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.  

> According to the data, in May 2017, just 1 percent of workers were “gig economy workers whose tasks were electronically mediated,” or sourced through technology platforms like Uber, Upwork or TaskRabbit. > Moreover, in the workforce as a whole, 89.9 percent of people had a standard work arrangement as their main job, slightly up from 89.1 percent in 2005. Put another way, “nonstandard work arrangements," such as independent contractors, amounted to less than 11 percent of jobs in 2017, the analysis says.

> According to the data, in May 2017, just 1 percent of workers were “gig economy workers whose tasks were electronically mediated,” or sourced through technology platforms like Uber, Upwork or TaskRabbit. > Moreover, in the workforce as a whole, 89.9 percent of people had a standard work arrangement as their main job, slightly up from 89.1 percent in 2005. Put another way, “nonstandard work arrangements," such as independent contractors, amounted to less than 11 percent of jobs in 2017, the analysis says.

> According to the data, in May 2017, just 1 percent of workers were “gig economy workers whose tasks were electronically mediated,” or sourced through technology platforms like Uber, Upwork or TaskRabbit. > Moreover, in the workforce as a whole, 89.9 percent of people had a standard work arrangement as their main job, slightly up from 89.1 percent in 2005. Put another way, “nonstandard work arrangements," such as independent contractors, amounted to less than 11 percent of jobs in 2017, the analysis says.

> 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.

> IBM used to be the bellwether, then it was HPE for a while when it was just called Hewlett Packard, and now it seems to be Dell Technologies. www.nextplatform.com/2019/03/0…

> IBM used to be the bellwether, then it was HPE for a while when it was just called Hewlett Packard, and now it seems to be Dell Technologies. www.nextplatform.com/2019/03/0…

> So, you see, creating a viable, open source, hyperscale cloud software solution was against the best interest of the companies most heavily investing in OpenStack’s development. > When you’re looking at other cloud products, think about similar conflicts of interest that might be affecting your favorite spokespersons today… (I’m looking at you, kubernetes) aeva.online/2019/03/w…

> So, you see, creating a viable, open source, hyperscale cloud software solution was against the best interest of the companies most heavily investing in OpenStack’s development. > When you’re looking at other cloud products, think about similar conflicts of interest that might be affecting your favorite spokespersons today… (I’m looking at you, kubernetes) aeva.online/2019/03/w…

Seems like a budget luxury, but sure: > In fact you have more time to focus on developing your team because you don’t have to spend so much time trying to figure out who is going to work on what this week. Your team is stable and dedicated, and they are the ones deciding the specifics of what they are working on in any given week. > > That frees you up to provide them opportunities to improve their technical skills through identifying resources to help them learn and put them in situations where they can try out new technologies and learn from each other.