DevOps principles, right? And so, for me, one of the things I love about my job is I get to go in and make engineers' lives better. No more working on weekends, no more we're only going to do deployments at 11 o'clock at night, no more we're going to batch things up and ship them three or four times a year, which all of us who've done DevOps stuff for years know, like, fastest way to have a catastrophe is batch up as many things as possible and release them all at once.So like, for me, I'm going in making engineers' lives better. When their lives are better, they produce better results because they're not stressed out, they're not burned out, they get to spend time with their families, all those kinds of things. When they start producing better results, the executives are happier. The executives can go to the investors and show all the great results they're getting, so the investors are happier. So, for me, I always say, like, I'm super lucky because I have a job that's win, win, win.And like, I'm helping them to make a better company, I'm helping them to ship faster, I'm helping them do things in the cloud, I'm helping them get more reliability, which helps them retain customers, all these things. Because we know from the—you know, remember the 2019 State of DevOps Report: highest performers are twice as likely to meet or exceed their organization's performance goals, and those can be customer retention, revenue, whatever those goals are. And so, I get to go in and help make a better company because I'm making people's lives better and, kind of, everybody wins. And so, for me, it's super rewarding.Corey: That's a good way of framing it. I have to ask, since the goal for private equity, as you said, is to create better companies, to effectively fix a bunch of things that, for better or worse, had not been working optimally. Let me ask the big, dumb, naive question here. Isn't that ostensibly the goal of every company? Now, everyone says it's their goal, but whether that is their goal or not, I think, is a somewhat separate question.Dave: Yeah. I—that should be the goal of every company, I agree. There are people who read my book and said, “Hey, this stuff applies far beyond private equity.” And I say, “Yeah, it absolutely does.” But there are constraints—[gold rat 00:15:10]—within private equity, about the timing, about the funding, about whatever, to get the thing to another level. And that's an interesting thing that I've seen is I've seen private equity companies take a company up to another level, have some kind of exit event, and then buy that company again years later. Which, like, what? Like, how could that be?Corey: I've seen that myself. It feels, on some level, like that company goes public, and then goes private, then goes public, then goes private to the same PE firm, and it's like, are you really a PE company or are you just secretly a giant cat, perpetually on the wrong side of a door somewhere?Dave: But that's because they will take it to a level, the company does things, things happen out in the market, and then they see another opportunity to grow them again. Where in a regular company—in theory—you're going to want to just get better all the time, forever. This is the Toyota thesis about continual improvement.Corey: I am curious as far as what you are seeing changing in the market with the current macroeconomic conditions, which is a polite way to say the industry going wonky after ten years of being relatively up and to the right.Dave: Yeah, well, I guess the fun thing is, we have interest rates, we had a pandemic, we had [laugh], like, all this exciting stuff. There's, you know, massive layoffs, [unintelligible 00:16:34] and then all this, kind of like, super churn-y things. I think the fun thing for me is, I went to a private equity conference in San Francisco, I don't know, a month ago or something like that, and they had all these panelists on stage pontificating about this and that and the other thing, and one of the women said something that I thought was really great, especially for someone like me. She said, “The next five to ten years in private equity are going to be about growth and operational efficiency.” And I was like, “That's DevOps. That's awesome.” [laugh].That really works well for me because, like, we want to have people twice as likely to meet or exceed their organization's performance goals. That's growth. And we want operational efficiency, right? Like, stop manually copying files around, start putting stuff in containers, do all these things that enable us to go fast speed and also do that with high quality. So, if the next five to ten years are going to be about growth and operational efficiency, I think it's a great opportunity for people to take in a lot of these DevOps principles.And so, the being on the Screaming in the Cloud podcast, like, I think cloud is a huge part of that. I think that's a big way to get growth and operational efficiency. Like, how better to be able to scale? How better to be able to Deming's PDSA cycle, right—Plan, Do, Study, Act—how better to run all these experiments to find out, like, how to get better, how to be more efficient, how to meet our customers' demands. I think that's a huge part of it.Corey: That is, I think, a very common sentiment as far as how folks are looking at things from a bigger picture these days. I want to go back as well to something you said earlier that I was joking around at the start of the episode about, “Wow, what an amazing name for the company. How did you come up with it?” And you mentioned that you had been asking a bunch of people for advice—or rather, you mentioned you had gotten advice from people. I want to clarify, you were in fact asking. I wasn't basically the human form of Clippy popping up, “It looks like you're starting a business. Let me give you unsolicited advice on what you should be doing.”What you've done, I think, is a terrific example of the do what I say not what I do type of problem, where you have focused on your positioning on a specific segment of the market: private equity firms and their portfolio companies. If I had been a little bit smarter, I would have done something similar in my own business. I would fix AWS bills for insurance companies in the Pacific Northwest or something like that, where people can hear the type of company they are reflected in the name of what it is that you do. I was just fortunate enough or foolish enough to be noisy enough in order to talk about what I do in a way that I was able to overcome that. But targeting the way that you have, I think is just so spot on. And it's clearly working out for you.Dave: I think a Corey Quinn Clippy would be very distracting in [laugh] my Microsoft Word, first of all [laugh]. Second of all—Corey: They're calling it Copilot now.Dave: [laugh]—there's this guy Corey and his partner Mike who turned me on to this guy, Jonathan Stark, who has his theory about your business. He calls it, like, elucidating, like, a Rolodex moment. So, if somebody's talking about X or Y, and they say, “Oh, yeah. You want to talk to Corey about that.” Or, “You want to talk to Mike about that.”And so, for me, working with private equity portfolio companies, that's a Rolodex moment. When people are like, “I'm at a portfolio company. We just got bought. They're coming in, and they want to understand what our spend is on the cloud, and this and that. Like, I don't know what I'm supposed to do here.” A lot of times people think of me because I tend to work on those kinds of problems. And so, it doesn't mean I can't work on other things, and I definitely do work on other things, I've definitely worked with companies that are not owned by private equity, but for me, that's really a place that I enjoy working, and thankfully, I get Rolodex moments from those things.Corey: That's the real value that I've found. The line I've heard is always it's not just someone at a party popping up and saying, “Oh, yeah, I have that problem.” But, “Oh, my God, you need to talk to this person I know who has that problem.” It's the introduction moment. In my case at least, it became very hard for me to find people self-identifying as having large AWS bills, just because, yeah, individual learners or small startup founders, for example, might talk about it here and there, but large companies do not tend to complain about that in Twitter because that tends to, you know, get them removed from their roles when they start going down that path. Do you find that it is easier for you to target what you do to people because it's easier to identify them in public? Because I assure you, someone with a big AWS bill is hard to spot out of a crowd.Dave: Well, I think you need to meet people where they are, I think is probably the best way of saying that. So, if you are—and this isn't something I need to explain to you, obviously, so this is more for your listeners, but like, if you're going to talk about, “Hey, I'm looking for companies with large AWS bills,” [pthhh] like that's, maybe kind of whatever. But if you say, “Hey, I want to improve your margins and your operational efficiencies,” all of a sudden, you're starting to speak their language, right? And that language is where people start to understand that, “Hey, Corey's talking about me.”Corey: A large part of how I talk about this was shaped by some of the early conversations I had. The way that I think about this stuff and the way that I talk is not necessarily what terms my customers use. Something that I found that absolutely changed my approach was having an investigative journalist—or a former investigative journalist, in this case—interview people I'd worked with to get case studies and testimonials from them. But what she would also do was get the exact phrasing that they use to describe the value that I did, and how they talked about what we'd done. Because that became something that was oh, you're effectively writing the rough draft of my marketing copy when you do that. Speaking in the language of your customer is so important, and I meet a lot of early-stage startups that haven't quite unlocked that bit of insight yet.Dave: And I think looking at that from a slightly different perspective is also super important. So, not only speaking the language of your customer, but let's say you're not a consultant like me or you. Let's say you work inside of a company. You need to learn to speak the language of business, right? And this is, like, something I wrote about in the beginning of the book about the guy in San Francisco who got locked up for not giving away the Cisco passwords, and Gavin Newsom had to go to his jail cell and all this other crazy stuff that happened is, technologists often think that the reason that they go to work is to play with technology. The reason we go to work is to enable the business.And—so shameless plug here I—wrote a paper that came out, like, two months ago with IT Revolution—so the people who do The Phoenix Project, and Accelerate, and The DevOps Handbook, and all that other stuff, I wrote this paper with, like, Courtney Kissler, and Paul Gaffney, and Scott Nasello, and a whole bunch of amazing technologists, but it's about speaking the language of business. And as technologists, if we want to really contribute and feel like the work that we're doing is contributing and valuable, you need to start understanding how those other people are talking. So, you and I were just talking about, like, operational efficiencies, and margins, and whatever. What is all that stuff? And figuring that out and being able to have that conversation with your CEO or whoever, those are the things that get people to understand exactly what you're trying to do, and what you're doing, and why this thing is so important.I talk to so many engineers that are like, “Ah, I talked to management and they just don't understand, and [da-dah].” Yeah, they don't understand because you're speaking technology language. They don't want to hear about, like, CNCF compliant this, that, and the—that doesn't mean anything to them. You need to understand in their lang—talk to them and their language and say like, “Hey, this is why this is good for the business.” And I think that's a really important thing for people to start to learn.Corey: So, a question that I have, given that you have been doing this stuff, I think, longer than I have, back when cloud wasn't really a thing, and then it was a thing, but it seemed really irresponsible to do. And then it went through several more iterations to the point where now it's everywhere. What's your philosophy of cloud?Dave: So, I'll go back to something that just came out, the 2023 State of DevOps Report just came out. I follow those things pretty closely. One of the things they talked about in the paper is one of the key differentiators to get your business to have what they call high organizational performance—again, this [laugh] is going back to business talk again—is what they call infrastructure flexibility. And I just don't think you can get infrastructure flexibility if you're not in the cloud. Can you do it? Absolutely.You know, back over a decade ago, I built out a bunch of stuff in a data center on what I called cloud principles. We could shoot things in the head, get new ones back, we did all kinds of things, we identified SKUs of, like, what kind of classes of machines we had. All that looks like a lot of stuff that you would just do in AWS, right? Like, I know, my C instances are compute. I know my M instances are memory. Like, they're all just SKUs, right?Corey: Yeah, that changed a little bit now to the point where they have so many different instance families that some of their names look like dumps of their firmware.Dave: [laugh]. That is probably true. But like, this idea that, like, I want to have this infrastructure flexibility isn't just my idea that it's going to turn out well. Like, the State of DevOps Report kind of proves it. And so, for me, like, I go back to some of the principles of the DevOps movement, and like, if you look at the DORA metrics, let's say you've got deployment frequency and lead time for changes. That's speed: how fast can I do something? And you've got time-to-recover, and you've got change failure rate. That's quality: how much can I ship without having problems, and how fast can I recover when I do?And I think this is one of the things I teach to a lot of my clients about moving into the cloud. If you want to be successful, you have to deliver with speed and quality. Speed: Infrastructure as Code, full stop. If I want to be able to go fast, I need to be able to destroy an environment, bring a new environment up, I need to be able to do that in minutes. That's speed.And then the second requirement, and the only other requirement, is build monitoring in from the start. Everything gets monitored. And that's quality. Like, if I monitor stuff, I know when I've deployed something that's spiking CPU. If that's monitored, I know that this thing is costing me a hell of a lot more than other things. I know all this stuff. And I can do capacity planning, I can do whatever the heck I want. But those are the two fundamental things: Infrastructure as Code and monitoring.And yes, like you said, I worked at a monitoring or observability company, so perhaps I'm slightly biased, but what I've seen is, like, companies that adopt those two principles, and everything else comes from that—so all my Kubernetes stuff and all those other things are not at odds with those principles—those are the people who actually wind up doing really well. And I think those are the people that have—State of DevOps Report—infrastructure flexibility, and that enables them to have higher organizational performance.Corey: I think you're onto something. Like, I still remember the days of having to figure out the number of people who you had in your ops team versus how many servers they could safely and reasonably run. And now that question has little, if any, meaning. If someone asked me, “Okay, so we're running right now 10,000 instances in our cloud environment. How many admins should it take us to run those?” The correct response is, “How the heck are you running those things?” Like, tell me more because the answer is probably terrifying. Because right now, if you do that correctly, it's you want to make a change to all of them or some subset of them? You change a parameter somewhere and computers do the heavy lifting.Dave: Yeah, I ran a content delivery network for cable and wireless. We had three types of machines. You know, it was like Windows Media Server and some squid-cache thing or whatever. And it didn't matter how many we had. It's all the same. Like, if I had 10,000 and I had 50,000, it's irrelevant. Like, they're all the same kind of crap. It's not that hard to manage a bunch of stuff that's all the same.If I have 10,000 servers and each one is a unique, special snowflake because I'm running in what I call a hosted configuration, I have 10,000 customers, therefore I have 10,000 servers, and each of them is completely different than the other, then that's going to be a hell of a lot harder to manage than 10,000 things that the load balancer is like [bbbrrrp bbbrrrp] [laugh] like, just lay it out. So, it's sort of a… kind of a nonsense question at this point. Like you're saying, like, it doesn't really matter how many. It's complexity. How much complexity do I have? And as we all say, in the DevOps movement, complexity isn't free. Which I'll bet is a large component of how you save companies money with The Duckbill Group.Corey: It goes even beyond that because cloud infrastructure is always less expensive than the people working on it, unless you do something terrifying. Otherwise, everything should be running an EC2 instances. Nothing higher-level built on top of it because if people's time is free, the cheapest thing you're going to get is a bunch of instances. The end. That is not really how you should be thinking about this.Dave: [laugh]. I know a lot of private equity firms that would love to find a place where time was free [laugh]. They could make a lot of money.Corey: Yeah. Pretty sure that the biggest—like, “What's your biggest competitive headwind?” You know [laugh], “Wage laws.” Like it doesn't work that way. I'm sorry, but it doesn't [laugh].I really want to thank you for taking the time to talk to me about what you're up to, how things are going over in your part of the universe. If people want to learn more, where's the best place for them to go to find you?Dave: They can go to mangoteque.com. I've got all the links to my blog, my mailing list. Definitely, if you're interested in this intersection of DevOps and private equity, sign up for the mailing list. For people who didn't get Corey's funky spelling of my last name, it is a play on the fact that it is French and I also work with technology companies. So, it's M-A-N-G-O-T-E-Q-U-E dot com.If you type that in—Mangoteque—to any search engine, obviously, you will find me. I am not difficult to find on the internet because I've been doing this for quite some time. But thank you for having me on the show. It's always great to catch up with you. I love hearing about what you're doing. I super appreciate you're asking me about the things that I'm working on, and you know, been a big help.Corey: No, it's deeply fascinating. It's neat to watch you continue to meet your market in a variety of different ways. Dave Mangot, CEO and founder of Mangoteque, which is excellently named. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this episode, please leave a five-star review on your podcast platform of choice, along with an angry comment almost certainly filled with incoherent screaming because you tuned out just as soon as you heard the words ‘private equity.'Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business, and we get to the point. Visit duckbillgroup.com to get started.

