My fav Christmas Ad so far… 🙂
It’s common to trickle down blame to individual staff and the so called “frozen middle” who keep existing processes in place. Higher level executives, though, aren’t much better according to a recent Altimeter study . Of the 500 executives surveyed, only 37 per cent said their organisation was proactively investing in “digital transformation” (let’s just assume that means “improving how we do IT around here to help run the business better”). Put another way, 63 per cent seemed content with their IT.
In my experience, most organisations who are looking to improve their software capabilities are motivated by a sudden, unexpected, often fierce competitor. Many insurance companies, for example, were spooked by Google’s foray into car insurance . Fear motivated them understand what it would mean to have their market changed by companies like Google.
There is some great stuff in Michael’s book ‘Digital WTF’
🙂 🙂 🙂
For those of certain age… 🙂
Digital transformation?! Your boss’s PowerPoint New Year resolution, deconstructed
Hey, it’s the new year. Time to let those annual planning slides shimmy over you, washing away the dangling tickets of last year like a purifying clean install. Somewhere amid pictures of robots shaking hands with meat-maws and millennials writing on glass walls will, no doubt, be the details of your firm’s “digital transformation”.
At first, you may be shocked to hear that you’re so analogue – weren’t we up to our eyeballs in digital last year when we updated all the desktops and finally enabled the CEO’s iPhone to check email? Then, as Dear Leader flips through some eye-popping figures around Uber and Tesla (all the money is in multi-sided platform businesses overflowing with customer data, now, you now), you’ll start to think: “Oh crap. They’re serious. Erm. So, what exactly is ‘digital transformation’? (Should I be updating my LinkedIn?)”
You may not be a software company, but that isn’t an excuse to lame-out at computering
I don’t begrudge organisations who want us to start calling them “software companies”. People are free to do whatever they like with such trivial labels, I guess. But the tick of such labelling has always been an annoyance to me.
No, you’re a company that uses software effectively
Most companies saying “actually we’re a software company” are anything but. They very rarely sell software as their core business. Of course, I’d never shy from bombastic overstatement (or too much redundancy). These companies are trying to make a valuable point: they’re now using custom-written software to do more than digitise paper-driven, manual processes and customise their ERP systems into cement. They’re now able to program their business.
Everyone’s favourite pizza provides a hot, steaming example. While Domino’s boasts that you can order pizzas from your wrist and Papa John’s makes it lickity-split easy to customise your pizza on an app (for some reason, you can’t add anchovies except by phone – file a ticket!), these two companies are still fundamentally, well, pizza companies.
Starbucks has long been an example of a company comfortably creeping up the “digital transformation” curve. Their software-driven orders have been so successful that mobile orders have been known to clog their meat-space. Still, when I go there (hey, get off my back, tapered sweatpant milinums! I just want some coffee!), I’m happy to find coffee in my cup instead of a numbered stack of those mini CDs begging me to click on “startup.exe”.
Download a really great read from Michael Cote his new book.
SwiftOnSecurity on Twitter: Corporate purchasing and policies make funding open source Literally Impossible.
Corporate purchasing and policies make funding open source Literally Impossible. Nothing’s going to change until you make them pay you.
Someone filed a bug?
Someone wants a feature?
It’s literally easier to pay you $1500/yr than $25 once.
via SwiftOnSecurity on Twitter: “Corporate purchasing and policies make funding open source Literally Impossible. Nothing’s going to change until you make them pay you. Someone filed a bug? Support contract. Someone wants a feature? Support contract. It’s literally easier to pay you $1500/yr than $25 once.”
Read the full thread, this is sooo true.
A concise masterclass on how to write infrastructure code
OMG, every manager and designer should read this. It is soo true.
Some notes about HTTP/3
HTTP/3 is going to be standardized. As an old protocol guy, I thought I’d write up some comments.
A great write up about HTTP/3 and QUIC.
you should spend more time thinking about real world DevOps tools: better process, better communication, and better relationships.
A great talk by Jeff about Real World DevOps.
“I’m delighted to announce that Ubuntu 18.04 will be supported for a full 10 years,” said Shuttleworth, “In part because of the very long time horizons in some of industries like financial services and telecommunications but also from IoT where manufacturing lines for example are being deployed that will be in production for at least a decade.
Woo hoo. nice one.
At Gruntwork, we make heavy use of Terraform to define and manage our infrastructure as code. For the most part, we love Terraform—we even wrote a whole blog post series and book about it! But sometimes, it becomes painfully obvious that Terraform is a pre-1.0 tool, and not particularly mature. This is the story of one of these times.
Some people love Terraform. I do not. Read this and be amazed that people use it at all.