Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Nomophobia (/’noʊ-moʊ-‘foʊ-biː-ə/; noh-moh-pho-bee-ah): Fear of being without one’s mobile phone. No-mobile-phobia, or nomophobia, is probably one of the great universals of the day. This newly minted word describes a real problem internationally, as we all grow ever more attached to the tiny devices that dominate our lives. The word appeared on both British and American captioning professionals’ lists. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

Rational anaysis is hard to find in real life: But in Elkhart, people have jobs they didn’t have six years ago, and they’re working more hours. Their homes are worth more than they were before Obama took office, on average, and their paychecks are fatter than they used to be. Yet Obama is, and will likely remain, the president who didn’t do anything right. Link

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

A nice discussion that highlights the complexity id trade policy and, thus, rhe high risks of fucking it up. I like this critique of trade criticism: What makes Navarro’s critique challenging is that it’s not wholly wrong, at least from the American worker perspective, yet it’s not particularly actionable. So often, that last part is overlooked: you have to actually be able to on something, despite the past. Until we have time machines, finding flaws and suggesting how we should have fixed them is little use on its own.

It’s the end of the year - might as well be over once I wrap up today. On the other hand, if you’re in sales, it’s hardly the end of the year. It might be the most white-knuckling two weeks left. I’m sure glad I don’t do that work. Infrastructure Software in 2016 summerized Coté Content 2017 Predictions, Software Defined Talk In the last episode we make whacky predictions (not too whacky, actually) for 2017.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

The big takeaway is that small increases in IT budgets are the new normal. Unlike previous recoveries, we have not seen a large jump in IT spending over the past five years. So if a CIO is only seeing a two or three percent increase this year, he or she should understand that is pretty much in line with other companies. See more guidance charts on IT priorities, n=190.

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

Integration talk, plus the idea of IT becoming BT: “business technology.” Link

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has awhole slew of updates across the board. My selective highlights: Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support). Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput. Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

When we’re talking with customers about the value that Puppet brings to them, invariably we talk about the future, and the future in their mind in some ways includes containers. There’s a lot experimentation going on. There’s a lot of Docker work being done and container work being done, Kubernetes work being done on their laptops. The conversations we have with them is how does Puppet help you bring it into production, into mission-critical production?

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

The app, scheduled to launch in summer 2017, is designed to make it easier for truck drivers to find shippers that need goods moved, much like the way Uber connects drivers with riders. It would also eliminate the need for a third-party broker, which typically charges a commission of about 15% for doing the middleman work. This is one of those “software is eating the world” things that I would have thought existed already.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

When Autonomy was negotiating a sale to an end user, but couldn’t close the sale by quarter’s end, Egan would approach the resellers on or near the last day of the quarter, saying the deal was nearly done. Egan coaxed the resellers to buy Autonomy software by paying them hefty commissions. The resellers could then sell the software to a specified end user – but Autonomy maintained control of the deals and handled negotiations with the end user without the resellers’ aid.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

Some tactical advice, with some small survey figures: It was a small survey of 79 people, which isn’t particularly surprising since there aren’t that many developer relations roles. Some of the top skills needed to be successful in developer relations include communication, technical, and empathy. They also travel to a lot of events, 50 percent attend more than 15 events per year and 55 percent of them plan to attend even more next year.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

only 10% of organizations surveyed by Gartner are expected to close their on-premises data centers by 2018 Much of Pivotal’s business is on-premises, very much if it. However, most large organizations I talk with really want to get to much more public cloud as soon as possible. They look to Pivotal Cloud Foundry’s multi-cloud compatibility to help them down the line with that. For example, Home Depot is starting to move applications to Google Cloud.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

Once again, the key metric of new software license sales was off—falling 19% to $1.35 billion compared to last year, and missing analysts’ expectations of $1.44 billion. On the other hand: “Our cloud revenue will be larger than our new software license revenue next fiscal year, when the transition will be largely complete.” And: “Our cloud applications goal is to be the world largest and most profitable SaaS company.

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

New CEO at BMC, with previous one moving up the board: “Leav is succeeding BMC’s 16-year President and CEO Bob Beauchamp, who will continue to serve as chairman of BMC board.” Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Customers scan the Amazon Go app on their smartphone as they enter the store. The company spent four years developing “just walk out” technology, which detects when items are picked up or returned to shelves and “keeps track of them in a virtual cart,” Amazon said. There’s no checkout line — just leave the store with your groceries, and Amazon will charge your account. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

Lots of specific middleware - like targeting mobile users - and a VPS offering, among many other things. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

The wider Cloud Native ecosystem is, however, a very disparate and confused place. We anticipate a significant level of consolidation over the next twelve to eighteen months with some clear winners emerging. The emergence of several opinionated distributions of Kubernetes is hardly a surprise and this space will expand a little further before settling down. Link

I’m in New York today for a quick meeting, ostensibly on DevOps, but as ever on how organizations can do software better. “DevOps” has increasingly become the term people use when they mean “doing all that new stuff, in new ways.” Vendors, like Pivotal, have tried to use the phrase “cloud native” to describe it, but that hasn’t stuck too much outside of the vendoring and chattering class. The key phrases, I’d say, are:

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

I get asked to talk on DevOps a lot. Here’s my current (late 2016 and 2017) presentation, going over the why’s, the how’s, the technologies, and the meatware that supports including some best and worst practices based on what Pivotal customers do. See the newer slides with big pictures on most slides, and some of the older slides Also, here’s a more blatantly pro-Pivotal (and longer) version that you might have seen, esp.

