My mother was very excited about the three pennies she found yesterday.
As you know, I enjoy a side of tacos with my salsa.
Beef rib to the floor, tho!
Oh, you think the salsa is your ally, you merely adopted eating salsa. I was born in it, molded by it. I didn’t eat bland food until I was already a man; by then, it was nothing to me but blinding! The salsa betrays you, because it belongs to me.
> The unending chasm describes a mode in which an infrastructure company must function as both a product company and a consultancy. Your consultancy is necessary to integrate your product into the enterprise, and ensure that your software actually gets used. But it reduces the appealing economics of a pure software company. [softwareengineeringdaily.com/2019/01/2…](https://softwareengineeringdaily.com/2019/01/28/software-chasms-with-martin-casado/)
Now that’s an afternoon conference snack.
Tacos and dirty water for breakfast. WHAT A COUNTRY!
This is some straight up, unsweetened ice tea that tastes terrible. God, how I love it! Imma swim in this!
I like this broken plate is a cool thing to frame deal, here.
> If you’re authentic and fully invested in making an impact while enhancing the experience of those around you, then you strengthen your case. Conversely, if you’re inauthentic or let yourself be silenced in the moments that matter, your case weakens every time you withdraw. [www.strategy-business.com/blog/Good…](https://www.strategy-business.com/blog/Good-Leaders-Dont-Disappear?gko=bb06d)
It’s all about that Unrealized Value. [www.infoq.com/articles/…](https://www.infoq.com/articles/evidence-based-management-guide-updated)
> my company is based in Oakland. This is like being based in San Francisco, but with fewer microclimates. Rolling up to work in a company hoodie, jeans, a t-shirt from your last company, and a pair of Tevas is A-OK. But the further east you go, the more formal everyone’s business wear gets. Jeans turn into chinos somewhere around the Mississippi, and then into actualfacts slacks. T-shirts become button-down plaid, and then long-sleeve with ties. Hoodies to sweaters to blazers. And I’m using dude-presenting clothes as an example, because they are so much less complex than women’s clothes. And then, and then, you jump the pond. I showed up for an onsite in France, and pretty much every single male developer – the developers, was wearing an ironed shirt and a fine-gauge wool or cashmere long-sleeve sweater. [www.heidiwaterhouse.com/2019/01/1…](http://www.heidiwaterhouse.com/2019/01/15/style-is-a-way-to-say-who-you-are-without-having-to-speak-rachel-zoe/)
> This may seem like overthinking, but the money, time, and opportunity cost that a booth represents is pretty immense, so it’s worth it to think through what you want to have happen before you get there. [www.heidiwaterhouse.com/2019/01/1…](http://www.heidiwaterhouse.com/2019/01/17/the-art-of-booth/)
News isn’t a growth business, but a business nonetheless. https://www.cjr.org/business_of_news/buzzfeed-verizon-layoffs.php
> When Audi wanted to build a system to manage the on-board telematics data in its vehicles, it turned to Kafka. The system gathers and publishes data about engine performance from 850 sensors in each car, from cylinder heads to braking systems, feeding back tens of terabytes of data to Audi every day. But Audi is also using telematics to develop more sophisticated systems on its prototype autonomous vehicles and electric cars, and plans to deliver on-road weather conditions, nearby available parking and nearby electric charging stations – all in real time. As Stefan Bauer, Audi’s Head of Development and Data Analytics put so eloquently, “Data is not only the ‘new oil’. It’s the new DNA of Audi.” [www.indexventures.com/blog/conf…](https://www.indexventures.com/blog/confluents-meteoric-rise)
Spreading lean software in an enterprise:
– Get stakeholders to think in terms of the end-to-end value stream, not just piece parts.
– Break down big programs and strategies into smaller parts, down to a month.
Makes sense. [www.infoq.com/news/2018…](https://www.infoq.com/news/2018/07/barclays-business-lean-portfolio)
> Big Red, which has been struggling to gain foothold in the cloud market, is looking to make applications and integration the order of 2019 to help it win 50 per cent of the corporate apps market. https://www.theregister.co.uk/2019/01/23/applications_automation_oracle_london/
Cleaning up that grocery store game. [www.cnbc.com/2019/01/2…](https://www.cnbc.com/2019/01/23/microsoft-signs-cloud-deal-with-albertsons.html)
In case you didn’t get enough of that hotel room coffee. (And to think that the Portuguese barista made [friendly] fun of me for wanting “dirty water.”)
I got to present with my old pal @mattwbaker today!
Matt Baker’s concise history and path to the “multi-cloud” thought-technology:
> “The definition and the usage of the term cloud has been hotly debated for the past decade, changing significantly over the years from access to computing resources over the internet to now reflecting an operating model designed to help IT. One that is agile and delivers IT as a service, while reducing costs through efficiencies, and managing risk, regardless of locality. And now, one that can consistently manage cloud operations from on premises to cloud instances off premises in multiple public clouds – out to the edge – all from a single location. [blog.dellemc.com/en-us/ach…](https://blog.dellemc.com/en-us/achieving-multi-cloud-flexibility/)
“Lock-in” is about switching costs (a Simon Phipps put it long ago, “the freedom to leave”) and can thus be considered strategically, even financially, rather than numbing, stupefying FUD. [aws.amazon.com/blogs/ent…](https://aws.amazon.com/blogs/enterprise-strategy/switching-costs-and-lock-in/)
> ITIL came from a very different IT setup compared to that of today’s startups. IT had a supporting, not central role in the organizations’ daily operations