Stuck at home, people have been unable to spend all their money and their bank-balances have swelled. But once they are vaccinated and liberated from the tyranny of Zoom, exuberant consumers may go on a spending spree that outpaces the ability of firms to restore and expand their capacity, causing prices to rise. The global economy already shows signs of suffering from bottlenecks. The price of copper, for example, is 25% higher than at the start of 2020.
I don’t really understand things like inflation – I mean, I know what it is, but with all macro stuff, it seems so outlandish and hard to prove causation that I don’t understand the mechanics.
The above sounds like a good example of that. I mean: really? People wanting to buy things is bad? Is the alternative better?
Beyond, you know, not working, there’re good reasons to take vacation. Your brain will function better, your quality of work will be better, and all that digital transformation stuff will go better if you’re not running at full capacity. Management can do a lot to encourage people to take vacation and get charged up for work. In this episode, I got over three reasons why you should take vacation and three ways executives can make sure you do.
You need to be limber for crisis time – organizations are killed by when things go wrong, so you need to focus on the “black swans.” De-stressing is good for this. Save up your stress budget for avoiding destruction.
Vacation is part of your comp. don’t let your employer cheat you, rather, don’t cheat yourself!
Always focus on the system, and then yourself – if you feel inadequate, it’s likely a system fault. You can focus on fixing that. But, you shouldn’t let it make you think you need to prove your worth.
First, you need people who are relaxed and well functioning. They can’t be stressed. I mean, I don’t know what else to tell you here.
Executives need to lead by example – take time off; proactively tell staff to take a day off.
Give more days off to show your commitment.
Schedule work around holidays – Thanksgiving and Christmas code complete and GA dates are dumb.
Many people use “regulations” and “compliance” as an excuse to avoid changing how they build and run software. But, what if compliance was actually a beneficial feature, and auditors were “customers” you were looking to please? “Nobody thinks of it as ‘governance’ if it benefits them. They only call it ‘governance’ or ‘regulation’ if they don’t want to do it.” Let’s see if we can turn this frown upside down.
00:00 – People don’t like governance and regulations, but everyone has it. 00:49 – The three types of apps being governed. 02:27 – Enterprise architecture governance – governing decades of app design sprawl. 04:26 – regulations, like, laws and stuff. 06:54 – Treat regulations as a valuable feature, auditors as “customers. ” 07:39 – Example: we benefit a lot from banking regulations. 08:31 – Auditors are “customers” as well 10:50 – “Governance” is stuff you don’t want to do – so, hack your mindset. 11:20 – Auditing is an overly manual, error prone process – it needs better tools! 12:00 – Use automation and cloud native stuff to make auditing better 14:23 – Example: the US Air Force automates governance. 16:28 – Benefits of embracing regulations as a feature. 17:48 – Regulations are a strategic asset. 18:25 – Example: startup banks vs. big banks. 21:43 – Embrace regulation and compliance – good customer experience, done efficiently. 25:18 – The Return of Banana Boy.
Creating an innovation-driven culture is difficult and requires deliberate and well managed change to how you operate. Scaling it to a large organization is even harder. You also need the organizational context and norms – the culture – that allows innovate practices and thinking to thrive. Nailing these down, let alone what “culture” even is, can be hard. This talk will define what an innovative culture is and then cover several proven methods for leading culture change. Throughout, we’ll draw from use cases from large organizations that have tackled the challenge of changing to a innovation-driven culture.
00:00 – Intro. 00:50 – Origin of the culture talk. 01:32 – Slides overview. 02:32 – The Reward – European baking differences. 03:28 – Start of actual talk – agenda. 05:11 – How to draw an owl. 06:10 – My bio. 06:47 – Possible special guests. 07:17 – What’s driving all this? Why care to change? 08:52 – No one actually wants to change. 10:28 – Software failure is still very common. 12:52 – Daimler example. 16:04 – But, what is “culture”? 17:40 – More detailed definitions of “culture.” 18:08 – Culture: how we do things around here. 19:08 – The team’s innovation culture tools – innovation, risk takers, people-centric. 20:51 – The Home Depot example. 23:40 – What management gives the teams. 25:22 – Kitchen example. 28:12 – Leadership changes. 31:09 – Managers must kick-off blameless postmortems. 32:10 – Scaling culture changes, esp. in large organization. 32:29 – Make vision a tool, not (just) a statement. 34:29 – Start small and seed teams. 37:24 – People can change. 40:01 – Culture metrics – measuring culture change. 48:27 – Thanks! …and further reading. 43:28 – Consulting, internal marketing, branding, conferences. 48:57 – Common Q&A questions. 49:21 – End of presentation. 50:01 – CTA! Book office hours, learn about Tanzu. 51:53 – The Return of Banana Boy.
Last week I did a three part series on metrics for ALL THE DIGITALZ. Metrics are like anything else: people say your metrics are terrible if they don’t like them, but they tend to like their metrics.
