New types of software and delivery mechanisms (SaaS, mobile) mean new problems and scale: “We were so used to dealing with tens of servers and suddenly it was hundreds and thousands of servers,” which in turn created more work for the development teams. More: “The digital expansion of business equals more work and firefighting,” Cox said. Less time spent doing dumb-shit: employees used to spend the eight hours of the park closed every night, manually updating each server.

Eventually every advisor will be a robo-advisor, which means there will be convergence. Without some marketshare numbers, it’s tough to tell if the banking startups are making a dent against incumbent banks. Josh Brown suggests that banks are quick to catch-up and have nullified any lead that companies like Weathfront could have made: It wasn’t long before the weaker B2C robo-advisors folded, the middling players were acquired and the incumbents launched their own competing platforms.

Good pointing out of needing some law and ethics to catch up to the Internet: The Internet brought us hyperconnectedness, but we’re really not ready to cope. We don’t have institutions and firewalls in place to prevent abuse of the system. The law can’t keep up, and doesn’t have the teeth in place anyway. Link

Everyone always wants to know metrics. While the answer is always a solid “it depends - I mean, what are your business goals and then we can come up with some KPIs,” there’s a reoccurring set of technical metrics. Nicole lists some off: These IT performance metrics capture speed and stability of software delivery: lead time for changes (from code commit to code deploy), deployment frequency, mean time to restore (MTTR), and change fail rate.

Many quotes of HPE’s CEO, Meg Whitman, explaining the state of HPE, 18 months after all the hijinks. Also, notes on some further cost reductions in the works: “We believe we can take out another $200 million to $300 million in cost in just the second half of this year.” Stuart Lauchlan’s conclusion: No-one can doubt the ambition in play here, a corporate reinvention on a massive scale that was never going to be entirely without bumps in the road.

Casper had been out raising a large round of funding when the talks started, sources said. The startup generated around $200 million in sales in 2016 — its second full year in business — and was valued at around $550 million after its last private investment in 2015. And, as the headline says: “Target looked at buying the mattress startup Casper for $1 billion but will invest instead.”

There’s some good “how do I actually get my organization do all this unicorn stuff” comments in this interview with DreamWorks Animation’s Doug Sherman. Here’s one sample bit on winning people over to microservices. Instead of going into the lab for six months to work on a tool that they think will be useful, they do a lot more user-driven work upfront and then do (it sounds like) weekly small batches to keep the users apprised of the tools and, you’d guess, give continuous feedback:

From The Economist a few weeks back: The real difference is that Trumponomics (unlike, say, Reaganomics) is not an economic doctrine at all. It is best seen as a set of proposals put together by businessmen courtiers for their king. Mr Trump has listened to scores of executives, but there are barely any economists in the White House. His approach to the economy is born of a mindset where deals have winners and losers and where canny negotiators confound abstract principles.

Appian raised just $48m as a private company, compared with $163m for Alteryx, $220m for Okta, $259m for MuleSoft and more than $1bn for Cloudera. In fact, all four of the unicorn IPOs raised more in a single round of private-market funding than Appian did in total VC funding.Not having done an IPO-sized funding in the private market meant that Appian could come public with a more modest raise. (It took in just $75m, compared with this year’s previous IPOs that raised, on average, $190m for the four unicorns.

Since the late 2000’s, one of the cloud strategy theories was that existing telcos and network providers could become public cloud providers. Many, if not all have tried and/or trying. Thus far, it’s been a rocky road: few synergies seem to be sleeping on the ground, ready to roused up to go fight the giants, or, at least, carve out niche spaces. As summarized in a 451 report on CenturyLink: