Link: Penn Jillette, In Conversation

“The things I worry about the most is that I’m completely uneducated. You couldn’t even really give me credit with a high-school education. That troubles me a lot. If we had to discuss trigonometry I would have to go and actually do homework before I could talk about it. I also just don’t have a solid liberal education. People who are very well-educated always tell me that education means nothing. But that’s because they have it. I also know, because I keep a very elaborate journal, that I am unreliable in terms of what I’m talking about. These are all things which come down to my worrying about not knowing what I’m talking about, and that’s the worst kind of bullshit. Also, like anyone who’s had success, I tend to give lip service to luck.”
Original source: Penn Jillette, In Conversation

Link: Can IT finally deliver innovation without busting its own budget? Docker’s CEO says yes.

“What we’re seeing at companies like MetLife or Northern Trust is they’re taking their app and infrastructure management cost, and cutting it in half. Let’s say that you can cut 15 million dollars out of your app and infrastructure management cost, which by the way, some of our customers are at. That’s 50 million dollars you can go spend on innovation. That’s not going to the CEO and saying look, I need another hundred million dollars in my budget. That’s freeing up 50-100 million dollars of your existing budget.”

I assume that jump from $15m to $50m is a typo, or something.
Original source: Can IT finally deliver innovation without busting its own budget? Docker’s CEO says yes.

Link: Q&A on the Book Agile Management

“Most of the available maturity models measure the degree to which the agile techniques and tools are deployed. I prefer to look at it from a different angle. First, define what your most important performance indicators are with respect to agility. For instance, time-to-market, employee satisfaction, customer satisfaction, and so on. Then benchmark these, if possible. And also follow their development over time, to determine whether they are improving or not.”
Original source: Q&A on the Book Agile Management

Link: Serverless at Bustle

‘Probably the biggest is: how do you deal with the migration of legacy things? At Bustle we ended up mostly re-architecting our entire platform around serverless, and so that’s one option, but certainly not available to everybody. But even then, the first time we launched a serverless service, we brought down all of our Redis instances — because Lambda spun up all these containers and we hit connection limits that you would never expect to hit in a normal app.

‘So if you’ve got something sitting on a mainframe somewhere that is used to only having 20 connections and then you moved over some upstream service to Lambda and suddenly it has 10,000 connections instead of 20. You’ve got a problem. If you’ve bought into service-oriented architecture as a whole over the last four or five years, then you might have a better time, because you can say “Well, all these things do is talk to each other via an API, so we can replace a single service with serverless functions.”’
Original source: Serverless at Bustle

Docker CEO Steve Singh Interview: All About That Migration To Cloud

The single biggest one is the move to public cloud, and this is where Docker is focused today. This is the number one area that we are putting all our investment in. We have this great container platform that allows you to do a lot of things, but just like any company, we need to pick an area of focus and for us, helping customers take legacy apps, moving them to the Docker platform, and allowing them to run it on any infrastructure because it’s hybrid cloud world, does a couple of things — it drives massive savings for customers, typically 50 percent cost reduction in a cost structure, but it also opens up real opportunities for the customer and our partners to innovate within that environment

Also, this is an insanely good example of a fluffy leather chair conference interview, plus, The Channel filter.

More:

Where does the 50 percent savings come from? A few different areas. The biggest is, honestly, in the mass reduction in number of VMs [virtual machines] and that’s not good or bad, it’s just the reality. The other is that there is a massively increased density factor on compute, and so we can put a lot more workloads on a fewer number of servers. If you are a [company like] Nestle, and you are going to take a bunch of information and business systems and move it to the public cloud, doing a one-to-one move is not necessarily all that advantageous.

Partners:

When I joined Docker I had a good conversation with someone over at Microsoft that said ‘I’d love to partner with you.’ His view was, the more people move to Docker, the more business they get on Azure. In fact, for every dollar we generate, he generates $7.

Momentum and the EBIT(A) chase:

we’re growing at 150 percent-plus year over year and expect that to continue for at least another few years. I’m hoping to get to profitability in mid-2019, and that’s important

Source: Docker CEO Steve Singh On The VMware Relationship, Security, And The Opportunities Around Containers For Partners