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

[Gallery images not available] Like reading about doing agile, DevOps, and “cloud native” in the real world? Check out my little booklet on that topic drawing from failures and success at large organizations that I’ve observed over the past few years. Get it here. A Chinese version is also available. I often present on this topic too. I have a new, updated version of this book in development. Check out the draft!

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

Check out my review of the DevOps Handbook and Start and Scaling DevOps in the Enterprise over on The New Stack. Unsurprisingly, I liked both of them, esp. the second: What I find so helpful, and even thrilling, about Gruver’s book, is that it’s exacting in its instructions and walks through several what-if scenarios for addressing common problems that come up when applying agile and DevOps at scale. Plus, it’s the perfect size for a book of this type: about 90 pages that’ll take you about 90 minutes to read.

It’s turkey time! In the US at least. There’s a few pieces of my content below and some links. I’m hoping to just have two more trips this year, but we’ll see what Q4 demands have.  I’ll be at the Gartner AS&S conference in December. Come on by the Pivotal booth to say hi if you’re there. One of our customers, from Home Depot, is speaking as well. It should be a good talk.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

A round-up of all sorts of container stacks, and some advice on what to do: Therefore, the key lessons learned from this event (from developer’s perspective): Do not focus on developing code for the container under the hood. Care instead about the business logic. Implement your microservices in a vendor agnostic way. Do not make the same fault as we all did with J2EE / Java EE where all vendors used the same standard specifications, but still offered many vendor-dependent features and “added value” in their specific “standard implementation”.

The long break is coming up - Thanksgiving and then Christmas, the holidays as it were. For sales people, Q4 of course is anything but a break, so hug your sales person. Getting paid, podcast editionI got a few offers sponsoring the Software Definded Talk podcast. It looks like we could get about $75 an episode (split three ways after costs). We’re at just north of 2,000 downloads per episode (over a few weeks).

It’s the day before elections in the US. If you haven’t already, go out and vote. Kim and Cormac are up in Ohio block walking to get out the vote, which is amazing. In retrospect, I should have gone with them. I’ll have to remedy that for the next elections, about two year’s time I suppose. Help me finish this PDF Back when it was 37 pages. I’ve been posting some excerpt here and there from this PDF I’m working on: pulling together all the “so, how do we do better software here?

There’s not much to say at the moment, just some travel here and there before Thanksgiving and then Christmas. The end of the year is fun, it cools down and you get to see family. I’m trying to wrap up my big PDF for this year, the “second edition” of my cloud native journey book, check out a new excerpt for y’all below. There’s also some content of mine and, as always, fun links.

After 10 years of business travel, this is how I cope at the airport: You’ll get there, even if you’re late. Don’t worry about lines, just wait in them. Few people know what they’re doing here, don’t let their stress stress you out. There are no special snowflakes, unless you have a doctor’s note. The word of airline staff is law, you can’t argue against the agent of the FAA.

The premise of this book, for most anyone, is painfully boring: planning out and project managing the installation of COTS software. This is mostly lumbering, on-premises ERP applications: those huge, multi-year installs of software that run the back office and systems of record for organizations. While this market is huge, touches almost every company, and has software that is directly or indirectly touched by almost everyone each day (anytime you buy something or interact with a company)…it’s no iPhone.

This post is pretty old and possibly out of date. There’s updates on this topic and more in my book, Monolithic Transformation. Every journey begins with a single step, they say. What they don’t tell you is that you need to pick your step wisely. And there’s also step two, and three, and then all the n + 1 steps. Picking your initial project is important because you’ll be learning the ropes of a new way of developing and running software, and hopefully of running your business.

Make sure to go vote, early if possible! This issue is a round-up of some links and content I’ve been up to since last time. I’ve had the iPhone 7 Plus for several weeks now. I really, really like it. I was afraid it’d be too big, but I think it’d perfect. I just updated to iOS 10.1 which has the “portrait mode.” I’m eager to see how that works; hopefully I can finally take a new headshot photos.

Fall is finally coming to Austin, which means it’s nice and cool. With a long lull in travel, I’ve been working on a second edition of my “cloud native journey” PDF. See a fragment of it below, on outsourcing. Meanwhile, I’m reading through the DevOps Handbook to write a review. Outsourcing and DevOps, it’s a problem An excerpt from the second edition of my cloud native journey booklet. This is from the second section where I cover the common questions and “barriers” to doing DevOps/Agile/cloud native/whatever you want to call it.

