> The strength of our IT department is that IT is fully integrated in our organization. About 400 IT people or engineers work at bol.com, and they are organized as much as possible in about 70 small, multidisciplinary and self-managing teams. We see that that works best. These teams build features for our customers or partners. These innovation teams are supported by an IT ecosystem that facilitates them in the flexible and fast construction and running of software.

> Thus we’ve seen a bunch of Kubernetes services spring up, run by the same people who brought you all the other Infrastructures-as-a-Service. Google (from whence Kubernetes emerged originally) has Google Kubernetes Engine (GKE), Amazon has Elastic Container Service for Kubernetes (EKS), Microsoft has Azure Container Service (AKS), VMware has VMware Kubernetes Engine (VKE), you get the idea. Pivotal has Pivotal Container Service (PKS) that can run on AWS, Google Cloud Platform, VMware, and (as of its recent PKS 1.

> Thus we’ve seen a bunch of Kubernetes services spring up, run by the same people who brought you all the other Infrastructures-as-a-Service. Google (from whence Kubernetes emerged originally) has Google Kubernetes Engine (GKE), Amazon has Elastic Container Service for Kubernetes (EKS), Microsoft has Azure Container Service (AKS), VMware has VMware Kubernetes Engine (VKE), you get the idea. Pivotal has Pivotal Container Service (PKS) that can run on AWS, Google Cloud Platform, VMware, and (as of its recent PKS 1.

> 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…

> 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…

> 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…

> 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…

> 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.

> 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.

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…