Dr. Umar Saif comes back on The Pakistan Experience to discuss the Start-up Space in India and Pakistan, on this deep dive podcast we discuss what a Billion Dollar Start up Idea looks like, how Agritech can revolutionize Pakistan, what makes Start-ups investable, what are some red flags for investors, the history of Pakistani politics, and how the Indian IT industry grew. Umar Saif is a Pakistani computer scientist and academic. He is the founder and CEO of aiSight.ai, Chief Digital Officer of the Jang Group and CEO of Khudi Ventures. He is also serving as an advisor to the United Nations Development Programme in Pakistan. The Pakistan Experience is an independently produced podcast looking to tell stories about Pakistan through conversations. Please consider supporting us on Patreon: https://www.patreon.com/thepakistanexperience To support the channel: Jazzcash/Easypaisa - 0325 -2982912 Patreon.com/thepakistanexperience And Please stay in touch: https://twitter.com/ThePakistanExp1 https://www.facebook.com/thepakistanexperience https://instagram.com/thepakistanexpeperience The podcast is hosted by comedian and writer, Shehzad Ghias Shaikh. Shehzad is a Fulbright scholar with a Masters in Theatre from Brooklyn College. He is also one of the foremost Stand-up comedians in Pakistan and frequently writes for numerous publications. Instagram.com/shehzadghiasshaikh Facebook.com/Shehzadghias/ Twitter.com/shehzad89 Chapters: 0:00 Introduction 1:00 Umar Saif coming on The Pakistan Experience 4:00 Why there is no Start up Boom in Pakistan 8:00 How the Indian IT Industry grew 10:30 Skills and IT Training and Capacity Building 18:30 Using Technology and IT in Agriculture 32:00 Dil ka Rishta 33:30 Government helping small farmers and farmer cooperatives 37:00 History of Pakistani Politics 47:00 Skype and Estonia 50:30 How to bring a digital revolution in Pakistan and Start up Waves 57:00 What makes Start ups uninvestable 1:08:00 What is stopping an IT Revolution in Pakistan 1:12:30 Incentive for Government to invest in E-Commerce 1:14:00 Fund of Funds 1:17:00 Start up Valuations 1:19:00 What does a Billion Dollar look like? 1:21:40 Start up Red Flags 1:28:00 Audience Questions

“You should never do something just because the auditors want you to do it. They should be able to explain the risk and controls in accordance with your risk appetite and tolerance." Clarissa Lucas is an audit and risk management leader and the author of “Beyond Agile Auditing”. In this episode, Clarissa shared a novel approach to internal auditing called auditing with agility. She shared this concept at the DevOps Enterprise Summit 2022, which drew some parallels to the revolutionary birth of the DevOps movement. Clarissa explained the three core components of auditing with agility, which are value-driven auditing, integrated auditing 2.0, and adaptable auditing.   Listen out for: Career Journey - [00:04:27] Purpose of Internal Audit - [00:08:38] Challenges with Traditional Auditing - [00:11:01] How Auditing with Agility Started - [00:16:48] Parallels with the Birth of DevOps - [00:22:02] Segregation of Duty - [00:25:04] Auditing with Agility & Value-Driven Auditing - [00:30:21] Integrated Auditing 2.0 - [00:33:52] Adaptable Auditing - [00:41:33] Extending to External Auditing - [00:45:32] 3 Tech Lead Wisdom - [00:47:26] _____ Clarissa Lucas's BioClarissa Lucas is an experienced audit and risk management leader with over 15 years of experience. As a thought leader on Auditing with Agility, she has written articles on the topic published by both the Institute of Internal Auditors (IIA) and IT Revolution press, as well as her first book, Beyond Agile Auditing: Three Core Components to Revolutionize Your Internal Audit Practices. Clarissa has spoken at a number of IIA, ISACA, and IT Revolution conferences, as well as local IIA chapter events and various podcasts, on this topic. Clarissa is a Certified Internal Auditor, Certified Information Systems Auditor and a Certified Investments and Derivatives Auditor. Follow Clarissa: Website – clarissalucas.com LinkedIn – linkedin.com/in/clarissalucas _____ Our Sponsors Are you looking for a new cool swag? Tech Lead Journal now offers you some swags that you can purchase online. These swags are printed on-demand based on your preference, and will be delivered safely to you all over the world where shipping is available. Check out all the cool swags available by visiting techleadjournal.dev/shop. And don't forget to brag yourself once you receive any of those swags. Like this episode? Show notes & transcript: techleadjournal.dev/episodes/141 Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Buy me a coffee or become a patron.

