Looking at four months of numbers, here’s my theories of how to get more attention for my enterprise tech videos: Make short ones, each with one point - 1 minute to 10 minutes. Post the videos natively to Twitter, YouTube, or whatever channel - don’t rely on people clicking on YouTube. YouTube is, in general, the worst performer for eyeballs. LinkedIn is the best all around performer (but, I haven’t found detailed analytics, like seconds watched versus just auto-play).

The reality, though, is that many European organizations are only at the beginning of the journey to achieve elite delivery performance. From IDCs point of view, the ability to transform application estates and accelerate application delivery is one of the most critical business objectives for organizations in the next five years, with European organizations forecast to spend $80 billion on accelerated application delivery by 2022.  Source: DevOps-Led Business Transformation

The reality, though, is that many European organizations are only at the beginning of the journey to achieve elite delivery performance. From IDCs point of view, the ability to transform application estates and accelerate application delivery is one of the most critical business objectives for organizations in the next five years, with European organizations forecast to spend $80 billion on accelerated application delivery by 2022.  Source: DevOps-Led Business Transformation

When I sorted through the hundreds of examples that emerged, I found four primary activities appeared over and over: anticipating a need, identifying options for filling it, deciding among the options, and monitoring the results. Chelsea, for example, noticed her toddler waking up progressively earlier each morning and envisioned her hours of sleep dwindling (anticipation). She reached out to her Facebook network for advice and learned that other parents rely on “okay-to-wake” clocks that turn green when it’s permissible for a child to get out of bed.

When I sorted through the hundreds of examples that emerged, I found four primary activities appeared over and over: anticipating a need, identifying options for filling it, deciding among the options, and monitoring the results. Chelsea, for example, noticed her toddler waking up progressively earlier each morning and envisioned her hours of sleep dwindling (anticipation). She reached out to her Facebook network for advice and learned that other parents rely on “okay-to-wake” clocks that turn green when it’s permissible for a child to get out of bed.

Some quick notes and callouts from this year’s 2019 DevOps Report: Four key metrics: lead time, deployment frequency, mean time to restore (MTTR) and change fail percentage. Med, High, and Elite all have a change fail rate of 0-15%. So, expect 15% change fail as benchmark worst case to shoot for...? Demographics: 30% are devs, 26% "DevOps or SRE" - [so, lots of ICs self-evaluating]. 16% "

I’m working on a new book (check out the work in progress), here’s the premise: After at least five years of struggling to transformation, IT knows how to deliver better software, how to do the process and use the new tools needed for “digital transformation.” They may not actually doall that, but they know what should be done. However, “The Business” is not involved enough nor knows what to do. This prevents achieving the full benefits of digital transformation.

There’s near universal sentiment that traditional banks need to shift to improve and protect their businesses against financial startups, so called “FinTechs.” These startups create banks that are often 100% online, even purely as a mobile app. The release of Apple Pay highlights how these banks are different: they’re faster, more customer experience focused, and innovate new features. The core reason FinTechs can do all of this is because they’re good at creating well designed software that feels natural to people and allows these FinTechs to optimize the banking experience and even start innovating new features.

This is a draft excerpt from a book I’m working on, tentatively titled The Business Bottleneck. If you’re interested in the footnotes, leaving a comment, and the further evolution of the book, check out the Google Doc for it. Also, the previous excerpt, “The Finance Bottleneck." Digital transformation is a fancy term for customer innovation and operational excellence that drive financial results. John Rymer & Jeffrey Hammond, Forrester, Feb 2019. The traditional approach to corporate strategy is a poor fit for this new type of digital-driven business and software development.

Here’s a recording of one of my talks. It’s on what the operations team does when running in a platform, DevOps-y, whatever style: Developers don’t need “services” from ops, they need products: continuously innovated platforms that evolve weekly. Once ops toil is removed, ops can focus on their customers’ - development - needs. Using stories & tactics from the real-world, this talk helps launch a platform-as-a-product strategy. And: