Coté

From the report “Top Strategic Technology Trends for 2023: Platform Engineering,” Paul Delory and Oleksandr Matvitskyy, Gartner, Oct 2022. The authors don’t take a strong position here (?), but I think their vision of platform engineering sits above the infrastructure layer. See the diagram above, for example. The platform engineering group doesn’t mess with that stuff. This seems right to me. Everyone loves a Gartner prediction: “By 2026, 80% of software engineering organizations will establish platform teams as internal providers of reusable services, components and tools for application delivery.

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.

Notes: central is thinking about product features, not business. The business funds the product, the customer value - it's the McGuffin that you careful guide to being cash flow. The question here is to find other org.s that have adopted abs adapted the practices successfully, or not. the advice at the end is pretty straightforward - the practices are kind of simple, so applying them just means deciding to do them - just like deciding to diet and exercise.

Looking at four months of numbers, here’s my theories of how to get more attention for my enterprise tech videos: Make short ones, each with one point - 1 minute to 10 minutes. Post the videos natively to Twitter, YouTube, or whatever channel - don’t rely on people clicking on YouTube. YouTube is, in general, the worst performer for eyeballs. LinkedIn is the best all around performer (but, I haven’t found detailed analytics, like seconds watched versus just auto-play).

If you wish to make an apple pie from scratch, you must first invent the universe. Carl Sagan. In most enterprise tech marketing copy, it’s an anti-pattern to do the whole “you must first invent the universe” thing. Buyers and curious people already know that there’s market headwinds, things change faster than ever, new technologies, etc. They want to know exactly how you solve the problem, not that it exists.

For those RSS-nerds of you out there consuming this, I’d like to point out that most of my “blogging” is done in my newsletter now. I send it out once or twice a week as a collection of links, fragments of stuff I’ve written (usually some original, newsletter only content thereof), and otherwise wunderkammer like stuff. Here’s the past three ones if you’re curious: A fake simulacrum. Workaholic. Leading failure.

For those RSS-nerds of you out there consuming this, I’d like to point out that most of my “blogging” is done in my newsletter now. I send it out once or twice a week as a collection of links, fragments of stuff I’ve written (usually some original, newsletter only content thereof), and otherwise wunderkammer like stuff. Here’s the past three ones if you’re curious: A fake simulacrum. Workaholic. Leading failure.

Published in the Computers in Human Behaviour academic journal, the study enumerates no fewer than 72 actions that people apparently take while managing their work emails. We can count five – delete, mark as spam, forward, reply and read but ignore – and can only imagine that reaching the figure of 72 must include crying and rocking in the corner of the office while reading the full contents of one's inbox.

Published in the Computers in Human Behaviour academic journal, the study enumerates no fewer than 72 actions that people apparently take while managing their work emails. We can count five – delete, mark as spam, forward, reply and read but ignore – and can only imagine that reaching the figure of 72 must include crying and rocking in the corner of the office while reading the full contents of one's inbox.

According to the confidential memo, Oracle's routine tactic is to threaten based on incompliance and to maximize potential licensing issues. After that, software licenses and the looming costs of such licenses can be negotiated from such a beaten problem. The result can then be a relatively better than expected amount for the shocked customer, but is not a low amount. Source: ‘Rijksoverheid al 4 jaar in de clinch met Oracle’