I get asked to talk with “executives” more and more. That’s part of why Pivotal moved me over to Europe. People make lots of claims about what executives want to hear, the conversations you can have with them as a vendor. They don’t have time. You have have to be concise. They don’t want to hear the details. They just want to advance their careers. None of those are really my style, even part of my core epistemes.

Few organizations have or rely on as much software the US Air Force. There’s plenty of it around and, thus, plenty to be improved. In recent years, one of the more spectacular digital transformation stories has come from the USAF’s work modernizing their Air Operations Control software. In this episode, USAF’s Bryon Kroger goes over how they’ve moved multi-year release cycles to just weeks in the Kessel Run projects. Much of the work is in the “fuzzy front” end of planning and procurement, but as Bryon says, an equally, hearty serving has to do with building up people’s skills, moral, and the overall culture.

Oracle acquired Werker - April 2017 GE Digital acquired Solano Labs - Oct 2017 Cloudbees acquired Codeship - Feb 2018 Idera acquired Travels CI - Jan 2019 Jfrog acquired Shippable - Feb 2019 From my co-worker, Nima.

Oracle acquired Werker - April 2017 GE Digital acquired Solano Labs - Oct 2017 Cloudbees acquired Codeship - Feb 2018 Idera acquired Travels CI - Jan 2019 Jfrog acquired Shippable - Feb 2019 From my co-worker, Nima.

Oracle acquired Werker - April 2017 GE Digital acquired Solano Labs - Oct 2017 Cloudbees acquired Codeship - Feb 2018 Idera acquired Travels CI - Jan 2019 Jfrog acquired Shippable - Feb 2019 From my co-worker, Nima.

Oracle acquired Werker - April 2017 GE Digital acquired Solano Labs - Oct 2017 Cloudbees acquired Codeship - Feb 2018 Idera acquired Travels CI - Jan 2019 Jfrog acquired Shippable - Feb 2019 From my co-worker, Nima.

How to use containers, even managing them. Being more autonomous - developers love freedom. Keeping up to date on skills (see containers). Dealing with or hiding from stupid business culture in their org. Getting permission to try new things. Testing code, automation to avoid legacy traps. More scalable architecture for distributed apps, new types of data stores for dealing with new types of apps. [Maybe Thought Works style radar thing] Modernizing old core and frameworks that they're stuck with.

Wells Fargo, explains how the company is combating advanced persistent threats, as well as an onslaught of CVEs, by repaving its entire platform multiple times per week — with a goal of doing so every day by the end of 2019. That is, they rebuild production three times a week, probably now more. Source: Why Wells Fargo Wants to ‘Repave’ Its Platform Every Day

My booklet, Monolithic Transformation is finally out. It collects together the stories and successful tactics large organizations are using to get better at software. You can get a free copy from Pivotal or search around to find it elsewhere.  

> The new structure would include nine hundred applications, thirty thousand end-user devices, twenty-five thousand e-mail accounts, nineteen hundred vendor contracts, three new data centers, one of the largest enterprise data warehouses in the world, and the addition of five thousand new servers, with the recreation, cloning, or moving of another nine thousand across sixty global locations. This is a description of what IT had to manage when PayPal split from eBay.