I've proposed an open spaces for DevOpsDays Amsterdam, 2021. The idea is: The DevOps community pushes for people to change how they think and operate. When it comes to working better, we have proven tools, techniques, and even big picture ways of thinking like CALMS. You’re more than likely eager to try these new things, get better, change. However, many more people seem less than eager to change - your co-workers, managers, and the countless “others” in your organization.

Notes: central is thinking about product features, not business. The business funds the product, the customer value - it's the McGuffin that you careful guide to being cash flow. The question here is to find other org.s that have adopted abs adapted the practices successfully, or not. the advice at the end is pretty straightforward - the practices are kind of simple, so applying them just means deciding to do them - just like deciding to diet and exercise.

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.