I cut the below montage-y overview of the history of enterprise open source from a Register piece I’m working on. Here it is! For me, the dawn of enterprise open source was somewhere around 2001 when IBM committed billions of dollars to shoring up Linux. Around this same time, the Eclipse Foundation (also launched by IBM) started it’s IDE market re-rigging, and the Apache Web Server was climbing the hill to market dominance piloting the way for the rest of the Apache Software Foundation.

Apple has put out three new things - the phone, the watch, and the OS - which we discuss. And then Oracle announced it’s destroying Amazon, which is fun. We start it all off with a word-salad of the usual nonsense and deodorant talk. Also see full show notes.

Apple has put out three new things - the phone, the watch, and the OS - which we discuss. And then Oracle announced it’s destroying Amazon, which is fun. We start it all off with a word-salad of the usual nonsense and deodorant talk. Also see full show notes.

It’s all fundings, divestitures, and acquisitions this week. Hashicorp gets some cash, HPE sells off it’s software group to Micro Focus, and Google buys Apigee…plus Twitter acquisition rumors. Plus sentient carpets. Also see full show notes.

It’s all fundings, divestitures, and acquisitions this week. Hashicorp gets some cash, HPE sells off it’s software group to Micro Focus, and Google buys Apigee…plus Twitter acquisition rumors. Plus sentient carpets. Also see full show notes.

I get all ants-in-pants about this whole bi-modal discussion because I feel like it’s a lot of energy spent talking about the wrong things. This came up recently when I was asked about “MVP”, in a way that basically was saying “our stuff is dangerous [oil drilling], so ‘minimal’ sounds like it’d be less safe.” I tried to focus them on the “V” and figure out what “viable” was for their situation.

While HPE is getting $2.5bn in cash, the whole deal value is more like $8.8bn, the non-cash being stock. More details: The Numbers “Under the deal, HP Enterprise shareholders are expected to end up with Micro Focus shares currently valued at about $6.3 billion. Micro Focus will pay HP Enterprise $2.5 billion in cash.” (WSJ) There’s about 12,000 people in HPE Software. (WSJ) HPE Software revenue: “HPE’s software unit generated $3.

With summer over, there’s a new round of conferences, and my kids are back at school. My 6-year-old, Cormac, is starting 1st grade. We looked around at lot of schools for him and settled on the Lake Travis STEM Academy. I went to public school all my life - and a state college (I mean, a not too fucking shabby one) - so I’ve been really curious to see how private schools pan out.

We discuss the fun, changing land of the software stack… Also see full show notes.

We discuss the fun, changing land of the software stack… Also see full show notes.

The Docker forking hoopla is providing an interesting example, in realtime, of how open communities figure out monetization. #RealTalk: Open communities are not immune to C.R.E.A.M. One of the most important decisions an open source community makes is where and how it will make money. I always liked Eclipse’s take because they’re mega clear on this topic; the ASF plays this goofy game where they try really hard to pretend they don’t need to answer the question, which itself is an answer, resulting in only the occasional quagmire; Linux has a weird situation where RedHat figured out This One Cool Trick to circumvent the anti-commercial leanings of the GPL; MySQL has a weird dual licensing model that I still don’t fully grasp the strategic implications of; RIP Sun.

This week we discuss Rackspace going private and the OpenStack cloud scenarios that could have been. We also cover Matt Ray’s first trip to New Zealand where, sadly, he finds no Power Ranger monuments. Also, a little bi-modal flavor for ya. Also see full show notes.

This week we discuss Rackspace going private and the OpenStack cloud scenarios that could have been. We also cover Matt Ray’s first trip to New Zealand where, sadly, he finds no Power Ranger monuments. Also, a little bi-modal flavor for ya. Also see full show notes.

There’s always good food in the enterprise sales meeting racket: gourmet pimento cheese, sushi and sake, and booze. Also, the Gartner magic quadrant for IaaS in out, which we discuss. With layoffs at Cisco we look at the broader numbers around layoffs in the tech sector. Before recommendations we briefly talk about Walmart buying Jet. Also see full show notes.

There’s always good food in the enterprise sales meeting racket: gourmet pimento cheese, sushi and sake, and booze. Also, the Gartner magic quadrant for IaaS in out, which we discuss. With layoffs at Cisco we look at the broader numbers around layoffs in the tech sector. Before recommendations we briefly talk about Walmart buying Jet. Also see full show notes.

Since last time, I was at SpringOne Platform and took a week off for beach-time. Both were fun. I have very little travel over the next few, well, months. I’ll be speaking up at DevOpsDays Dallas, Sep 15th and 16th. With this “downtime” - we’ll see if I actually do it - but I’m hoping to work on a second edition/sequel to my “Cloud Native Journey” book from last year. Over the past year I’ve collected a sort of FAQ that large companies us about DevOps, microservices, PaaS, continuous delivery, and agile (you know, “cloud native”).

With Matt securely setup in Australia, we get the low-down on the down under. We also discuss rumors of HPE and Rackspace going private and catch up on Verizon buying Yahoo! Also see full show notes.

