I don’t know much about the company at all, but I use it and it’s fantastic. Global banking (and government regulations, I guess) can’t get their shit together to make transferring money easy like it is in Europe – baffling (don’t email me about laundering). Also, their workflow and UI is pretty good. It’s be an interesting case study of innovation that wasn’t hats in cats, advertising, music, or spy agency outsourcing.
McKay relayed an anecdote about an executive who waited until midnight on vendor’s year-end sales cycles to secure discounts. While this approach to pressuring vendors worked in many cases, it also gave the company a "nasty" reputation. If a salesperson brands a company as "difficult to work with … it can backfire on you," said McKay. Midnight deadlines should only be used in emergency scenarios.
Modernizers reported better outcomes across the board compared to migrators, according to IDC’s paper.
The most popular digital transformation initiatives for IBM i shops, according to IDC’s survey.
IDC questioned all four cohorts (IBM i shops that modernized, IBM i shops that migrated, System z shops that modernized, and System z shops that migrated) about their satisfaction across a range of metrics before and after their move, including: customer experience; overall performance; security, availability, and disaster recovery capabilities; agility, microservices, and DevOps; ease of finding talent; ability to incorporate AI and IoT; and API, mobile, and Web enablement.
Across all seven metrics, the IBM i and System z shops that modernized their “legacy” systems scored higher than their IBM i and System z colleagues who chose to migrate off their systems. What’s more, organizations that modernized instead of migrated reported paying less on hardware, software, and staffing, and reported higher revenues to boot.
Making software better rather than just lifting and shifting it usually works out better.
AF: How much is toxicity on this issue a function of culture wars playing out online?
JB: I think we are living in anti-intellectual times, and that this is evident across the political spectrum. The quickness of social media allows for forms of vitriol that do not exactly support thoughtful debate. We need to cherish the longer forms.
When I analyzed sustained collaborations in a wide range of industries, I found that they were marked by common mental attitudes: widespread respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions may affect both colleagues’ work and the mission’s outcome. Yet these attitudes are rare. Instead, most people display the opposite mentality, distrusting others and obsessing about their own status. The task for leaders is to encourage an outward focus in everyone, challenging the tendency we all have to fixate on ourselves—what we’d like to say and achieve—instead of what we can learn from others.
Traditional corporate culture is not good fit collaboration.
“The research effort included a total of 1,024 individuals, all of whom have a role that involves daily use of Spring.”
77% of the respondents have been using Spring Boot for 3 years or more. So, these are people very familiar with Spring and Java.
Industries: technology companies (30%) and financial services companies (20%). All major sectors are represented, including retail (8%), services (6%), and healthcare (5%).
37% work at organizations of 5,000 to 10,000+ staff. Of that, 28% from 10,000+ orgs.
So, a bit heavy on tech companies, but good enough on both industries and diverse spread of organization size.
“52% of developers surveyed use Spring boot as their only or primary development platform.”
No slow-down in use: “75% of respondents expect Spring Boot usage to grow over the next 2 years.”
Uses, lots of API use, interesting:
Lots of public cloud only use: “When asked where they deploy their Spring Boot apps, 57% of respondents were either deploying exclusively to public cloud (21%) or in a hybrid mode with both on-prem/private and public cloud deployments.”
– Most running in containers – 65% containerize their apps, 30% planning to.
…to run in kubernetes: 44% already running in kubernetes, 31% plan to in the next 12 months.
“The customers will be able to get completely integrated Kubernetes, the same value proposition. IT administrators can deploy this drop-in Kubernetes infrastructure right into their environment. Most enterprises have vSphere today. You can drop it right in and you can administer Kubernetes from the same platform, the tools and even the same skill sets that they already have. But the developer or the application owner can consume the infrastructure the way they’re used to doing it, the way they want to do it, through the Kubernetes interface, [which] is an API. With vSphere with Tanzu, customers can bring their own networking, they can bring their own storage. That’s a key difference from VMware Cloud Foundation with Tanzu. vSphere with Tanzu will really, really open up the floodgates for application modernization initiatives and the simple reason for that is it’s by far the leading hypervisor.”
Also, screenshots of lots of the marketectures and such.
As a result, iPads stay in use longer, get passed on to new users and serve for many years. Their average life span is likely well over 4 years and 9 year old iPads are not uncommon. It’s therefore very likely that the vast majority of all iPads sold are still in use.
So the true measure of success is not units sold but number of active (and satisfied) users. The iPad user base is probably around 400 million (about 27% of total active Apple devices.) The degree of activity is also telling and is reflected in the million apps built specifically for the platform.
And, taking over the traditional PC space is a big task:
It has not done that so far, much to the delight of naysayers. But this is not as big a failure as it might seem.
First note that the Mac user base itself is not nearly as big (110 million +/-10%). iPad could be 4x bigger in user base. The Windows base is larger at 1.2 to 1.4 billion but that resists frontal assault as it is deeply entrenched around enterprise workflows. It’s also bereft of profit.
By the spring of 1999. Frye recalls, "Enterprise Systems Group General Manager William Zeitler had enough information for a final chart of his presentation to then-CEO Lou Gerstner: ‘We also have Linux on s/390,’ Zeitler said." Gerstner was not impressed at first. In fact, "’That’s the stupidest idea I’ve ever heard,’ said Gerstner, who then paused for reflection and added ‘Or maybe not?’"
In their self-hagiographys, people involved in the Trump presidency suddenly become astonished by the incompetency of the adminstration.
And then, Woodward’s conclusion:
But now, I’ve come to the conclusion that the ‘dynamite behind the door’ was in plain sight. It was Trump himself. The oversized personality. The failure to organize. The lack of discipline. The lack of trust in others he had picked, in experts. The undermining or attempted undermining of so many American institutions. The failure to be a calming, healing voice. The unwillingness to acknowledge error. The failure to do his homework. To extend the olive branch. To listen carefully to others. To craft a plan.
Also, the review writer:
Most of this Administration’s greatest disasters have been policy-related—but policy of this sort was inevitable with a person like Trump. What his racism did not infect, his corruption most certainly did; we are left with nothing except Trump himself and the political party that was broken enough to nominate such a man.
the vSphere-Tanzu combo does not need to run the complete stack. “They can bring their own networking, they can bring their own storage,” D’Paiva explained, adding that it should also accelerate modern workload transformations because it ties directly into the vSphere platform that many enterprises are already running today.
“With this drop-in infrastructure it takes about an hour for an existing IT administrator to simply get started with Kubernetes and go,” D’Paiva said.
Organisations should not make portability a primary driver for adopting Kubernetes, Meinardi explains, as the likelihood that an application, once deployed, will move to a new infrastructure provider is actually very low.
This is simply because databases and data lakes are expensive to move, weighing down applications. The truth is that most organisations don’t think moving this data is worth the hassle so end up sticking with the same provider.