Cloud Native Promises in the Land of Continuously Delivered Microservices – Gartner AADI 2015 Talk

I gave a talk at Gartner AADI, US going over the need for organizations to become good at software (you know, our usual thing at Pivotal) and some thinking we have about the three pillars of becoming a software defined business (software defined delivery, DevOps, and microservices) as well as the “contracts and promises” way of looking at what Pivotal Cloud Foundry does. I manage to jam it all into 30 minutes. Here’s the abstract:

If software is eating the world, software capability is the disruptor’s advantage and the disrupted’s vulnerability. Continuous Delivery, Microservices and DevOps are three labels that describe aspects of the same phenomena; the principles and practices of high performing organizations that deliver highly available software, rapidly, at scale. This presentation catalogs the capabilities that allow organizations to move quickly, reliably and economically in an end-to-end infrastructure-to-application platform; these Cloud Native advantages outlined as promises and contracts.

In addition to the slides, check out the video recording from Gartner, they’ve got them a fancy interface with the video and slides they gots!

DevOpsDays Detroit, 2015

Thanks for coming out the DevOpsDays Detroit!

Here’s the goodies:

And, while you’re here, feel free to come by the table and talk with us. We have rockets and three dimensional versions of Matt Stine’s book, all free for the taking.

The Coming Donkey Apocalypse, DevOpsDays Austin recording

My talk from DevOpsDays Austin is up. Check it out if you’ve been curious about the talk track to the mute slides.

As a reminder, there’s a prose version of the talk available as well in one of my FierceDevOps columns, and here’s the slides.

Check out my love affair with “uh” in the begining, I think it clears up a bit at the end.

What are normal people doing with continuous delivery?


My latest Pivotal blog post is up, it re-caps a presentation I did recently covering what “the market” is doing with continuous delivery.

There’s a lot of opportunity, the glass is half full. See the slides over in my previous post on this talk.

Also, check out the recording of the full talk (it has some bonus material on containers recent role in CD) from HeavyBit, embedded above.

Coté Memo #032: when to have an executive summary

Title: Coté Memo #032: when to have an executive summary


Hello again, welcome to #32. Today we have 40 subscribers, so we’re +1. I’d love to hear what you like, dislike, your feedback, etc.: (If you’re reading this on the web, you should subscribe to get the daily email.)

See past newsletters in the archives, and, as always, see things as they come at and @cote.


Tech & Work World

Quick Hits

When to use an executive summary slide

I don’t like “agenda” and “exec summary” slides. There are many reasons, some of them: it’s takes up a slide, just wait and you’ll find out, meetings often never leave that slide. White-collar folks love using them though, so I’ve learned most of the tactics and tricks, of course, as should you. But, when you can choose to, ditch them.

Sidebar: I recall that in one critical cloud meeting at Dell filled with high-ranking brass and such we didn’t moved past the cover slide for half the meeting. We didn’t even get to the executive summary. That’s the kind of thing you deal with in PowerPoint, room full of executive land. It turned out to be a good meeting, but you know, be ready to spend weeks on slides and then not really use them.

Anyhow. I was doing some follow-on bullet-proofing/polishing of a client’s presentation today and wrote this on when to use “executive summaries” in presentations intended for analysts:

For something like [the topic being discussed in the presentation], it’s good to have an “executive summary” slide as a defensive move. Right away if I’m an analyst I’m going to ask a bunch of “have you considered this? how about this?” type questions which you’ll probably answer in the presentation. In the first slide put up an executive summary whose first effect is to demonstrate the breadth of what you have and whose second effect is to make sure the analyst shuts up long enough so you can tell the story. (Normally I don’t like executive summaries, but with the introduction of a new thing where the audience thinks they’re much smarter than you, they’re good.)

That’s a good tip beyond analysts as well if you feel like you’ll be in a similarly combative situation with your, you know, “deck.”

If you like “tips on dealing with analysts,” check out the recording of the talk on that topic I gave at HeavyBit at the beginning of this year. (It was a reprise of a 2008 talk I did, long ago.) It’s targeted at startups, but the majority of it applies to companies of all sizes.

Fun & IRL

Making Sangria

Not really much. Gotta stop typing so I can get to it.