With Matt securely setup in Australia, we get the low-down on the down under. We also discuss rumors of HPE and Rackspace going private and catch up on Verizon buying Yahoo! Also see full show notes.

I have a larger piece on common objections to “cloud native” that I’ve encountered over the last year. Put more positive, “how to get your digital transformation started with a agile, DevOps, and cloud native” or some such platitudinal title like that. Here’s a draft of the dread-ROI section. The most annoying buzzkill for changing how IT operates (doing agile, DevOps, taking “the cloud native journey,” or whatever you think is the opposite of “waterfall”) is the ROI counter-measure.

Elisabeth Greenbaum Kasson asked me recently for advice on working with legacy applications. Check out her piece on it. Here’s the full reply I sent to her in email: Her topics: - The steps someone could take to get themselves up to speed on their employer’s legacy software. - How this knowledge can make them indispensable (I know that term is relative) - Why this type of expertise is so necessary, especially when it comes to integrating said software with new and/or evolving products.

tl;dr Recently, I’ve been in conversations where people throw some doubt on DRY. In the cloud native, microservices mode of operating where independent teams are chugging along, mostly decoupled from other teams, duplicating code and functionality tends to come more naturally, even necessarily. And the benefits of DRY (reuse and reducing bugs/inconstancy from multiple implementation of the same thing), theoretically, no longer are more valuable than the effort put into DRYing off.

I’ll be in Las Vegas two weeks in a row, which is a rarity. Las Vegas was a frequent destination when I was an analyst at RedMonk and 451: big vendors like IBM and Microsoft love to put on shows here. I suppose it’s cheap, easy to get to, and has rooms a-plenty. The perfect combination. Next week is Pivotal’s big, annual conference, SpringOne Platform. I’m speaking twice, my 5 minute Ignite talk on surviving BigCo corporate culture and then my DevOps/Agile/Everything stump-speech.

Is anyone minding the business side of these container orchestration plays? That’s the main topic we discuss after doing over recent Docker announcements. We then discuss the state of tech journalism and throw out a free business plan for left-ish fried chicken slinging. Also see full show notes.

Is anyone minding the business side of these container orchestration plays? That’s the main topic we discuss after doing over recent Docker announcements. We then discuss the state of tech journalism and throw out a free business plan for left-ish fried chicken slinging. Also see full show notes.

Last week I had a tiny tour of Poland, speaking in Warsaw and in Devoxx in Krakow. It was fun! I got to give the long version of my “Surviving and Thriving in BigCo’s talk” and also the “Better Ways of Doing Software” stump speech, as it were. Tragically, I missed the pigs on a spit. Right now I’m up in Chicago at an EPA tech summit where I gave an overview of agile for orginizers such as theirselves.

With two surprise acquisitions this week we have a lot of synergies to discuss. We cover Samsung picking up Joyent, and Microsoft buying LinkedIn. Highly related is a recent article trying to explain what’s going on with private equity buying tech companies. Then, we discuss the big news from chef we’ve been waiting for: the announcement of habitat. Also see full show notes.

With two surprise acquisitions this week we have a lot of synergies to discuss. We cover Samsung picking up Joyent, and Microsoft buying LinkedIn. Highly related is a recent article trying to explain what’s going on with private equity buying tech companies. Then, we discuss the big news from chef we’ve been waiting for: the announcement of habitat. Also see full show notes.

What’s more delightful than finding a cup of coffee you forgot about earlier in the morning? Bonus coffee, more than you thought was left. I have some trips coming up, not least of which is the week in Poland. I’ll be speaking at a meet-up in Warsaw and then twice at Devoxx.PL in Kraków. Hopefully this poison ivy I have will be abated as much as possible by my flight!

What’s more delightful than finding a cup of coffee you forgot about earlier in the morning? Bonus coffee, more than you thought was left. I have some trips coming up, not least of which is the week in Poland. I’ll be speaking at a meet-up in Warsaw and then twice at Devoxx.PL in Kraków. Hopefully this poison ivy I have will be abated as much as possible by my flight!

While Texas moistens up, we talk about the morals of rich tech folks suing journalists, the state of open source business, the history of the BI market, and how to use the Meeker decks. Check out the full show notes for links to the recommendations, conferences, and tech news items we didn’t get to cover. Also see full show notes.

While Texas moistens up, we talk about the morals of rich tech folks suing journalists, the state of open source business, the history of the BI market, and how to use the Meeker decks. Check out the full show notes for links to the recommendations, conferences, and tech news items we didn’t get to cover. Also see full show notes.

The nook of the IT world I operate in now - application development and delivery - had a good event this week in the Cloud Foundry Summit. This is the annual meeting of the open source foundation and community built around Cloud Foundry. There are several distributions of the core project, I of course work at Pivotal where we offer Pivotal Cloud Foundry (to much momentum over the past year). Sam gives a good overview of the event if you’r interested.

After we learn how to divide by eight, we discuss Uber being shut-down in Austin, then a recent case for hypervisors aging out. Also, we all agree that we’re way too old to consider anything new. Also see full show notes.

