I’m always looking for good diagrams of a “developer platform,” an “internal platform,” whatever you want to call that stuff you run on-top of kubernetes. Here’s a good one from Forrester, from a webinar I did with them earlier this year:

I’m always looking for good diagrams of a “developer platform,” an “internal platform,” whatever you want to call that stuff you run on-top of kubernetes. Here’s a good one from Forrester, from a webinar I did with them earlier this year:
Jordi asked about the usefulness of competitive intelligence (at software/cloud vendors) in the Software Defined Slack. Here’s what I added to the thread:
I think competitive intelligence is least useful for product management. Innovation, talking to customers, and finding out sells and doesn’t sell from your salesforce is more interesting. Competitive intelligence is good for sales people, marketers, and prepping for conversations with “influencers” (press, analyst, and loud people on THE SOCIALIZ).
(There’s also competitive intelligence as simply “market intelligence,” is, of course, good for investors and corporate strategy people. But, that’s not really in the spirit of the above.)
The issue that I find is that competitive intelligence is that it’s overwhelming, especially for a large portfolio. For example, despite having excellent competitive intelligence reports – weekly! – for VMware Tanzu stuff, there’s just so much of it that it would take me all week to read it :) I wish I could read them all, like my old analyst days, but my job – and life! – is different now.
Originally from my newsletter.
Find more cute babies and nerd-talk in the Tanzu Talk playlist.
I like that I’ve been slotted into the “get that guy to do a write-up of a survey” position at work. It’s fun to look at these surveys, especially when I can add in things that aren’t in the published results, like multi-year data. Anyhow, here’s my write-up of our forth kubernetes survey. Things are going well for it.
I also made three little videos about this survey: one, two, and three.
The notes go directly from here.
I’ve proposed an open spaces for DevOpsDays Amsterdam, 2021. The idea is:
The DevOps community pushes for people to change how they think and operate. When it comes to working better, we have proven tools, techniques, and even big picture ways of thinking like CALMS. You’re more than likely eager to try these new things, get better, change. However, many more people seem less than eager to change – your co-workers, managers, and the countless “others” in your organization. In the discussions I have with change agents and executives in large organizations, this reluctance to change is one of the top three concerning topics. I invite you to this discussion to talk about why people are reluctant to change, how you’ve worked helped people change, or, perhaps given up, and, hopefully, to share stories about your own experience overcoming reluctance. Our goal will be to move beyond being frustrated with “frozen” minds and middles, and get a sense for what to do about it…if anything. To start the discussion, I’ll start with a few stories and methods for getting people to change that I’ve encountered in the past few years.
Me!
In preparing for it, I typed in these notes:
Reluctance to change is one of the top concerns with executives and managers I talk with.
You can also see me discuss these in one of my Tanzu Talk streams.
Since last time.
From Napoleon to Nutella: The Birth of the Chocolate-Hazelnut Spread
But, of course, a story that credits an invading force for a chocolate-confection-turned-regional-gem is not nearly as stirring as one that frames the chocolatiers as ingenious victors, who persevered in their trade in spite of the odds against them. And the motivation to reshape gianduia’s narrative only grew with time.
Two articles of mine published: one on modernization and tech debt for Tech Radar Pro UK and another for AG Connect Netherlands on how managers can help transform their organization (translated to Dutch).
The plunge of Grafton Street gushed with a growling steel and rubber torrent, vehicle flow swollen by a rain of lunchtime drinkers, weekend shopping trips and booming penis publicizers, threatening to overspill its banks. An anaconda laminate of molten tyre that snaked across the pavement just ahead of Mick bore testament that such a breach had happened only recently, most probably during the Friday night just gone. White-water driving by some Netto Fabulous crash-dummy who bled Burberry, shooting the traffic island rapids in his hotwired kayak, home to Jimmy’s End across the river in the west, head full of Grand Theft Auto San Andreas and horse tranquilliser, pinprick pupils, squinting in the spindrift of oncoming headlights.
From JERUSALEM: 2018 Edition by Alan Moore – big book, hard to read casually.
Lee Atwater’s unfinished memoir – kind of a monster.