Mylić się to rzecz ludzka, propagować automatycznie te błędy to DevOps... Tym razem na tapet bierzemy historie o tym, jak to produkcja płonęła i jakie wnioski zostały z tego wyciągnięte.Dziś moimi gośćmi w podkaście są Jarek Pałka i Wojtek Ptak, a w takim gronie nie wypada zamiatać spraw pod dywan. A że warto uczyć się na błędach, a najlepiej tych popełnianych przez innych, wyciągniemy parę naszych błędów z przeszłości. Oprócz tragikomicznych aspektów niektórych z przytoczonych tu sytuacji, będzie to bardzo dobry wstęp do znacznie ważniejszych wątków.W tym odcinku rozmawiamy m.in. o:naszych błędach i wyciągniętych wnioskach,różnych źródłach problemów i ich typach, od błędów ludzkich po limity infrastrukturalne,mierzeniu rzeczy, by określić wpływ fuckupu na otaczający nas świat,przygotowywaniu się na incydenty, bo to nie kwestia czy wystąpią, tylko kiedy,jakie działania podejmować w trakcie problemu,kulturze postmortems, lessons-learned i upewnianiu się, że wnioski,jak i kiedy komunikować o problemach,co zrobić, gdy fala sztormu odpłynie w dal...Będę bardzo zobowiązany za wypełnienie krótkiej ankiety na temat tego odcinka.Materiały dodatkowe:Death March - Edward YourdonThe Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win - Gene Kim, Kevin Behr, George SpaffordNormal Accidents: Living with High-Risk Technologies - Charles PerrowThe Idealcast with Gene Kim by IT Revolution - rozmowa z dr. Ronem Westrumem m.in. na tematy związane z problemami w złożonych systemach (od 34:45)The Facebook Outage - postmortem problemu FacebookaRoot Cause Analysis: A Quick Guide - opracowanie na temat wspomnianego w odcinku RCASoftware Testing Lessons Learned From Knight Capital Fiasco - analiza przypadku Knight Capital i utraty ponad 400M USD

Jeffrey is fresh in from IT Revolution's DevOps Forum in Portland, where one of his takeaways was the power of streamlining and doing the absolute minimum. Join us on this week's episode where Jeffrey discusses what tech teams can learn from the calamitous collapse and subsequent rebuilding of a highway outside San Francisco in 2007, and Squirrel shares his “Independence Day method" to discover the limits of what's possible. Links: - IT Revolution Guidance papers: https://itrevolution.com/resources/ - Overpass: https://en.wikipedia.org/wiki/MacArthur_Maze#2007_I-580_East_Connector_collapse - Independence Day: https://en.wikipedia.org/wiki/Independence_Day_(1996_film) - Krakow keynote 18 May: https://aceconf.com/speaker/387/douglas-squirrel Our book, Agile Conversations, is out now! Go to agileconversations.com to order your copy. Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com

“The business technology divide was apparent in many companies. The idea of the value flywheel effect is to join the business and technology goals and create this flywheel effect momentum." David Anderson is the author of “The Value Flywheel Effect” and the co-creator of The Serverless Edge. In this episode, David described the value flywheel effect concept and its four stages: clarity of purpose, challenge & landscape, next best action, and long-term value. David also explained the importance of Wardley Mapping and how we can use it to help improve the organization's situational awareness within the value flywheel. During our discussion about the four stages, we also discussed several important concepts, such as the North Star Framework for clarity of purpose, understanding the team's psychological safety and sociotechnical systems landscape, serverless-first paradigm as one way for the next best action, and using the well-architected framework and sustainability as guidelines for ensuring long-term value. Listen out for: Career Journey - [00:05:39] Value Flywheel Effect - [00:09:48] Wardley Mapping Overview - [00:12:09] Improving Situational Awareness - [00:18:04] Clarity of Purpose - [00:20:51] North Star Framework - [00:23:33] Obsess Over Time to Value - [00:26:36] Challenge and Landscape: Psychological Safety - [00:28:44] Sociotechnical Systems View - [00:33:54] The Next Best Action: Serverless-First Mindset - [00:36:11] Code is a Liability - [00:40:33] Long-Term Value: Problem Prevention Culture - [00:42:03] Well-Architected Framework - [00:45:26] Sustainability - [00:47:42] 3 Tech Lead Wisdom - [00:50:45] _____ David Anderson's Bio David is a technical leader who enjoys writing and speaking about the leading edge of technology. David moved to Liberty Mutual in 2007 and drove technology change and cloud adoption. As a practicing Architect with G-P, he continues to empower and enable peers on Serverless First, Well-Architected, Engineering Excellence. His new book, The Value Flywheel Effect - Power the Future and Accelerate Your Organization to the Modern Cloud was published by IT Revolution in the fall of 2022. He is based in Belfast, writes on The Serverless Edge, is the lead organizer for ServerlessDays Belfast, is a member of the Wardley Mapping community. Follow David: LinkedIn – linkedin.com/in/david-anderson-belfast Twitter – @davidand393 Serverless Edge – ServerlessEdge.com Serverless Craic Podcast – theserverlessedge.podbean.com _____ Our Sponsors Skills Matter is the global community and events platform for software professionals. You get on-demand access to their latest content, thought leadership insights as well as the exciting schedule of tech events running across all time zones. Head on over to skillsmatter.com to become part of the tech community that matters most to you - it's free to join and easy to keep up with the latest tech trends. Are you looking for a new cool swag? Tech Lead Journal now offers you some swags that you can purchase online. These swags are printed on-demand based on your preference, and will be delivered safely to you all over the world where shipping is available. Check out all the cool swags available by visiting techleadjournal.dev/shop. And don't forget to brag yourself once you receive any of those swags. Like this episode? Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Pledge your support by becoming a patron. For episode show notes, visit techleadjournal.dev/episodes/124.

ServerlessDays Belfast was on the 28th of February. It's a volunteer, community, and not-for-profit event. We had a bunch of sponsors: AWS, Bazaarvoice, EverQuote, G-P, Instil and LibertyIT. Our organizers are me, Gillian Armstrong, Garth Gilmour, Peter Farrell, Julie Sherlock, and Treasa Anderson. We had 12 speakers, and over 260 attendees from over 40 companies. But most excitingly we had it at the Game of Thrones Studios Tour. The theme was 'The Reality and Fantasy of Serverless, Building Serverless Teams and Making it Real'. Phil Le-Brun, who is the Director of the Enterprise Strategy Team for AWS launched the event. And give us a perspective of what he sees when he is speaking to the leaders of the industry. IT Revolution was very generous to sponsor and provide 250 of 'The Value Flyweel Effect' books. Julian Wood gave the Keynote. Even though he works for AWS as a Serverless Developer Advocate, he gave his opinion on where he sees the industry. I thought that paired really nicely with Mattie Wilson from Instil. He gave a brilliant talk on an engineering team going through the journey from a cloud application to a serverless application. Sheen Brisals from The LEGO Group, as ever, gave an absolutely brilliant talk about Lego's journey. Going Serverless to EDA and the team topologies of an event-driven organisation. Sheen is an absolute master. Jonah Andersson did a talk on the .NET stack. And Conall Bennett and Roger Moore did a talk on CME Group's move to a Google tech stack. Craig McCarter talked about large-scale serverless. And I took comfort from hearing about a team that's doing something financially significant at a massive scale. And they're pushing those limits. I really enjoyed the talk by Anna Carlin and Emma Patton from Aflac Northern Ireland. They called their talk: 'A rookie journey of discovery and learning'. So they came in as grads and basically built a serverless system. And Chintan Parmar's Dunelm story was really interesting about Dunelm's e-commerce site because it's quite an unknown story. Most people had no idea that they had a whole big serverless ecommerce site. Ben Ellerby from Aleios closed out with his Serverless Staircase Framework. I've been a fan of Ben's for many years. He's an AWS Hero. He's brilliant and very experienced. And he's worked on a lot of serverless projects. That is what his company does. So he's got lots of war stories from doing this with real customers. Serverless Craic from The Serverless Edge Check out our book The Value Flywheel Effect Follow us on Twitter @ServerlessEdge