After we learn how to divide by eight, we discuss Uber being shut-down in Austin, then a recent case for hypervisors aging out. Also, we all agree that we’re way too old to consider anything new. Also see full show notes.

This week I’m at OSCON in Austin - loads of people are in-town! Next week I’ll be at CF Summit in Santa Clara. It’s a good chance to see people talking about “cloud native” and they’re applying it at their company. I’ve got a 20% discount code if you want to register. DevOpsDays Seattle last week was good fun. The foot-traffic by our table was excellent. During breaks it was so loud you could barely hear people talking.

This week it’s DevOpsDays Seattle after a few days at home. I have two extra passes to give out to that conference if you’re interested, plus a discount code, per usual. Check out cote.io/promos for that code plus discounts to other DevOpsDays, OSCON Austin, and the Cloud Foundry summit. OSCON is next week in Austin, which will be fun! Coté ContentChange review boards aren’t helpful — www.theregister.co.uk My monthly column at The Register looks at one of the findings of the DevOps studies: One of the more wickedly astonishing findings from the current DevOps Report is that change review or advisory boards have little effect on a company’s performance.

It’s the thick of conference season. I was at DevOpsDays earlier this week, and Agile & Beyond right now. Next week it’s DevOpsDays Seattle, then OSCON in Austin, and the CF Summit. If you want to go to any of these, I have registration discount codes for many of them, check out cote.io/promos. Coté Content “Use Balanced Teams to Suck Less at Software” in Built to Adapt My write-up of “staff your application team with all the roles needed for the full life-cycle of the application.

This week, we discuss DevOpsDays Austin, Pivotal’s funding round, and some follow-up for the OpenStack Summit: turns our Gartner doesn’t hate them. Also, with the new ping-model out, we discuss the potential for peak ping pong. Also see full show notes.

This week, we discuss DevOpsDays Austin, Pivotal’s funding round, and some follow-up for the OpenStack Summit: turns our Gartner doesn’t hate them. Also, with the new ping-model out, we discuss the potential for peak ping pong. Also see full show notes.

The OpenStack Summit was pretty good stuff. Coming up next week is DevOpsDays Austin where I’ll be speaking on Tuesday and staffing the table. I’m then off to the Agile and Beyond conference to talk better ways of doing software and unicorns. Hopefully I’ll see y’all around, otherwise, keep apprised of the Twitters for any hijinks. Promos, ads, discount codes Coté Content Rather than subject you to a big text block of ads and such - and save myself from typing it all the time - I put all the conference discount codes and ads I have on one page: http://cote.

OpenStack is crawling its way into the plateau of productivity, we submit, during this week of the OpenStack Summit. We also discuss the recent Docker survey findings, and some overly precise number on private vs. public cloud adoption. Coté also manages to insult the entire Eastern seaboard, esp. Annapolis. Also see full show notes.

OpenStack is crawling its way into the plateau of productivity, we submit, during this week of the OpenStack Summit. We also discuss the recent Docker survey findings, and some overly precise number on private vs. public cloud adoption. Coté also manages to insult the entire Eastern seaboard, esp. Annapolis. Also see full show notes.

I’ll be at the OpenStack Summit in Austin this week, meandering about talking with folks, at the Cloud Foundry Foundation booth a few afternoons, getting some pancakes and breakfast tacos with The New Stack folks, visiting with some analysts and other in-town, and moderating a panel on developer marketing Thursday morning. Also, I got my second hair and beard cut from Abby Gapko. She does great work here in Austin and ain’t too expensive.

Hello again. It’s been raining cats and dogs here in Austin, worse over there in Houston. We lived in years of draught, so downpours are always miraculous. I think the lake is even full now, after God knows how long of being way under. Conferences The Spring conference season is on. You know if someone says “conference season” they go to (too many?) conferences for work. I’ve had to miss out on DevOpsDays London where I would have been speaking this week, but will be at all sorts of other conferences over the next few months:

Things are thin this episode as I took some time off for family. “An ongoing battle"“Beer versus scientist represented a kind of schism between the banality of speech versus the originality of thought. An ongoing battle.” From Authority, delightfully “new weird.” Coté ContentDevOps isn’t just about the new: It’s about cleaning up the old, too — www.theregister.co.uk My monthly DevOps column at The Register, here on dealing with legacy IT. I’m way too happy with myself about the eating cereal over the sink part.

Hello there, welcome to the second re-birth issue. Go to a conference on the cheap! Discount Codes I round up all sorts of discount codes for conferences and such, here’s what I got so far:

Get $50 off DevOpsDays Minneapolis, July 20th and 21st, with the code SDT2016. I’ll be getting some for Chicago and Seattle sometime too. Get 20% off registration for the Cloud Foundry Summit, May 23rd to 25th, with the code CF16COTE.

