Cloud Foundry moving to kubernetes

The move has been happening for awhile, it keeps going:

“Each project team is using it as an opportunity to re-architect, the way that their component of the system works to include more projects from the broader cloud-native open source community, whether it’s inclusion of Fluentd or Prometheus, whether it’s the deeper integration with Istio, whether it’s re-imagining how our own code can exist as [custom resource definitions] within Kubernetes,” Childers said.

Both of those projects build on CFF’s increased focus on the Kubernetes ecosystem. Childers previously explained to SDxCentral that Kubernetes remains a hard platform to use in production environments and that it was focused on easing that integration. It targets the Cloud Foundry platform as the simplified, nice, and easy-to-use layer on top of Kubernetes to build “the best enterprise developer experience” and avoid “any of the infrastructure conversation.”

Original source: Cloud Foundry Touts Kubernetes Progress, New CLI

Gartner’s container TAMing

the analyst firm predicts swift growth revenue growth for the likes of Red Hat, Rancher and VMware, with this year’s sales of US$465.8 million to become $944 million in 2024…. But that’s less than the annual revenue of $1bn Gartner expects IaaS providers will win from hosting containers by 2022.

And, to the question of how many apps run in production, in kubernetes, not that many at the moment, or in the future:

The analyst firm predicts that before 2024 containers will become “the default choice for 75 percent of new custom enterprise applications”, with the result that 15 percent of all apps use containers by the same year. That’s up from five percent today.

This means that in 2024 they predict that 85% of apps will be in not-container. The number must be in the high 90%’s now.

Meanwhile, neglected tech debt and calcified portfolios is a problem when it comes to innovation:

But Gartner thinks that growth isn’t a great sign of container-mania, because a combination of technical debt, application backlogs and budget constraints mean organisations will prioritise other work. For many, the unavoidable need to do things like migrate SAP HANA to the cloud will simply deserve more attention…. [The report’s author says that] Organisations looking to re-factor apps can do so more easily with virtual machines.

Also, more figures in the press release, including current usage.

Original source: Containers to capture 15 percent of all enterprise apps across 75 percent of business by 2024

Explaining is often waste

When people ask me about my life’s ambitions, I often joke that my goal is to become independently wealthy so that I can afford to get some work done. Mainly that’s about being able to do things without having to explain them first, so that the finished product can be the explanation. I think this will be a major labor saving improvement.

Via Robert. Source: Habitat Chronicles: You can’t tell people anything

VMware Tanzu

From some recent Tanzu content:

Swisscom building out their containers as a service business, case:

But this would have
proved impossible to be built by only a small team. The beauty of VMware Enterprise PKS was that it integrated with our existing VMware ecosystem, making it possible to develop and operate our K8s Service with only a few resources.

Creating new apps, and thus opportunities fast in Korea, case:

KB Insurance began developing the service the moment the API was released; the initial version was created by one developer who spent just six hours coding.

Meetings are the bloodwork of organizational change

Most of the time spent in meetings is spent on information sharing and updates on short-term operational details — sometimes known as “death by PowerPoint” — rather than on confronting and resolving tough strategic and organizational issues.

The easiest way to track how much change an organization is actually going through is to look at how the meetings are changing…or not changing.

Original source: 6 Reasons Your Strategy Isn’t Working

Presentation: Rapidly Deliver the Software That Matters

Check out this recording of a recent talk of mine. Here’s the abstract:

Many Government organizations are getting better at software development, deployment and management by using techniques like DevOps, agile development, and product management. Cloud native technologies are making organizations’ software supply chains more efficient and reliable. Our substantial experience with open-source technology and continuous deployment approaches, offers a powerful accelerator for contact tracing and integrated citizen response solutions. Improvement is fragile, and scaling up in large organizations is difficult. This talk will discuss bottlenecks, challenges, and how Government agencies and organizations are succeeding.

There’s even a transcript!

AI is machine learning, and you need ever updated data sets to match reality

The hope is that all this data-related faff will be a one-off, and that, once trained, a machine-learning model will repay the effort over millions of automated decisions.

There is no AI, just computers that can try to get it right over and over, but quickly. Little wonder: that’s what humans do, just much slower. And humans architect and write that code. All we know how to do is bang our head against the wall until the wall bends to our will.

Also in the package:

Firms in other industries woud love that kind of efficiency. Yet the magic is proving elusive. A survey carried out by Boston Consulting Group and mit polled almost 2,500 bosses and found that seven out of ten said their ai projects had generated little impact so far. Two-fifths of those with “significant investments” in ai had yet to report any benefits at all.