Ultimately, if you’re changing how a large organization works, you have to “manage by metrics.” You also need to manage by “talking to people and thinking for yourself.” I mean, if you’re transforming a large organization YOU NEED EVERY THING THAT’S HELPFUL THAT YOU CAN GET YOUR HANDS ON.
Here’s the three types of metrics I went over.
Are we achieving the non-IT goals we’re here for? How would we know?
There are mostly from the DevOps reports and little bit of SRE. There’s more SRE “golden metrics” that are interesting to contemplate. And the thinking behind “negotiating” error budgets between dev and ops (SRE) is probably a helpful way to think about SLAs (yes, yes – I know – DO NOT EMAIL ME).
How do you measure the state of your organization, the people in it and how they’re operating – “culture.”
These are much more squishy, but you can start with:
Employee NPS (eNPS)
Staff belief in leaders, mission, and strategy (do they understand strategy enough to do the right thing?)
In this talk, you’ll hear about three types of metrics that organizations are using to get better at building and running software. You know, those organizations that are doing the “digital transformation” thing so that they can run their business with software that isn’t ancient and lame. BE LIKE A TECH COMPANY.
We all know development and operations metrics like lead time, error budgets, and mean time to repair. But we don’t focus on business metrics enough. And least of all, we don’t talk about internal, organization, or “culture” metrics enough. This talk gives an overview of 15 metrics across three types: technical metrics, business metrics, and culture metrics. If we look at the end-to-end process of software creation, usage, and work as an system to be programmed and refined, we need metrics across that entire system. This talk will help get you started.
This talk is based on real world case studies and is written up in my two books Monolithic Transformation and The Business Bottleneck. There’s also a summary article here.
One recent Bain & Company survey found that two-thirds of CIOs say they would prefer to use cloud services from several different vendors to avoid lock-in. Yet 71% of those companies still rely on only one cloud provider. The remaining 29% that do manage to pull off a multivendor strategy still spend an average of 95% of their cloud budget with one provider, effectively creating de facto lock-in.
Today, I go over five business metrics to track: (1) sales/workflow completion; (2) adoption; (3) awareness; (4) cost per transaction; (5) customer experience and satisfaction. There are, of course, all sorts of other metrics, but these are some you can start with as you figure out which metrics are the best for you. Check out the article I pull this from, and read even more in The Business Bottleneck.
When you’re managing your organizational transformation, it’s too easy to forget that you, too, must change. In today’s episode, I cover five things to check on. Rather, I watch myself covering those things. There’s some extra commentary, of course.
When you’re looking to change how you do business with software, you better understand how software works. Coté shares a couple ways to come up to speed and an example. It’s another selection from his book, The Business Bottleneck.
How quickly? Pandemic aside, Tesla would be on track to sell half a million cars in 2020, all of them electric. By contrast, GM sold almost 3 million cars last year, almost none of them electric. But by 2025 or so, GM plans to sell a million electric cars, a year that the company think might be a tipping point toward electrics. Why? To quote one executive, the better driving and owning experience. “When you get used to charging your vehicle like a phone at night, when you charge it, and you don’t worry about it, you never have to stop at a gas station. There’s a lot to be said for that kind of lifestyle.”
The service today competes with a range of mobile banking apps, offering features like free overdrafts, no minimum balance requirements, faster direct deposits, instant spending notifications, banking insights, check deposits using your phone’s camera, and other now-standard baseline features for challenger banks.
A healthy sense of urgency – paranoia, even! – is what organizations need to keep evolving, and change in the first place. If you don’t like the negativity of that idea, you could think of it as curiosity. In this episode, I goes over the relevant section in his book, The Business Bottleneck.
All those fresh CI builds end up taking up a lot of bandwidth: someone has to pay for it! Paul joins me again to talk about the rising trend in open source projects that need to find container download patrons. In doing so, we also discuss Helm briefly. Also, we discuss some new ideas for Tanzu TV formats.
When should customize open source? As Coté says in this episode, if you have to ask, the answer is no. Rick Clark and he discuss strategic considerations for going beyond just using and embedding open source software.
Coté goes through his opening talk for “round tables” and “fireside” chats. Also, he answers the age old work-form-home question: are cucumbers good enough to transform seven month olds into good office mates?
In this episode, Coté is joined by Rick Clark and Sophie Seiwald to discuss management challenges of remote working. You know the drill: everyone has been working from home since the spring, taking away all the advantages and habits of working face-to-face. What’s new in this conversation is some advice for doing strategy communication, something that’s especially important when you’re relying on autonomous developer teams. We also discuss keeping people’s spirits up and making casual conversations with the boss more like running into each other in the hallway instead of an ominous “we need to talk” meeting.
You don’t have to make an A on everything, try for more B’s and C’s, even F’s. Doing perfect on every project is a path to failure, if not misery. So, why not be OK doing less than perfect on some projects, and completely failing on others? This is howI’m getting gets comfortable saying “no” more often, which so far has worked out.