We are just back from The Value Flywheel Effect book launch at DevOps Enterprise Summit organised by IT Revolution with Gene Kim and crew. We had a great week doing our book launch. It was great to see the buzz and the content. But getting handed the first copy of The Value Flywheel Effect book made it very real! There was a shelf full of IT Revolution books in chronological order. Like DevOps, Enterprise Handbook, Accelerate, Team Topologies and all the Mark Schwartz and Dominica DeGrandis books. And The Unicorn Project and The Phoenix Project. It was unbelievable to see our book sitting alongside all of those books. Learning Sprint The first thing I did was a learning sprint. I did an hour on creating a cloud strategy with Wardley mapping, which I thought was interesting. I used Ben Mosior's Wardley map canvas from LearnWardleyMapping.com. And it was great taking people through that. Once people start connecting the elements of the value chain, they can start to ask why is that over there and not over here? Then you're into a nice conversation. Once they get beyond the terminology, notation and syntax, they are asking interesting, challenging questions. The canvas is a great way to get people thinking quickly. They start gaining insights and seeing what they may not have before using the canvas or map. And you can give them tips. People deliberate over who is the exact customer. Or the actual customer and their needs. People can get very micro at the start. And you say just pick one and keep moving. Just keep pushing through, because you can always add more later. You are getting people to move quickly. And you are giving people a couple of steers. But the first 20 minutes is complete confusion. What are we doing here? And then once you draw the map out, people go 'Ah right!'. And then when you start to plot movement and inertia, that's when people get really excited. And it becomes crystal clear. Creating the Value Flywheel Effect Talk I deliberated on what to do for my talk because I wanted to do something different. So I decided on 'Creating the Value Flywheel Effect' looking at how came up with this stuff. So I did an intro to the book. And then I told the story through maps, similar to our Map Camp talk. I started with one of the drawings we had done five or six years ago. Which was a scribbled messy drawing of a map. And I contrasted with the map in the book to show the evolution of the map. So it was a nice mechanism to tell the story. Some people think that maps come out fully formed. But they never do. There is lots of variation and challenge. We always challenge each other. And we revisit, rub stuff out and draw it again. When we validate certain things we always go back to the map. It's not the map. It's the communication! And the interactions. The maps are always wrong at the start. People try to go out of their way to create the perfect map. But that's not the point of the exercise. The Value Flywheel Effect Book Signing I did the book signing in the main theatre. There were 4 different book signings. So you hope to see people queue up because you don't want to end up standing on your own. But there was a huge queue and I was there for two hours signing 200 books. People were really nice and they were really excited. And lots of other speakers queued up as well. Propelo sponsored our book signing and they were great. So now the book is in the wild with 200 plus people! So we're starting to get feedback from people who weren't in the early previews. It was fantastic to see Dominica DeGrandis' comments on LinkedIn. She wrote the book: 'Making Work Visible'. It is a brilliant book about visualising flow. She has a couple of posts about our book: 'The Value Flywheel Effect'. And she popped up a maps from her LinkedIn called 'Mapping Psychological Safety'. It was the name of the post on her blog: DDeGrandis.com. And she said that it had never occurred to her to map psychological safety. I thought that was insightful. We would map stuff like that all the time. There's no boundaries to what we map. Psychological safety is usually the base or foundation of the map. Mapping, safety or challenge are things that are quite hard to see. But they are the most important thing for everything that comes above it. The thing at the very top, which is the need, is usually the least important because it is the end product. It's built into the flywheel. You need an environment where it's safe to challenge. And having safety to challenge requires psychological safety. It's cool that it's resonating with people and they're starting to zero in on those sorts of things. DevOps Enterprise Summit was a great event. Look up the slides on GitHub. All the videos are on videos.itrevolution.com. Serverless Craic from The Serverless Edge Check out our book The Value Flywheel Effect  Follow us on Twitter @ServerlessEdge

Today we are talking about a big DevOps Conference. And the first book signing of our new book, The Value Flywheel Effect. It's at the DevOps Enterprise Summit on October 18-20 with IT Revolution who also published our book. It's the first live event in three years. DevOps Enterprise Summit is the leading community for driving change in technology. And IT Revolution focuses on practitioners and not professional authors. It's people who have done it and are sharing their story. It's scary and challenging tying to drive transformational change. So it's brilliant to be able to talk to practitioners who've done it before. I'm interested to see how 'The Value Flywheel Effect' lands. I'm doing a talk on the book and a book signing. And I am doing a couple of Learning Sprints at DOES. We are focusing on Wardley Maps because that's what a lot of groups find super exciting. So the Learning Sprints will be about mapping. And I will focus on mapping in the actual talk. One of the best things about mapping is that invites challenge. So hopefully the audience will be debating if I have my components in the wrong spot. Then I'll having a proper conversation and interaction. Because that's what I want. At the Learning Sprint we will sit down with a table full of people and walk through the Wardley mapping process. It is a really good way of learning the technique and asking questions in a safe and comfortable space. One of the cool things about DevOps Enterprise Summit is they've been running for over 10 years. They have all their IT Revolution books, which are all brilliant. But what's neat is the Repo on GitHub. where they put the presentations for all the talks. There are two events a year. So you have about 20 repos full of presentations on GitHub @DevOpsEnterprise, which is the name of the organisation. It's well worth looking at. There are hundreds of presentations. And it's an absolute goldmine of free information. There are videos as well on events.itrevolution.com. You have to register for it, but it's very unintrusive. Once you register, you get access. And they don't send too many emails. It's a fantastic and supportive resource for people trying to drive change. There's nothing more comforting than seeing something that resonates with what you're trying to do. And with the challenges you're facing. And you can send it to peers, friends or around your organisation. It can give you additional support and credibility for what you're trying to do. And it can drive adoption. That level of external validation for what you're doing can accelerate internal adoption of the change you're trying to drive. We've definitely benefited from that in the past. Don't listen to us. Go watch this video or read these slides. It's a great technique to the leverage. We have two playlists on IT Revolution's blog. One on Lean Engineering and another on Effective Cloud Adoption, with links to a bunch of videos. Years ago, you would have been hoping to get on a course to learn this stuff. Now it's on tap! You end up going away from DevOps Enterprise Summit with at least 10 things that you want to try or at least look into. And you have repositories of resources available which are great getting your hands on to take back into your own organisation. Serverless Craic from The Serverless Edge DevOps Enterprise Summit Twitter @ServerlessEdge

What is the Second Cloud Transformation? In this episode we are talking about the second cloud transformation. A lot of people are talking about what happens when you get to the cloud? You have already moved to the cloud. But you are not achieving the cloud successes like being event driven or serverless. It can be a surprise for organisations that work in traditional ways. Their frame of reference is all on premise like big data centres or new mainframe stuff. So this new paradigm causes uncertainty around what can be done. What does a good cloud solution look like? Or what's a good implementation for your context? There's a learning curve that people need to climb and to become more comfortable. When companies move to the cloud, it's usually part of a transformation. But the reason why we call it 'The Second Cloud Transformation' is because there's another step change. The best person I heard describe this is Shaun Braun from 3M. He did a keynote at AWS re:Invent in 2021. He talked about people moving to the cloud and measuring data. And then they transform by shutting things down and redoing other things. Enterprises and people from mature companies are struggling. They are in the cloud but having problems with account creation, observability, security or how to deploy or provision things. There are infrastructure things that they haven't done. Because they haven't modernised. Sometimes the move to the cloud happens quickly. People have not been left behind. But they've been focusing on other things and they haven't gone back to first principles. To rethink how the software capabilities work. You need to move away from big upfront design. And shift design, decision making and architectural decision making onto the teams. Because they're the ones who know the business problem and business aims best. And safe space is a big thing. Situational awareness and creating an environment that is safe for the organisation. Because teams will make mistakes. But you have got to encourage experimentation in a safe way. A good enabler for that is thinking about and setting up policies for the services you want to start leveraging out of the box. In the second phase of The Value Flywheel Effect you map out your capability. So you do need to have an honest assessment of the capabilities you have and the teams in the organisation. Because maybe the engineers don't understand security. At least then you know that you've got to level people up. 'Shift left' is a great mechanism, because your teams have to do more and there's going to be gaps. So in some ways the second cloud transformation is filling those gaps. And you end up with well rounded teams. We talk about asking the question: 'what does good look like?' One of the best books to answer that question is 'Accelerate' by Nicole Forsgren.In the book there are four key metrics for building and scaling high performance technology organisations. Another go to book for this particular topic is 'Reaching Cloud Velocity', by Jonathan Allen. How to spin up new teams and the mitosis approach? It's a phenomenally good reference, similar to 'Accelerate'. And we reference both those books in our book 'The Value Flywheel Effect' which is available for preorder! When you get into the cloud you need to enable real transformation! This is what we are calling the second cloud transformation. TheServerlessEdge.com and @ServerlessEdge  Shaun Braun from 3M at AWS re:Invent Accelerate Reaching Cloud Velocity The Value Flywheel Effect Book with IT Revolution