Most of what we do as white-collar workers is help our organization come to a decision. What new geographies to sell our enterprise software and toothpaste in, what pricing to make our electric razors and cranes, which people to fire and which to promote, or how much budget is needed according to the new corporate strategy. Even in the most cynical corporate environment, asking questions — and getting answers! — is the best, primary way to set the stage for making a decision.

One of the more eye-rolling tactics of white collar workers is what I call “fence painting”: an employee somehow gets someone else to do work for them. This can be as simple as coasting off budget, but the more insidious practice is to get other outside your chain of command to do work for you. Most of us have experienced this: days after The Big Meeting you suddenly think “why am I up at 11am working on this report for Scopentholler?

Hello there! Let’s be honest, the highly manual-driven newsletter of mine was mostly dead. I stumbled across Revue.co which looks like the exact level of automation needed to make me more successful at sending out newsletters. I’ll try for every few days and first and see what happens. I imported the 107 existing subscribers I had in tinyletter, apologies if you don’t like this shift, feel free to unsubscribe, of course!

In corporate meetings, oftentimes one person figures out a problem and comes up with a solution. Equally often, multiple people in the meeting like the re-iterate the point in their own words, adding 5–10 minutes more to the meeting. Once the epiphany and decision is made, everyone should just close the issue, and move on. No need for people to comment on it more. For example, in one company I worked for we were discussing a software product name.

A kingmaker in the making. I’ve talked with an old colleague about pitching a developer-based strategy recently. They’re trying to convince their management chain to pay attention to developers to move their infrastructure sales. There’s a huge amount of “proof” an arguments you can make to do this, but my experience in these kinds of projects has taught me that, eventually, the executive in charge just has to take a leap of faith.

Hey, I’ve not only seen this movie before, I did some script treatments: Chief Executive Officer John Chambers is aggressively pursuing software takeovers as he seeks to turn a company once known for Internet plumbing products such as routers into the world’s No. 1 information-technology company. … Cisco is primarily targeting developers of security, data-analysis and collaboration tools, as well as cloud-related technology, Chambers said in an interview last month.

This post is pretty old and possibly out of date. There’s an updated version of it in my book, Monolithic Transformation. In contrast to the way traditional organizations operate, cloud native enterprises are typically comprised of self-motivated and directed teams. This reduces the amount of time it takes to make decisions, deploy code, and see if the results helped move the needle. More than just focusing on speed of decision making and execution, building up these intrinsically motivatedteams helps spark creativity, fueling innovative thinking.

Explained like this, this makes a lot a sense: “When accepting a task, this philosophy proposes immediately allocating time in the calendar to accomplish it. Consider the due date, the time required, and the relative importance. Then book the slot…. This extra step reinforces the rigid time constraint immediately, not later when I’m staring at a lengthy to-do list and wondering where to begin. Each yes to a commitment is an implicit no to another.

Explained like this, this makes a lot a sense: “When accepting a task, this philosophy proposes immediately allocating time in the calendar to accomplish it. Consider the due date, the time required, and the relative importance. Then book the slot…. This extra step reinforces the rigid time constraint immediately, not later when I’m staring at a lengthy to-do list and wondering where to begin. Each yes to a commitment is an implicit no to another.

Explained like this, this makes a lot a sense: “When accepting a task, this philosophy proposes immediately allocating time in the calendar to accomplish it. Consider the due date, the time required, and the relative importance. Then book the slot…. This extra step reinforces the rigid time constraint immediately, not later when I’m staring at a lengthy to-do list and wondering where to begin. Each yes to a commitment is an implicit no to another.

$2.3T estimated for global IT spend in 2016, with the US seeing the most growth, 1% in Western Europe, and growth slowdowns in India and China. Source: 2016: the year IT sales will go sdrawkcaB • The Register

$2.3T estimated for global IT spend in 2016, with the US seeing the most growth, 1% in Western Europe, and growth slowdowns in India and China. Source: 2016: the year IT sales will go sdrawkcaB • The Register

$2.3T estimated for global IT spend in 2016, with the US seeing the most growth, 1% in Western Europe, and growth slowdowns in India and China. Source: 2016: the year IT sales will go sdrawkcaB • The Register

“In addition, the government plans to increase PaaS spending from $227.1 million in FY15 to $231.3 million [in FY16].” We’re still in a phase where categorization causes weird slices of spend like this, but there you have it. More figures on “cloud” spending in the piece. Source: IDC: Federal government seeing cloud spending push

“In addition, the government plans to increase PaaS spending from $227.1 million in FY15 to $231.3 million [in FY16].” We’re still in a phase where categorization causes weird slices of spend like this, but there you have it. More figures on “cloud” spending in the piece. Source: IDC: Federal government seeing cloud spending push

“In addition, the government plans to increase PaaS spending from $227.1 million in FY15 to $231.3 million [in FY16].” We’re still in a phase where categorization causes weird slices of spend like this, but there you have it. More figures on “cloud” spending in the piece. Source: IDC: Federal government seeing cloud spending push

A bit broad, but still legit if you scope the audience right. Source: Cloud Computing Trends: 2016 State of the Cloud Survey

