New types of software and delivery mechanisms (SaaS, mobile) mean new problems and scale:
“We were so used to dealing with tens of servers and suddenly it was hundreds and thousands of servers,” which in turn created more work for the development teams.
“The digital expansion of business equals more work and firefighting,” Cox said.
Less time spent doing dumb-shit:
employees used to spend the eight hours of the park closed every night, manually updating each server. Now only one person can update the whole fleet in 30 minutes.
Some guiding principals and management challenges:
Cox said that leading a change of this order of magnitude involved three crucial ingredients:
1. Collaboration: break down silos, mutual objectives.
2. Curiosity: keep experimenting.
3. Courage: candor, challenge, no blaming or witch-hunting.
But these can come with its own leadership challenges, including:
• The politics of command and control.
• How new leadership can take a company in a new direction.
• The blame bias of who versus what.
And, some good motivation:
We keep moving forward, opening up new doors, doing more things because we’re curious.