AWS Serverless Services with Paul Swail from Serverless First In this episode the team talk about AWS Serverless Services with Paul Swail. Paul is an independent Serverless Consultant working with and helping teams get started with serverless on AWS. The Value Flywheel Effect Book Review Paul also reviewed our book The Value Flywheel Effect. The team talk about his views of the book. And the fact that it is essential reading to get higher level buy in to serverless in your organisation. Serverless Mindset versus Serverless First We talk about the difference between the terms serverless mindset and serverless first. And how it is essential to be pragmatic in your approach and not insisting that serverless is the default for all your architectural decisions. It is better to use serverless as the architecture or service of choice. And then fall back to non serverless or less serverless services for certain parts of the architecture. Wardley Mapping your Tech Stack Wardley mapping and mapping your tech stack became really useful. Because you can see the individual components that can be moved to serverless. Instead of insisting the whole thing must move. The origin of Serverless Ben Kehoe came up with the term 'the serverless spectrum'. And it captures the notion of falling back. You can see if you have fallen back to things on one side of the spectrum. Leading with Context There's a fundamental thing with developers. Generally, they identify with the technologies they've use frequently. And they get really attached. And fanboy/girlism kicks in as well. There is a natural tendency to do that. Before your rational mind kicks in and says hold on. What is this? And what are the drawbacks of this? Or what sort of context would this not work in? Context can be vague I split it up into the application context of the actual system. What are the features or operational, latency and performance concerns you need the system to have. And the actual organisational context. The first application context is usually known. People know that they are building a specific app. It has these features and these requirements. But the second organisational context is what developers do you have available to you? What skill sets do they have? Are they developers without ops skills so we need to hire infrastructure folks. Or do we have infrastructure folks, and they might not have much to so because we're using serverless? These things need to be considered when you're adopting technologies for a new project. Keep it simple It's the worst thing in the world, when a senior engineer builds something really complicated because they are smart. However, the beauty of a good system is simplicity. It is worth going the extra bit to get to simplicity. And don't overcomplicate things just for the sake of it. I don't you know if it's an ego thing, but sometimes people build things are way too complicated. If you're the architect you need to imagine yourself not being there for two months. How will the team fare? Have I designed a system that's simple enough if they hire a new developer in the meantime. When I'm not there to get them up to speed. Serverless Maturity We have reached maturity in the serverless ecosystem. Developer advocates are starting to codify and articulate their patterns. We have CDK patterns and things that are Google-able. Teams can reach out to see how to do it in an API gateway, lambda or dynamo. And see videos, tutorials or documentation of workshops that are maturing and established. AWS effectively becomes a platform team, if you follow the serverless first approach. And they're going to keep investing in making it easier and adding more features and capabilities. How will Serverless evolve? One reason for being attracted to Serverless in the first place, was as a developer you are working close to the product. Full stack developers build a front end and back end. But you can have a team of one back end and one front end developer. And they do everything. So tools that optimise for small teams to get stuff done are essential. Like operational stuff or standardised CICD pipelines and testing mechanisms around that. There's a lot of good work being done on the friction that serverless had over traditional app development. And having to deploy to the cloud locally and making that fast. I think it will continue to get better for individual developers. By creating stuff that would otherwise have complex AWS nuances. Because it's a big overhead for for developers to learn without AWS certifications. ServerlessFirst.com and @PaulSwail TheServerlessEdge.com and @ServerlessEdge The Value Flywheel Effect Book with IT Revolution

Investments Unlimited is the latest novel by IT Revolution helping organizations radically rethink how they handle audit, compliance, and security for their software systems. I had a great conversation during DevOps Enterprise Summit Europe 2022 with co-authors Tapabrata “Topo” Pal, Michael Edenzon, John Rzeszotarski, Jason Cox, and Bill Bensing. Listen all about governance in DevOps, how you can automate as much manual work as possible, how to make auditors your best friends, how to win auditors and influence engineers, and much more.Subscribe to 0800-DEVOPS newsletter here.Show notes:- DevOps Automated Governance Reference Architecture

Après avoir travaillé pour Mediapart, CondéNast ou encore 20Minutes, Nicolas Silberman est désormais le CTO et le CPO de Unify Group, entité digitale du groupe TF1 et co-fondateur du podcast Tech Rocks. Dans cet épisode, on évoque : # La tech, qui occupe une place centrale dans la vie d'une entreprise, et qui peut la challenger en apportant des réponses et des innovations. # La nécessité de bien travailler son SEO, intégré à la stratégie de la société, pour tous les contenus digitaux. # La tendance “bien-être” qui inonde les contenus et influence les différentes fonctionnalités sur Internet et les réseaux sociaux. # L'importance de communiquer les études de Médiamétrie, en externe comme en interne, pour orienter au mieux son positionnement et optimiser la collaboration avec des partenaires. # Les enjeux, comme l'uniformisation, soulevés par la stratégie de Unify, fondée uniquement sur des acquisitions. # La répartition inégale des audiences entre site web et application. # Le marché du web, très challengé au niveau du référencement, car il est régi par les règles et les algorithmes de Google. # Les différences SEO entre le contenu froid et le contenu chaud. # La commercialisation de données ciblées et pertinentes aux annonceurs. # Les dernières évolutions tech - des outils sont apparus pour faciliter l'expérience utilisateur et des métiers se sont développés : les développeurs front jouent un rôle de plus en plus important. # Le choix des annonceurs, qui se fait en fonction de leur impact carbone, l'écologie étant plus que jamais un enjeu essentiel du digital. Pour aller plus loin : # Découvrez Tech Rocks, co-fondé par Nicolas Silberman, Francis Nappez, Dimitri Baeli et Cyril Pierre de Geyer, pour permettre aux leaders tech de prendre la parole, d'échanger et de grandir ensemble. # (Re)découvrez les marques qui sont dans le périmètre d'action de notre invité : Aufeminin, Marmiton et Doctissimo. # Le truc cool de l'invité : Remote Team Interactions Workbook : Using Team Topologies Patterns for Remote Working de Matthew Skelton et Manuel Pais, édition IT Revolution, 2022 # Team Topologies : Organizing Business and Technology Teams for Fast Flow de Matthew Skelton et Manuel Pais, édition IT Revolution, 2019 # Trouvez votre place dans la population mondiale sur Population.io # Bonus : la vidéo Mission 404 : Internet doit rester vivant. Retrouvez notre invité sur ses différents réseaux sociaux : LinkedIn Twitter Pour découvrir tout ça, c'est par ici si vous préférez Apple Podcast, par là si vous préférez Deezer, ici si vous préférez Google Podcast, ou encore là si vous préférez Spotify. Et n'oubliez pas de laisser 5 étoiles et un commentaire sympa sur Apple Podcast si l'épisode vous a plu. Mediarama est un podcast du label Orso Media produit par CosaVostra. Pour découvrir tout ça, c'est par ici ! Apple Podcasts Spotify Deezer

Matt K. Parker, author and engineering leader formerly at Pivotal Labs, profiled 13  collaborative work cultures in his book A Radical Enterprise. They're devolving control to employees and rethinking traditional organizational structures to give teams unprecedented levels of freedom. Not surprisingly, they're more successful than their peers. Listen and learn:What is a radical enterprise and what is radical collaboration?Why do employees do better work when they have freedom to define their own rules?What are the benefits of embracing the concepts of self-organizing and self-managing teams?Why do traditional performance management techniques like annual reviews create implicit threats in the workplace that demotivate employees?What does it mean to make every employee "a company of one"?Why, according to Deming, "a bad system will beat a good employee every time."References in this episode:Matt's website and a link to his Slack communityA Radical Enterpise published by IT RevolutionGary Bolles on AI and the Future of WorkJason Corsello from Acadian Ventures on AI and the Future of WorkTurn the Ship Around by L. David Marquet

SPaMCAST 684 posts on January 2nd, 2022.  The new year evokes both retrospection and expectations for the future. 2021 was quite the year; SPaMCAST 635 marked the beginning of our 15th year of publishing with a conversation with Johanna Rothman (SPaMCAST 635 - Practical Ways to Manage, A Conversation with Johanna Rothman). That was our most downloaded cast of 2021.  In late August I lost a podcast . . . (a summer rerun), SPaMCAST 668 has attained the status of the Lost Show. Somehow while I was backpacking on Isle Royale the preprogrammed show failed to post.  I have a backup but it is more fun to have a lost cast.  I will rectify the situation at some point when I stop being amused. The year ended with my 12-year-old mixer going to the electronics recycler. The new mixer should be delivered soon. Even with all of the hassle, I have been able to do three great interviews and two related panel discussions that will round out year 15 and kick-off year 16. That's the long way to say that even though I am struggling through a website issue and a switchover of hardware, I am currently planning years 16 and 17. Happy New Year, and now back to our regularly scheduled programming with Tony Timbol and his To Tell A Story column.  This installment tackles product owners and work entry.  Re-Read Saturday News  Starting a re-read is a great way to start the new year. Today we start into Agile Conversations by Douglas Squirrel and Jeffrey Fredrick by charting the predicted course of the re-read and touching on the introduction.  The version of the book I am reading is the paperback version copyrighted 2020 by IT Revolution. The book consists of an introduction, seven numbered chapters, a conclusion, and 20 pages of end matter. All of this is over 223 pages.   It is my intent to cover this book over 9 weeks using the chapters as pacing. This book has similarities with Monotasking by Staffan Nöteberg in that this book demands action. Therefore like that re-read, as we get to chapter 2 I will begin identifying how I will experiment with the knowledge each chapter delivers. As I have discovered over the years reading technical and self-improvement books, if you do not experiment with ideas they fade quickly regardless of their value.      https://amzn.to/3vEjr55  Week 1: Logistics and Introduction -  Next SPaMCAST  Next week features part 1 of a 2 part panel discussion (both parts have slightly different participants), discussing the world of knowledge work circa 2021 and pontifications about the shape of work in 2022.