A bit broad, but still legit if you scope the audience right. Source: Cloud Computing Trends: 2016 State of the Cloud Survey

A bit broad, but still legit if you scope the audience right. Source: Cloud Computing Trends: 2016 State of the Cloud Survey

“The world isn’t about to end, however. Yes, Forrester reveals in its “Understanding Shifting Technology Acquisition Patterns” research note that lines of business are taking on a greater role in technology purchasing, removing IT from the purchasing process in 6.3% of new technology purchases in 2013, rising to 7.2% in 2015, while IT-only purchases will fall from 23.7% (2013) to 21.6% (2015).” From 2014. Source: Don’t make the mistake of thinking the CIO is irrelevant - TechRepublic

“The world isn’t about to end, however. Yes, Forrester reveals in its “Understanding Shifting Technology Acquisition Patterns” research note that lines of business are taking on a greater role in technology purchasing, removing IT from the purchasing process in 6.3% of new technology purchases in 2013, rising to 7.2% in 2015, while IT-only purchases will fall from 23.7% (2013) to 21.6% (2015).” From 2014. Source: Don’t make the mistake of thinking the CIO is irrelevant - TechRepublic

“The world isn’t about to end, however. Yes, Forrester reveals in its “Understanding Shifting Technology Acquisition Patterns” research note that lines of business are taking on a greater role in technology purchasing, removing IT from the purchasing process in 6.3% of new technology purchases in 2013, rising to 7.2% in 2015, while IT-only purchases will fall from 23.7% (2013) to 21.6% (2015).” From 2014. Source: Don’t make the mistake of thinking the CIO is irrelevant - TechRepublic

“The cloud email market is still in the early stages of adoption, Gartner said, with 13 percent of identified publicly listed companies globally using one of the two main cloud email vendors, Microsoft Office 365 or Google Apps for Work, respectively. With the majority of companies opting for smaller vendors, the cloud email opportunity is still ripe for channel partners… According to Gartner, 8.5 percent of public companies in its sample of nearly 40,000 public companies globally use Microsoft’s Office 365 service, while 4.

“The cloud email market is still in the early stages of adoption, Gartner said, with 13 percent of identified publicly listed companies globally using one of the two main cloud email vendors, Microsoft Office 365 or Google Apps for Work, respectively. With the majority of companies opting for smaller vendors, the cloud email opportunity is still ripe for channel partners… According to Gartner, 8.5 percent of public companies in its sample of nearly 40,000 public companies globally use Microsoft’s Office 365 service, while 4.

“The cloud email market is still in the early stages of adoption, Gartner said, with 13 percent of identified publicly listed companies globally using one of the two main cloud email vendors, Microsoft Office 365 or Google Apps for Work, respectively. With the majority of companies opting for smaller vendors, the cloud email opportunity is still ripe for channel partners… According to Gartner, 8.5 percent of public companies in its sample of nearly 40,000 public companies globally use Microsoft’s Office 365 service, while 4.

That’s a big chunk of change. Developers don’t pay for anything, eh? Source: JFrog Raises $50 Million To Provide The App Store For The Internet Of Things

That’s a big chunk of change. Developers don’t pay for anything, eh? Source: JFrog Raises $50 Million To Provide The App Store For The Internet Of Things

That’s a big chunk of change. Developers don’t pay for anything, eh? Source: JFrog Raises $50 Million To Provide The App Store For The Internet Of Things

Closing mostly smaller stores and Brazil. All in, just 3% of stores globally, and opening 300 next year. Sounds more like a re-tooling. There’s good coverage of the US retail climate as well. Source: Walmart to Close 269 Stores as Retailers Struggle

Closing mostly smaller stores and Brazil. All in, just 3% of stores globally, and opening 300 next year. Sounds more like a re-tooling. There’s good coverage of the US retail climate as well. Source: Walmart to Close 269 Stores as Retailers Struggle

Closing mostly smaller stores and Brazil. All in, just 3% of stores globally, and opening 300 next year. Sounds more like a re-tooling. There’s good coverage of the US retail climate as well. Source: Walmart to Close 269 Stores as Retailers Struggle

If time is money, you should “save” it as much as possible, which means “spending” it wisely. Check out these meaningful, brief tips. Source: Banking time

If time is money, you should “save” it as much as possible, which means “spending” it wisely. Check out these meaningful, brief tips. Source: Banking time

If time is money, you should “save” it as much as possible, which means “spending” it wisely. Check out these meaningful, brief tips. Source: Banking time

Post Alphabet, where any previous inhibitions about pursuing new hobbies have evaporated, it is even harder to imagine the “capital allocators” choosing to invest in thousands of enterprise sales and support people given alternatives involving life extension and/or space elevators. After all, won’t the robotics division eventually solve any problem that today requires humans? The rest of the state of cloud is pretty good. It’s a regular “pulls no punches and punches everyone” type situation.

