The writing in this book is good, and I’m always a sucker for noir.
But it gets tiresome after awhile, all the balls-out crazy stuff and topics.
There’s a lot to study about fiction dynamics here though fueled by the picador plotting: lots of interesting characters, lots of mini-plots; paring characters; the weak male/strong female trope; unlimited budget; snarky, but weary direct address tone to the reader; maybe world building, but just as the back-story for the various characters you meet (the serial killer on the airplane, the Roanokes, but the Bob character is ignored/anemic in this respect); social commentary as asides (from Trix, often); sex for titilation.
Obviously I liked it enough to quickly read it.
This week’s Pivotal Conversations is up. We talk about the new book Cloud Foundry: The Definitive Guide with the author, Duncan Winn. Also, see the full show notes for some more links and a discount to SpringOne Platform.
I started a new booklet project, the Cloud Native Cookbook.
The premise is this:
The premise of this book is to collect specific, tactical advice transitioning to a cloud-native organization. The reader is someone who “gets it” when it comes to agile, DevOps, cloud native, and All the Great Things. Their struggle is actually putting it all in place. Any given organization has all of it’s own, unique advantages and disadvantages, so any “fix” will be situational, of course.
This cookbook draws from actual experiences of what worked and didn’t work to try to help organizations hack out a path to doing software better. While we’ll allow ourselves some “soft,” cultural things here and there, each of the “recipes” should be actionable, tangible items. At the very least, the rainbows and unicorns stuff should have concrete examples, e.g., how do you get people to actually pair program when they think it’s a threat to their self-worth?
As with my previous cloud-native booklet, I have this one open for comments as I’m working on it. It’d be great to get your input.
Here’s some slides I’ve been using around all this.
More from The Attention Merchants
First, on advertising as a decision making lubricant:
Information cannot be acted upon without attention and thus attention capture and information are essential to a functioning market economy, or indeed any competitive process, like an election (unknown candidates do not win). So as a technology for gaining access to the human mind, advertising can therefore serve a vital function, making markets, elections, and everything that depends on informed choice operate better, by telling us what we need to know about our choices, ideally in an objective fashion.
And then an example of that principal in place to sell ads at CBS, early on:
“Here you have the advertiser’s ideal—the family group in its moments of relaxation [listening to the radio] awaiting your message,” said CBS. “Nothing equal to this has ever been dreamed of by the advertising man.” It is, as we shall see, one thing to sell access to the minds, quite another to predict reliably the audience’s frame of mind; and by dictating the moment of infiltration, radio claimed to do just that. At the time and place of CBS’s choosing, the audience would be “at leisure and their minds receptive.”
Overall, The Attention Merchants is good stuff so far.
The premise of this book, for most anyone, is painfully boring: planning out and project managing the installation of COTS software. This is mostly lumbering, on-premises ERP applications: those huge, multi-year installs of software that run the back office and systems of record for organizations. While this market is huge, touches almost every company, and has software that is directly or indirectly touched by almost everyone each day (anytime you buy something or interact with a company)…it’s no iPhone.
If you’re in the business of selling enterprise software and services, however, Beaubouef’s book is a rare look inside the buyer’s mind and their resulting work-streams when they’re dealing with big ol’ enterprise IT. As a software marketer, I read it for exactly that. I was hoping to find some ROI models (a scourge of my research). It doesn’t really cover that at all, which is fine.
There’s a core cycle of ideas and advice flitting in and bout of the book that I like:
- COTS software will do, you know, 80% of what you like. The rest is customizing it through configuration, your own code layered on-top, or getting the vendor to add in new features.
- The more you customize the software, the harder it will be to change. But, the less you customize it, the less it creates differentiation for your business processes.
- Most of the problems and challenges you’ll encounter, though, will be human based.
- Much of these human problems are about managing the requirements process to make sure the software is matching the needs of the business.
- Process-wise, to do this we like to take on a waterfall approach (try to specify everything up front, implement it all, then verify if it works). This results in a lot or risk of waiting for that final verification to see if it works and you were right about matching the COTS implementation to business needs.
- Instead, and iterative approach that focuses on learning and honing the COTS/business match-up seems like a good idea.
- Role-wise, getting someone(s) who have a tops-down view of the business process and enough technical understanding to map that to the COTS project is a really good idea, though hard to put in place.
While the book focuses on on-premises software, the overall thinking could easily apply to any implementation of a large IT-driven, vendor provided system: SaaS would work, and to an extent the kind of infrastructure software we sell at Pivotal. As the points above go over, the core thrust of the book is about managing how you make sure your IT is actually helping the business, not bogging down in its self.
If you’re pretty vague on what you should do in these large IT initiatives, you could do a lot worse than read this book.
Check out the book: *Maximize Your Investment: 10 Key Strategies for Effective Packaged Software Implementations *
On the contrary, as this book will argue, the digital revolution is very much like the industrial revolution. And the experience of the industrial revolution tells us that society must go through a period of wrenching political change before it can agree on a broadly acceptable social system for sharing the fruits of this new technological world. It is unfortunate, but those groups that benefit most from the changing economy tend not to willingly share their riches; social change occurs when losing groups find ways to wield social and political power, to demand a better share. The question we ought to be worried about now is not simply what policies need to be adopted to make life better in this technological future, but how to manage the fierce social battle, only just beginning, that will determine who gets what and by what mechanism.
Underlying the problem is rich people putting all their money under the mattress. Their wealth isn’t flowing down to the rest of the people. These wealthy folks have worked hard, and feel like they’re owed all that money (rather than having taken away by high taxes and redistributed); or, at least, they feel others are not deserving.
However, as the book goes into say, this mind-set ignores how a functioning society enables that success in the first place, and now sustains it:
A makers-and-takers conception of the world is one that neglects the social foundation on which wealth is built. We aren’t merely divided into makers and takers. We are participants in societies, operating according to a broad social consensus. When that consensus breaks down, the wealth goes away. Society either agrees a way to share its riches that most members find acceptable, or the system fractures and the social wealth available to everyone shrinks.
Source: The Wealth of Humans: Work, Power, and Status in the Twenty-first Century by Ryan Avent.
In her book, On Repeat: How Music Plays the Mind, psychologist Elizabeth Hellmuth Margulis explains why listening to music on repeat improves focus. When you’re listening to a song on repeat, you tend to dissolve into the song, which blocks out mind wandering (let your mind wander while you’re away from work!).
Source: Inner Vision for the Weekend of September 9, 2016
Let us first define terms. What, then, o Socrates, is an asshole? And how does the asshole differ from someone who is just a jerk?The distinction is important. “The asshole,” James writes, “is the guy (they are mainly men) who systematically allows himself advantages in social relationships out of an entrenched (and mistaken) sense of entitlement that immunizes him against the complaints of other people.” His sense of entitlement is absolute; his self-aggrandizing behavior is spontaneous and noticeably lacking in inhibition. The asshole may recognize that violating certain norms of acceptable behavior may cause pain or give offense but feels no conflict over that possibility.
The jerk, by contrast, is aware it is normal to apologize or express embarrassment — and does so, sincerely or not. Someone parking in a handicapped parking space without the appropriate plates or sticker may be either a jerk or an asshole, but only the jerk will feel the need to come up with, at least, an excuse.
Source: Review of Aaron James’s book on a new theory of Donald Trump
Audiobooks are the fastest-growing format in the book business today. Sales in the U.S. and Canada jumped 21% in 2015 from the previous year, according to the Audio Publishers Association
Source: The Fastest-Growing Format in Publishing: Audiobooks