Dave, Mark and Mike discuss their best bits from the DevOps Enterprise Summit 2021 with IT Revolution. They also review their talk on the Serverless Value Flywheel.  The DOES 2021 talks are practical with participants describing their digital transformation journeys in an open way, revealing the lessons they have learned.   Here are quick links to themes, tools and techniques that the guys covered in their talk on the Value Flywheel and picked up in other talks and discussions: https://learnwardleymapping.com https://doctrine.wardleymaps.com https://medium.com/wardleymaps https://list.wardleymaps.com https://github.com/ddd-crew/ddd-starter-modelling-process… https://amplitude.com/north-star Our Talk: 'The Serverless Edge, Using Wardley Mapping with the Value Flywheel from combined Business and Technology Evolution'  Transcript: https://www.theserverlessedge.com/wardley-mapping-with-the-value-flywheel/ Slides: (including ours under Dave Anderson): https://github.com/devopsenterprise/2021-virtual-us Slack: https://devopsenterprise.slack.com/ New Book announcement https://itrevolution.com/announcing-new-book-from-david-anderson/ The conference was virtual but there were still many opportunities to interact through the Slack Channel and Lean Coffees with leaders and architects from leading edge organisations.  Dave and Mark also give a behind the scenes view of their talk: The Serverless Edge, Using Wardley Mapping with the value Flywheel from combined Business and Technology Evolution which previewed their book due to publish next year with IT Revolution: https://itrevolution.com/announcing-new-book-from-david-anderson/ In their talk they explained what a 'value flywheel' is and they did a live demo of a Wardley Map to show the technique in action. There are 4 stages of the 'value flywheel': 1. Clarity of Purpose 2. Challenge 3. Next Best Action 4. Long Term Value The transcript for talk is available on: https://www.theserverlessedge.com/wardley-mapping-with-the-value-flywheel/ Dave and Mark hosted a Lean Coffee on 'Building internal capability, not consultancy dependency', which prompted a good debate. Mike also picked up on themes around value streams and flow efficiency with Mik Kersten from Tasktop - tasktop.com,  and similarly with Bank of New Zealand - bnz.co.nz.  The guys felt that Wardley Mapping is very complimentary to those themes and is rising in popularity.  Mark picked up on an increasing evolution towards product centricity, meaningful work and socio technical practice. Mike attended a session looking at ubiquitous language tying in with the need for visibility/observability to make decisions in DevOps organisations which Mark also picked up on in the talk on 'shifting left with product excellence' with Liz Fong-Jones with metrics being used in right way being key.   Mike also picked up a lot of SRE themed talks including one by Michael Winslow from Comcast.  Courtney Nash from Verica and Troy Koss from Capital One did a 'Chaos and Reliability: A Surprising Friendship in the Enterprise' talk that Mark enjoyed. And Dave picked up on a talk by Dr. Ron Westrum. Mike felt that Team Topologies concepts were permeating the talks and thinking at the conference.  Dave enjoyed the talk with Admiral John Richardson and the ultimate distributed organisation, leadership and autonomous themes.  Security was covered by John Wallace looking at how that area has changed.  The guys picked up on the lack of serverless talks, although that could be about the organisational journey.  Also the conference wasn't really about specific technologies. Tune in next time for more conversation on all things Serverless Craic. Serverless Craic from The Serverless Edge theserverlessedge.com @ServerlessEdge  

As a coach, I use and observe transactive memory all the time. Used wisely, transactive memory means a team can be more than the sum of its individual members. Mess it up and you might as well put your hand in a running garbage disposal. For example, my wife remembers things like special events and then clues me in…if she is around. This year I missed an important birthday.  Coaches and Scrum Masters often act as the official process memory for teams until they move on . . . you can guess what happens next. This week we explore when transactive memory works and when it does not. Also, Jeremy Berriault and I discuss helping improve Daily Scrums in his QA Corner column. Note: I have been made aware that SPaMCAST 667 is missing in action. I am trying to track the issue down. Upcoming Events The Agile Online Summit!  Tom Henricksen delivers one of the most innovative online conferences.  This year he has upped the bar again!  Please join the premier Agile Online Conference from October 25th to 27th, 2021, Register at https://bit.ly/3mplqIK Re-Read Saturday News  This week we begin our re-read of Mik Kersten's Project to Product. I am reading from my Kindle version published by IT Revolution (buy a copy). Today we are tackling the front matter which includes the Foreword by Gene Kim (author of the DevOps Handbook) and the Introduction, which is titled the Turning Point. In past re-reads, I have argued strongly that jumping immediately to the core of a book is a mistake, I again urge you not to make that mistake. Buy a copy today https://amzn.to/3nHC5YK  This Week's Installment: Week 1: Foreword and Introduction - https://bit.ly/39gIt0A  Next SPaMCAST  Next week we discuss the ADAPT Methodology with Luis Gonçalves. We discussed how using a framework can help leaders stay relevant. Based on the discussion of long-wave economic models in this week's Re-read Saturday, Mr. Gonçalves' ideas provide a useful framework for building a more robust change model as we approach a more competitive part of the long-term cycle.  It is exciting to see the explosion of new ideas synthesizing practical experience and theory coming to market. A Luis points out, perhaps the lockdowns during the pandemic have a silver lining.   

We are back from backpacking on Isle Royale. Simply awesome.  Today, we feature a discussion with Tom Henricksen.  You know Tom from the Agile Online Summit and the Dev Ops Online Summit however Tom is more than just the Summits. Today we discuss learning and then get into whether hybrid working scenarios are all they are cracked up to be. I am not sure we agreed. Tom Henricksen is a technology professional with over 20 years of technical experience. He has worked as a developer, Team Lead, Scrum Master, and Manager. Tom is the founder of the Agile Online Summit! Use this link: https://agileonlinesummit.shop/?utm_source=aftomas  Upcoming Events The Agile Online Summit!  Tom Henricksen delivers one of the most innovative online conferences.  This year he has upped the bar again!  Please join the premier Agile Online Conference from October 25th to 27th, 2021, Register at https://bit.ly/3mplqIK Re-Read Saturday News  Next week we will begin to read Mik Kersten's Project to Product. I will be reading from the Kindle version of the book published by IT Revolution.  The book includes a foreword, introduction, nine numbered chapters, a conclusion, and resources (we will not re-read this section). This works out to be 342 numbered pages for the Kindle Version. I have read this book twice, most recently during a book club (I hang around with geeks), and actively leverage the ideas from the book in my practice. Buy a copy today Whether you are just beginning fall or spring, I look forward to reflecting on Project to Product with you starting next Saturday. Upcoming Events The Agile Online Summit!  Tom Henricksen delivers one of the most innovative online conferences.  This year he has upped the bar again!  Please join the Premier Agile Online Conference from October 25th to 27th, 2021, Register at https://bit.ly/3mplqIK Next SPaMCAST  Next week we discuss transactive memory.  My wife remembers things like special events and then clues me in…if she is around. Coaches and Scrum Masters often act as the official process memory for teams until they don't. When they move on, the team more often than not forget and revert back to other ways of working. Transactive memory is efficient, a team is more than the accumulation of memories they all share, but has risks. I missed calling my father's on his birthday this year - a failure in so many ways but also a failure of transactive memory. Jeremy Berriault will also bring his QA Corner to the podcast.   

#100 #sampitroda #policyadvisor #sustainability We started "Change Transform India" India's 1st Future Tech meets Sustainability Podcast on 26th January 2020 with a vision to create conversations that raise awareness on exponential technologies, gather stakeholders, policymakers, enthusiasts & innovators to make sure technology is always human first. We are super stoked to share our 100th Episode with Mr. Sam Pitroda who is known as the Father of India's Computer and IT Revolution, he is an internationally respected telecom inventor, entrepreneur, development thinker, and policymaker who has spent 50 years in information and communications technology and related global and national developments. Credited with having laid the foundation for India's telecommunications and technology revolution of the 1980s, Mr. Pitroda has been a leading campaigner to help bridge the global digital divide. During his tenure as Advisor to Prime Minister Rajiv Gandhi, Mr. Pitroda led six technology missions. He was also the founder and first Chairman of India's Telecom Commission. In these plural roles, Mr. Pitroda helped revolutionize India's development philosophies and policies with a focus on access to technology as the key to social change. Mr. Pitroda served as Advisor to the Prime Minister of India Dr. Manmohan Singh on Public Information Infrastructure and Innovation, with the rank of a Cabinet Minister. He served as the Chairman of the Smart Grid Task Force, as well as the committees to reform public broadcasting, modernize railways, deliver e-governance, and other developmental activities and has written a new book titled " Redesign the World". we spoke about the pandemic, the Indian Govt's response to the pandemic, sustainability, atmanirbhar bharat, stimulus package, universal basic income, technology in governance, PM Modi, Fake Twitter Followers of leaders, Trolls, Paid Bots, Pegasus Project, Rahul Gandhi & his new book Redesign the world. Click the link to buy the Book- Redesign the World https://www.amazon.in/Redesigning-World-Global-Call-Action-ebook/dp/B091D5VHKB https://www.sampitroda.com/ https://www.linkedin.com/in/sampitroda https://twitter.com/sampitroda