Post Alphabet, where any previous inhibitions about pursuing new hobbies have evaporated, it is even harder to imagine the “capital allocators” choosing to invest in thousands of enterprise sales and support people given alternatives involving life extension and/or space elevators. After all, won’t the robotics division eventually solve any problem that today requires humans? The rest of the state of cloud is pretty good. It’s a regular “pulls no punches and punches everyone” type situation.

Post Alphabet, where any previous inhibitions about pursuing new hobbies have evaporated, it is even harder to imagine the “capital allocators” choosing to invest in thousands of enterprise sales and support people given alternatives involving life extension and/or space elevators. After all, won’t the robotics division eventually solve any problem that today requires humans? The rest of the state of cloud is pretty good. It’s a regular “pulls no punches and punches everyone” type situation.

" Our announcements are always a minimum of six months ahead of the technology." Source: Oracle insider: We’re not walking the cloud talk

" Our announcements are always a minimum of six months ahead of the technology." Source: Oracle insider: We’re not walking the cloud talk

" Our announcements are always a minimum of six months ahead of the technology." Source: Oracle insider: We’re not walking the cloud talk

Ramping up cloud: “Oracle talks a great cloud game - it says it has in the last six months added nearly 1,500 new software as a service (SaaS) customers and more than 2,100 platform as a service (PaaS) customers." Source: Wanted: 1,400 sales jockeys to flog Oracle Cloud

Ramping up cloud: “Oracle talks a great cloud game - it says it has in the last six months added nearly 1,500 new software as a service (SaaS) customers and more than 2,100 platform as a service (PaaS) customers." Source: Wanted: 1,400 sales jockeys to flog Oracle Cloud

Ramping up cloud: “Oracle talks a great cloud game - it says it has in the last six months added nearly 1,500 new software as a service (SaaS) customers and more than 2,100 platform as a service (PaaS) customers." Source: Wanted: 1,400 sales jockeys to flog Oracle Cloud

Also:

Source: Why 2016 Will Be The Year Of Mass Wearables Adoption

Also:

Source: Why 2016 Will Be The Year Of Mass Wearables Adoption

Also:

Source: Why 2016 Will Be The Year Of Mass Wearables Adoption

“Based on the articles I wrote and the people I spoke with in 2015, I’d say 2016 is going to be a good one for Cloud Foundry, as well as for PaaS in general. Compared to SaaS and IaaS, PaaS is still quite small, but it’s growing." Source: Cloud Foundry poised to shine in 2016, Chris Talbot

“Based on the articles I wrote and the people I spoke with in 2015, I’d say 2016 is going to be a good one for Cloud Foundry, as well as for PaaS in general. Compared to SaaS and IaaS, PaaS is still quite small, but it’s growing." Source: Cloud Foundry poised to shine in 2016, Chris Talbot

“Based on the articles I wrote and the people I spoke with in 2015, I’d say 2016 is going to be a good one for Cloud Foundry, as well as for PaaS in general. Compared to SaaS and IaaS, PaaS is still quite small, but it’s growing." Source: Cloud Foundry poised to shine in 2016, Chris Talbot

Come to the Austin Docker Meetup this Thursday (Jan 7th) to see me and some much smarter people talk about “The Container State of the Union.” See below for some of the “prep” work I’ve done. Also in this edition, new types of disruption theory, compliance in DevOps, books, and a smalll, interesting link round-up. Tech & Work WorldResetting PricesDisruption theory follows a template: a new competitor starts with an inferior product at a lower price, finds success, and eventually takes over the market from the leaders.

40 years at IBM, straight out of college. He built up the software group, then ended up managing hardware was well: the article says he was running $40bn of business for IBM. Also, he was an awesome interlocutor at analyst events: a fun character on the drama of the IT industry! Source: IBM’s Steve Mills retires

40 years at IBM, straight out of college. He built up the software group, then ended up managing hardware was well: the article says he was running $40bn of business for IBM. Also, he was an awesome interlocutor at analyst events: a fun character on the drama of the IT industry! Source: IBM’s Steve Mills retires

40 years at IBM, straight out of college. He built up the software group, then ended up managing hardware was well: the article says he was running $40bn of business for IBM. Also, he was an awesome interlocutor at analyst events: a fun character on the drama of the IT industry! Source: IBM’s Steve Mills retires

Estimate of the market-size for companies like Wealthfront: “whilst in the UK robo-advisers currently only cover less than £1 billion assets under management, the US robo-advisory market handled $19 billion AUM in 2014 (a growth of 65% from the previous eight months)." Source: Is the future of wealth management going to be robo-advisers?

Estimate of the market-size for companies like Wealthfront: “whilst in the UK robo-advisers currently only cover less than £1 billion assets under management, the US robo-advisory market handled $19 billion AUM in 2014 (a growth of 65% from the previous eight months)." Source: Is the future of wealth management going to be robo-advisers?

Estimate of the market-size for companies like Wealthfront: “whilst in the UK robo-advisers currently only cover less than £1 billion assets under management, the US robo-advisory market handled $19 billion AUM in 2014 (a growth of 65% from the previous eight months)." Source: Is the future of wealth management going to be robo-advisers?