> The same HBR survey found that 61 percent expect software release cycles to be three months or less, but only 27 percent of their companies actually achieve that goal. The takeaway is that executives aren’t hands-on enough to know how much time software development takes. Without a deeper understanding, they are prime targets for salesmen pitching digital transformation nirvana. thenewstack.io/add-it-up…

> The same HBR survey found that 61 percent expect software release cycles to be three months or less, but only 27 percent of their companies actually achieve that goal. The takeaway is that executives aren’t hands-on enough to know how much time software development takes. Without a deeper understanding, they are prime targets for salesmen pitching digital transformation nirvana. thenewstack.io/add-it-up…

> 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.

> 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.

> “We’re going to specialize our sales team to talk to specific industries in the language of the industry,” Kurian said. “You will see us competing much more aggressively going forward,” he continued. www.businessinsider.com/google-cl…

> “We’re going to specialize our sales team to talk to specific industries in the language of the industry,” Kurian said. “You will see us competing much more aggressively going forward,” he continued. www.businessinsider.com/google-cl…

> 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…