Fragen und Vorschläge wie immer bitte an @opensourcecouch bei allen Sozialen Netzwerken. Am kommenden Samstag, dem 21.8. sind wir in Farbe (und bunt) beim FrOSCon mit einem Jahresrückblick zu sehen: https://programm.froscon.de/2021/events/2632.html Jubiläen 25 Jahre Smartphone https://www.spiegel.de/netzwelt/gadgets/nokia-communicator-der-klobige-auftakt-der-smartphone-aera-a-5a1522da-2601-4894-87d5-d07ba3b02fb2#ref=rss 40 Jahre IBM PC https://www.heise.de/hintergrund/40-Jahre-IBM-PC-der-Computer-der-ungewollt-die-IT-Revolution-einlaeutete-6163767.html 40 Jahren PC-Spiele https://www.heise.de/hintergrund/Microsoft-Adventure-Vor-40-Jahren-erscheint-das-erste-PC-Spiel-6163868.html Roger Penrose wird 90 https://www.heise.de/news/Kosmologe-Mathematiker-und-Zeichner-Roger-Penrose-wird-90-6158132.html 40 Jahre Chaos Computer Club https://www.golem.de/news/40-jahre-chaos-computer-club-herz-seele-und-stimme-der-nerds-2107-158512.html Themen Excel wandelt Genbezeichnungen in Datumsangaben um https://www.heise.de/news/Excel-wandelt-Genbezeichnungen-in-Datumsangaben-um-Problem-groesser-als-gedacht-6165902.html Impfzertifikate-Chaos https://www.heise.de/news/Apotheken-kaempfen-mit-digitalen-Impfzertifikaten-Sperrungen-per-Blacklist-6154498.html https://www.apotheke-adhoc.de/nachrichten/detail/panorama/impfzertifikate-so-kann-man-das-portal-austricksen/2/ Schadcode infizierte E-Books https://www.heise.de/news/Kindle-Mit-Schadcode-infizierte-E-Books-konnten-Amazon-Account-kapern-6157512.html Security-Oscars: And the Pwnie goes to … https://www.heise.de/news/Security-Oscars-And-the-Pwnie-goes-to-6157581.html Kräuterlikör-Kühlung für PC https://www.golem.de/news/fluessigkeitskuehlung-jaegermeister-kuehlung-fuer-pc-gebaut-2108-158868.html Das Klo ist schuld: Verrücktes Hardware-Problem https://www.gamestar.de/artikel/klo-internet-problem,3372315.html Wie ein Programmierer den Journalistenpreis gewann https://www.golem.de/news/pulitzer-preis-wie-ein-programmierer-den-journalistenpreis-gewann-2108-158372.html --- Send in a voice message: https://anchor.fm/opensourcecouch/message

It's undeniable that the role of software in any modern organisation is essential – untangling software from the organization is almost impossible today. With new solutions emerging as part of the low-code or no-code movement, what's the best way to organise around software effectively? Why is it so important to remove hand-offs between teams and to ensure that self-directed teams can be enabled by platforms? What are the overlaps between the world of DevOps and the work we're doing at Boundaryless around ecosystemic, and entrepreneurial organizations? To better understand these questions, we bring on Matthew Skelton, co-author with Manuel Pais of ‘Team Topologies: organizing business and technology teams for fast flow'. It's a seminal text that speaks about how to build the best team structure around the role that software has for your specific organisation. Matthew is recognised by TechBeacon in 2018, 2019, and 2020 as one of the top 100 people to follow in DevOps. He curates the well-known DevOps team topologies patterns at devopstopologies.com. He is also Head of Consulting at Conflux and specialises in continuous delivery, operability, and organisation dynamics for modern software systems.  In this conversation, Matthew helps highlight the real impact of digital transformation on companies, and what it means for team coordination. Join us as we explore key insights from his and Manuel's book ‘Team Topologies', low-code development platforms, API-drivenness, observability, and the impact of market validation and software-centric ways of organizing. Remember that you can always find transcripts and key highlights of the episode on our Medium publication: https://platformdesigntoolkit.com/podcast-S2E20-Matthew-Skelton    To find out more about Matthew's work: > Website: https://teamtopologies.com/  > LinkedIn: https://www.linkedin.com/in/matthewskelton/  > Team Topologies Academy: https://academy.teamtopologies.com/  > Team Topologies Partner Program: https://teamtopologies.com/partner-program    Other references and mentions: > Matthew Skelton and Manuel Pais, Team Topologies: Organizing Business and Technology Teams for Fast Flow, 2019: https://www.amazon.com/Team-Topologies-Organizing-Business-Technology/dp/1942788819   > IT Revolution: https://itrevolution.com/  > Domain Driven Design Community: https://www.dddcommunity.org/ > Core Domain Charts: https://github.com/ddd-crew/core-domain-charts > Conway's Law: https://en.wikipedia.org/wiki/Conway%27s_law  > “Building Extensible Platforms”, Shopify case study: https://m.youtube.com/watch?v=GqGNA8GnOOE&feature=youtu.be    Find out more about the show and the research at Boundaryless at www.platformdesigntoolkit.com/podcast   Thanks for the ad-hoc music to Liosound / Walter Mobilio. Find his portfolio here: www.platformdesigntoolkit.com/music Recorded on 7 June 2021.

In episode 34 of EnterpriseReady, Grant speaks with Gene Kim of IT Revolution. They discuss his journey to founding Tripwire, his prolific career as a DevOps author, and the positive social impacts technology adoption could have in the future.

In episode 34 of EnterpriseReady, Grant speaks with Gene Kim of IT Revolution. They discuss his journey to founding Tripwire, his prolific career as a DevOps author, and the positive social impacts technology adoption could have in the future. The post Ep. #34, The DevOps Transformation with Gene Kim of IT Revolution appeared first on Heavybit.

In episode 34 of EnterpriseReady, Grant speaks with Gene Kim of IT Revolution. They discuss his journey to founding Tripwire, his prolific career as a DevOps author, and the positive social impacts technology adoption could have in the future. The post Ep. #34, The DevOps Transformation with Gene Kim of IT Revolution appeared first on Heavybit.

In episode 34 of EnterpriseReady, Grant speaks with Gene Kim of IT Revolution. They discuss his journey to founding Tripwire, his prolific career as a DevOps author, and the positive social impacts technology adoption could have in the future.

This episode of The Idealcast features the second part of Gene Kim’s interview with Team of Teams coauthor and CrossLead CEO David Silverman and CrossLead Head of R&D Jessica Reif.  In this episode, they take up the topic of how internal marketplaces are structures that can connect mid-level leaders to each other, helping allocate scarce resources to where they're needed most, which enables the further unlocking of capacities. They discuss challenges around the cost of change and the new skills that mid-level leaders need in order to survive and thrive in an era where being functionally excellent in one’s own silo is not enough. They further talk about the similarities between special operations and agile, especially comparing and contrasting terms that further concretize concepts the agile and DevOps community have held for years but struggled to name. And finally, they discuss where we go from here. BIO: David Silverman Entrepreneur, bestselling author, and former Navy SEAL, David Silverman is the Founder and Chief Executive Officer of CrossLead, Inc. Founded in 2016, CrossLead is a technology company whose leadership and management framework is used by leaders and companies around the globe.   In 2015, David co-authored the New York Times bestselling leadership and management book Team of Teams: New Rules of Engagement for a Complex World. As a thought leader on culture change, high-performing teams, and leadership, he is a frequent guest speaker for business leaders and conferences around the globe. After his 13-year career as a Navy SEAL, David and a group of like-minded friends sought to reinvent the way the world does business in today’s dynamic environment. Based on their collective service in the world’s premier Special Operations Units, they devised a holistic leadership and management framework called CrossLead. Today, CrossLead is a leading framework for scaling agile practices across the enterprise. Implemented in some of the world’s most successful organizations, CrossLead drives faster time-to-market, dramatic increases in productivity, improvement in employee engagement, and more predictable business results.  Prior to CrossLead, David co-founded the McChrystal Group where he served as CEO for five years. A graduate of the United States Naval Academy, David served as a Navy SEAL from 1998-2011. He graduated Basic Underwater Demolition School (BUD/S) Class 221 in 1999 as the Honor Man. David deployed six times around the world, including combat deployments to Iraq, Afghanistan, and Southeast Asia where he received three Bronze Stars and numerous other commendations.  David serves on the advisory board of the Headstrong Project and is a member of the Young Presidents’ Organization. David lives in Washington, DC, with his wife, Hollis, and their two children. He maintains an active lifestyle as a waterman and runner.   Twitter: @dksilverman Linkedin: https://www.linkedin.com/in/david-silverman-648035a/ Website: https://www.crosslead.com/ Jess Reif                                                                                        Jessica Reif is the Director of Research & development for CrossLead Inc, where she leverages the latest management research to develop new approaches to increasing business agility for CrossLead’s clients. She leads CrossLead’s education efforts and has developed training programs that have been delivered to over 20,000 leaders. Previously, Jessica served as a Product Delivery Manager for applied machine learning and engineering teams at Oracle Data Cloud, where her role was to facilitate agile development among a team-of-teams. Jessica holds a B.S. in Industrial and Labor Relations from Cornell University. In her free time, she enjoys golfing, baking, and hiking.  Twitter: https://twitter.com/Jess_Reif Linkedin: https://www.linkedin.com/in/jessica-reif/ Website: https://www.crosslead.com/ YOU’LL LEARN ABOUT How internal marketplaces are structures that can connect mid-level leaders to each other and allocate scarce resources to where they are needed most Concept and terms found within the agile and special operations communities What happens when the cost of change is intolerably high New skills that midlevel need to survive and thrive to help organizations win   RESOURCES Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal, Tantum Collins, David Silverman and Chris Fussell The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints (Your Coach In A Box) by Dr. Eliyahu M. Goldratt Beyond The Phoenix Project: The Origins and Evolution Of DevOps by Gene Kim and John Willis Peter Skillman’s Ted Talk: Marshmallow Design Challenge Tom Wujec’s Ted Talk: Build a Tower, Build a Team The (Delicate) Art of Bureaucracy by Mark Schwartz Sooner Safer Happier by Jonathan Smart IT Revolution’s virtual library The Great Man Theory Transformational Leadership and DevOps - Dr. Steve Mayner Learning to be a Transformational Leader - Dr. Steve Mayner The Structure of Scientific Revolutions by Thomas S. Kuhn Paradigm shift Isaac Newton by James Gleick   TIMESTAMPS   [00:08] Intro [01:55] What parallels Jessica Rief sees in the technology domain [08:56] What Steve Spear’s story means to David Silverman [14:47] Empowerment is not inherently a good thing [20:35] The Core, Chronic Conflict and the Marshmallow Challenge [28:28] Leaders, get comfortable with the unknown and trust somebody [37:39] Micromanagement in the technology space [41:11] IT Revolution’s new books and virtual library [42:39] Advice to micromanagers [46:34] Auditing your time appropriate to your level of leadership [48:28] Solving problems closer to the edge [53:20] The role of mid-level management [58:47] What skillsets are important to winning [1:07:22] Leadership theories [1:08:47] How Team of Teams has affected daily work [1:18:32] How to contact Jessica and David [1:19:40] Thomas Kuhn’s Paradigm shift [1:23:22] Newton’s three laws of motions [1:25:35] Outro