How to Get Started with—Real—Travel Photography
Photographing the butcher on the corner of the street instead of someone dressed in traditional clothes solely for the purpose of pleasing tourists. Looking for real people and daily life instead of famous landmarks. That’s what going to make your photography interesting and stand out from the crowds.
More than a quarter of all Starbucks orders in the U.S. are now paid for with a smartphone – here in Europe, I pay almost all the time with my phone. It’s fantastic.
MonitorControl – in MacOS, an app that allows you to modify the brightness, contrast, and volume for external monitors. Simple and effective.
Brown cafés in the Netherlands: all you need to know
Savvy shoppers: long lines at IKEA and Primark upon re-opening in the Netherlands
If anyone still thought that our consumption behaviour would change permanently in the post-corona era, here’s a sneak peek. Soon again people will be going to Bali and New York three times a year, looking forward to it.
Office default Calibri will join Clippy, Internet Explorer in Windows retirement
“Calibri has been the default font for all things Microsoft since 2007, when it stepped in to replace Times New Roman across Microsoft Office,” the Microsoft Design Team opined in Calibri’s de facto obit. “It has served us all well, but we believe it’s time to evolve.”
“It usually seems to me that the reason it works out this way is because teams generally have large backlogs of things they’ve decided they’d like to do. Most of the stuff in that backlog was written down long before the current OKRs where specified…. So it makes sense that when the OKRs come out for the quarter, we just take what we already have and figure out how to fit it into the OKRs.”
Ignoring the Rules Sometimes Works for Elon Musk
‘When asked to comment on the specifics of this article, Mr. Musk replied with a “poop” emoji.’
Notes:
“76% of employees employed by high-growth firms agree that their job requires them to be creative,” from “Creativity Catalyzes A Growth Mindset,” Forrester, April 2021.
I’m giving a new talk for the first time on May 10th, “Beyond DevOps metrics – technical, business, and culture metrics for the software defined business.” I’ll pull a lot from my upcoming Mindset book, and these Tanzu Talk videos.
My new booklet is almost done getting all put together. You can still see a draft of it, or wait until next month when it officially comes out.
Modernization white paper: “Tackle Application Modernization in Days and Weeks, Not Months and Years.” It’s a good overview of the disciplined process VMware Tanzu customers go through to modernize their portfolio. It takes years, lots of planning. What I like is that it has a generic, quick process for doing analysis (over and over as you finish each, say, quarter) and focuses a lot of process, not just technology/replatforming. As ever with us, getting CI/CD (“path to production”) a quick and automated as possible is the first, kind of most important step.
From “On Bullshit”:
The characteristic topics of a bull session have to do with very personal and emotion-laden aspects of life — for instance, religion, politics, or sex. People are generally reluctant to speak altogether openly about these topics if they expect that they might be taken too seriously. What tends to go on in a bull session is that the participants try out various thoughts and attitudes in order to see how it feels to hear themselves saying such things and in order to discover how others respond, without it being assumed that they are committed to what they say: It is understood by everyone in a bull session that the statements people make do not necessarily reveal what they really believe or how they really feel.
And:
The fact about himself that the bullshitter hides, on the other hand, is that the truth-values of his statements are of no central interest to him; what we are not to understand is that his intention is neither to report the truth nor co conceal it…. His eye is not on the facts at all, as the eyes of the honest man and of the liar are, except insofar as they may be pertinent to his interest in getting away with what he says. He does not care whether the things he says describe reality correctly. He just picks them out, or makes them up, to suit his purpose.
From Reborn
#CommonPlaceBook
Some reading I did for getting up to speed on healthcare tech.
Claims 2030: A talent strategy for the future of insurance claims
Productivity is imperative for US life and annuities carriers | McKinsey
The opportunity of digital ecosystems for insurance | McKinsey
2019 priorities:
The new lobbies in New York all seem to have the same granite walls, the same glass doors, and the same abstract art in the lobbies. None of them stand for anything and they all share the same Airport-like aesthetic. Unlike Art Deco, they say nothing about the contemporary world or the stories of the people who built them.
Original source: After Minimalism
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