Perhaps as a result, bosses seem to be cooling on the idea more generally. Another survey, this one by pwc, found that the number of bosses planning to deploy ai across their firms was 4% in 2020, down from 20% the year before. The number saying they had already implemented ai in “multiple areas” fell from 27% to 18%. Euan Cameron at pwc says that rushed trials may have been abandoned or rethought, and that the “irrational exuberance” that has dominated boardrooms for the past few years is fading.

Original source: For AI, data are harder to come by than you think

McMindfulness, the downsides of mindfulness

In claiming to offer a multipurpose, multi-user remedy for all occasions, mindfulness oversimplifies the difficult business of understanding oneself.

That is:

With the no-self doctrine, we relinquish not only more familiar understandings of the self, but also the idea that mental phenomena such as thoughts and feelings are our own. In doing so, we make it harder to understand why we think and feel the way we do, and to tell a broader story about ourselves and our lives.


Yet I’d also become troubled by a cluster of feelings that I couldn’t quite identify. It was as if I could no longer make sense of my emotions and thoughts. Did I think the essay I’d just written was bad because the argument didn’t quite work, or was I simply anxious about the looming deadline? Why did I feel so inadequate? Was it imposter syndrome, depression or was I just not a good fit for this kind of research? I couldn’t tell whether I had particular thoughts and feelings simply because I was stressed and inclined to give in to melodramatic thoughts, or because there was a good reason to think and feel those things. Something about the mindfulness practice I’d cultivated, and the way it encouraged me to engage with my emotions, made me feel increasingly estranged from myself and my life.


When eating the raisin, for example, the focus is on the process of consuming it, rather than reflecting on whether you like raisins or recalling the little red boxes of them you had in your school lunches, and so on.

That is:

Mindfulness has become something of a one-size-fits-all response for a host of modern ills – something ideologically innocent that fits easily into anyone’s life, regardless of background, beliefs or values.

Original source: Mindfulness is loaded with (troubling) metaphysical assumptions

VMware Tanzu cases from APJ, COVID edition

a leading Korean financial institution needed to build a mobile application that would allow residents to check on the availability of PPE across the country. This application involved creating a UX and an API that would show the PPE inventory. By deploying its software on VMware Tanzu Application Service, it took our client just two weeks to build the app, from concept to production.

Original source: Continuing to Enable New Customer Experiences in Today's COVID-19 Climate

An online event doesn’t push people to meet

A physical event is a bundle of different kinds of interaction, but it’s also a bundle of people at a certain place at a certain date – as soon as you take these things online, that bundle has no meaning.

Conferences are good excuses to meet with people that you would t spend the effort to meet with otherwise. They also collect leads as people come by your booth. They provide a deadline to target for talks, and a chance for people to speak getting a notch on their belt.

Online conferences are just webinars at best. This is terrible if it's boring content (mostly, ROI vendor pitch heavy. But if the content is good, the webinar will be good.

In person conferences have plenty of bad content. Most of it is bad and a waste of time. But, the benefits of meeting with people even out that balance. There's another benefit for most people as well. Going to conferences is a type of vacation, an award even!

To argue against some of this, James Turrell has said that part of the value of Roden Crater’s remoteness is that you have to really care to go there. Getting a plane and a hotel and a ticket, and taking days of time, has some of the same effect for a conference – it gives a selection filter for people who care. There is value in aggregating people around a professional interest graph, and in doing that in a focused way, perhaps even around a particular time. (There are also, of course, exclusionary effects to this.)

Original source: Solving online events, Benedict Evans

Managers have to show people they’re changing to the new culture too

When the weather is nice, Barksdale-Perry also encourages her team to go outside, go for a run, do yoga on their decks, or really any activity that makes the most sense for them. In doing so, she added that it’s important for managers to lead by example.

“They are looking to you—and so when I tell people ‘get up and go outside,’ I plan to do the same thing for an hour and I tell them ‘hey, I’m going for a run this morning, you know, you should go out and get up and do it as well.”

Here, we see a daily tactic in place. When culture change is going on, you want people to do new things, follow new norms. Otherwise, you’re not really transforming.

Managers have to not only tell employees that they should – they have permission to – follow new practices and norms. The managers have to do them as well. Either we hang together, or we hang apart.

Original source: Federal Managers Should Model Self-Care for Their Employees