Another learning and talks about the Future of Pets and Technolog. Satyan Pitroda popularly known as Sam Pitroda (born 16 November 1942) is an Indian telecom engineer, inventor and entrepreneur. He is popularly known as the Father of India's Computer and IT Revolution as he helped Prime Minister Rajiv Gandhi in bringing computerisation as an advisor to the PM. He was also an advisor to the PM during Dr. Manmohan Singh's tenure. He was born Titlagarh in the eastern Indian state of Odisha to a Gujarati family.   get a Chance to call in every day at 11 AM CST! Follow The Wolfkeeper

Jeffrey and Squirrel had very different experiences at recent tech conferences including DOES London/Virtual. We describe what worked and what didn't for us, and how listeners can apply the lessons to their own remote attendance at conferences and meetings. SHOW LINKS: Audiobook Companion at IT Revolution site: https://itrevolution.com/agile-conversations Podcasts on remote working and affordances: https://www.conversationaltransformation.com/posts/active-listening-for-remote-working/ https://www.conversationaltransformation.com/posts/missingaffordances/ Alistair Cockburn's People and Methodologies in Software Development: https://www.researchgate.net/publication/253582591_People_and_Methodologies_in_Software_Development Links from DOES London Virtual: https://docs.google.com/document/d/1FsWkeoweWDPYjDDbukCnH4Hj3LLRV3RobIUKa2qWdwk/edit DOES London Virtual Slack archive: https://devopsenterprise-archive.itrevolution.com/ask-the-speaker-keynote/2020-06-25 Episode transcript: https://www.conversationaltransformation.com/posts/lessons-for-remote-work-from-does-london-virtual/ --- Our new book, Agile Conversations, is out now! See https://conversationaltransformation.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@conversationaltransformation.com

Once again we speak with a fellow author - Mik Kersten. His book Project to Product explains, among many other things, why you shouldn't assign developers to more than one value stream—and what a value stream is, anyway! SHOW LINKS: - Mik Kersten: https://projecttoproduct.org - Project to Product: https://projecttoproduct.org/about-the-book/ - IT Revolution discount on 11 May 2020: https://twitter.com/ITRevBooks *** 
 Our new book, Agile Conversations, will be out 12th May 2020! See https://conversationaltransformation.com where you can pre-order and get a free video when you join our mailing list! 
 We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@conversationaltransformation.com

Ob Spürhunde an Flughäfen bald durch riechende Maschinen ersetzt werden können und ob Biotechnologie vielleicht die viel mächtigere Technologie als die IT-Revolution ist, diskutieren Miriam Meckel und Léa Steinacker im ada Podcast.

We were excited to sit down with Gene Kim, CTO of IT Revolution and co-author of The Phoenix Project, The DevOps Handbook, and most recently Accelerate. We got to ask Kim some juicy questions including: What role do you play in the DevOps ecosystem? If you could go back in time and do it all over again, what would you do differently and why? How close are we to achieving all of the benefit of DevOps? And (drum roll) what is the functional definition of DevOps? Accenture | SolutionsIQ’s Greg Bledsoe hosts at the DevOps Enterprise Summit 2018 in Las Vegas. Reach Gene Kim on Twitter at https://twitter.com/RealGeneKim  Find the books mentioned: The Phoenix Project itrevolution.com/book/the-phoenix-project/ DevOps for the Modern Enterprise itrevolution.com/book/devops_modern_enterprise/Accelerate by itrevolution.com/book/accelerate/And more on IT Revolution website itrevolution.com/devops-books/ The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Mirco Hering is a DevOps expert with Accenture. He is also an accomplished blogger and now a DevOps author. His book DevOps for the Modern Enterprise from IT Revolution is available on Amazon and other sites that sell books. Mirco in his role with Accenture is also very tuned into the Asia-Pacific region's DevOps scene, as well as Europe. We discuss a little bit about both AP and Europe as well as a preview of DOES London 2018. Great conversation with a real DevOps practitioner.

Involving citizens in the governance of public services - education, housing, transport - holds out the promise of more responsive, better run and more democratically accountable services. But it is a big ask.  Many people won't have the experience, the time or the confidence to get involved. In this podcast, which was first broadcast on the New Books Network, Heath Brown talks to Daniel Altschuler about the factors that can help ensure successful participatory governance. This question has long drawn the interest of scholars in political science. The promise of increasing civic engagement through institutions that allow citizens to participate has been studied extensively, but often in urban environments. Daniel Altschuler and Javier Corrales  build on this literature in their book, The Promise of Participation: Experiments in Participatory Governance in Honduras and Guatemala, but shift to rural parts of Honduras and Guatemala. The book focuses on Community Managed Schools and the participation of parents in school administration. Their extensive study demonstrated positive impacts on organisational learning and civic engagement for participating parents, but they conclude that it is crucial to offer training and support. If you enjoyed this podcast, why not check out others on the New Books Network, like  PAUL-BRIAN MCINERNEY's From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market    

Paul-Brian McInerney is assistant professor of sociology at the University of Illinois-Chicago. He is the author of From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market (Stanford University Press 2014). McInerney’s book tells the fascinating history of the Circuit Riders and NPower, the leading organizations in the nonprofit information technology social movement of the late 1990s. He ties together excellent elite interviews with social movement leaders with a clear institutional history of the time period. There is so much for political scientists, sociologists, and economists to learn about how social movements work. For listeners, McInerney mentions one of the presentations made to funders to support the movement. See Rob Stuart’s Circuit Rider presentation here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Paul-Brian McInerney is assistant professor of sociology at the University of Illinois-Chicago. He is the author of From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market (Stanford University Press 2014). McInerney’s book tells the fascinating history of the Circuit Riders and NPower, the leading organizations in the nonprofit information technology social movement of the late 1990s. He ties together excellent elite interviews with social movement leaders with a clear institutional history of the time period. There is so much for political scientists, sociologists, and economists to learn about how social movements work. For listeners, McInerney mentions one of the presentations made to funders to support the movement. See Rob Stuart’s Circuit Rider presentation here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Paul-Brian McInerney is assistant professor of sociology at the University of Illinois-Chicago. He is the author of From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market (Stanford University Press 2014). McInerney’s book tells the fascinating history of the Circuit Riders and NPower, the leading organizations in the nonprofit information technology social movement of the late 1990s. He ties together excellent elite interviews with social movement leaders with a clear institutional history of the time period. There is so much for political scientists, sociologists, and economists to learn about how social movements work. For listeners, McInerney mentions one of the presentations made to funders to support the movement. See Rob Stuart’s Circuit Rider presentation here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Paul-Brian McInerney is assistant professor of sociology at the University of Illinois-Chicago. He is the author of From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market (Stanford University Press 2014). McInerney’s book tells the fascinating history of the Circuit Riders and NPower, the leading organizations in the nonprofit information technology social movement of the late 1990s. He ties together excellent elite interviews with social movement leaders with a clear institutional history of the time period. There is so much for political scientists, sociologists, and economists to learn about how social movements work. For listeners, McInerney mentions one of the presentations made to funders to support the movement. See Rob Stuart’s Circuit Rider presentation here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Paul-Brian McInerney is assistant professor of sociology at the University of Illinois-Chicago. He is the author of From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market (Stanford University Press 2014). McInerney’s book tells the fascinating history of the Circuit Riders and NPower, the leading organizations in the nonprofit information technology social movement of the late 1990s. He ties together excellent elite interviews with social movement leaders with a clear institutional history of the time period. There is so much for political scientists, sociologists, and economists to learn about how social movements work. For listeners, McInerney mentions one of the presentations made to funders to support the movement. See Rob Stuart’s Circuit Rider presentation here. Learn more about your ad choices. Visit megaphone.fm/adchoices