• All your dongles are belong to us.

  • Looking for that ever elusive Johnny Leadgen.

  • 🗂 Is CX the new killer app for ERP vendors? I seriously doubt it

    All these analytics are nonsense if you don’t actually act on them, especially when it comes to customer service:

    I’ve filled out countless product registration/warranty cards over the years and only recently has one manufacturer ever reached out to me. Sadly, that outreach was a blatant money grab to sell me an extended warranty and new filters for my refrigerator. That’s not CX, that’s salesforce automation (SFA).

    Think about it. Did any manufacturer thank me for my purchase? Did they ever check in on me to see how I liked the performance, reliability, usability, etc. of the appliance? Did they ever try to get an advantage when I was in the market for newer appliances? Nope. They didn’t care about the customer experience as their interest faded away once the product sale occurred. Great CX isn’t needed in companies where amnesia kicks immediately after the sale. diginomica.com/2018/11/1…

  • 🗂 HSBC chief architect: Why machine learning is accelerating cloud adoption

    If you build it, you own it, big data ed.:

    “We got some value out of that but to be honest we found it hard to keep on top of, just hard to build skills at the pace required to integrate new technologies,” Knott says.

    “No matter how hard we ran there is always something new coming in that we wanted to get access to, but we couldn’t get there quite fast enough to have really finished deploying what we were deploying previously.

    “So it was hard to manage, hard to keep on top of, and also hard to scale. We had reasonable success but we were having these challenges.”

    After moving to a vendor/cloud stack:

    “So as one of the people I work with has put it: ‘you don’t have to learn how to build machine learning from the ground up’, you now have to learn how to use machine learning - there is still learning to do, but that is a much more doable proposition.”

    HSBC chief architect: Why machine learning is accelerating cloud adoption | Cloud Computing | Computerworld UK https://www.computerworlduk.com/cloud-computing/hsbc-chief-architect-why-machine-learning-is-accelerating-cloud-adoption-3658761/ via Instapaper


  • 🗂 OpenStack 2018: Mark Shuttleworth chats to The Reg about 10-year support plans, Linus Torvalds and Russian rockets

    While he would obviously be very happy to welcome new customers to the Canonical fold, he points out that IBM is a “smart company” and says that “the guy who led the acquisition is the guy who engineered machines to beat Gary Kasparov. You might hope that there’s a good chess game going on there behind the scenes.” www.theregister.co.uk/2018/11/1…

  • 🗂 Getting people to ask questions and challenge lectures

    Misunderstanding the rules and norms surrounding the issue of authority is probably the most common problem in newly formed multicultural groups. The high degree of formality that is associated with diplomacy can be understood as a defense against making mistakes in this cultural arena. But formality itself can lead to problems if there is insufficient understanding. For example, in a formal classroom setting, I observed the following variations in response to the same lecture material if I asked “Are there any questions or comments?” In the United States, American managers were quick to raise their hands and invariably asked questions about how the content that had been discusses would be useful. The same material taught in the United Kingdom elicited from British managers a spirited theoretical discussion of the material with the wonderfully masked disagreement that would always be preceded by “but one would have thought. . . .” The French and Italians always zeroed in on the details and got especially involved if they perceived some logical inconsistency in what had been presented. The Asian students, even managers, typically did not raise their hands at all for one of two reasons. In China there was a norm of deference to the professor that inhibited individuals from raising questions, but I learned that if I gave them a chance to discuss the material among themselves for a few minutes they could then raise questions through one of their representatives. With Japanese managers I discovered that they were very conscious of their status hierarchy and it was not appropriate to speak before one of the higher-status persons had spoken.


    Creating a climate of open communications sometimes requires special events in which status boundaries are deliberately blurred. For example, in the very formal Ciba-Geigy, at each annual three-day meeting of senior executives one afternoon was always devoted to everyone playing at some sport that would reduce everyone to the same level of incompetence, for example, shooting crossbows or hitting a ball with a club head that was attached to a two-foot leather thong at the end of a three-foot rigid club. Following this common humiliation, we all went to an informal dinner at which everyone was randomly seated to mix up the various ranks represented. Conversation flowed freely and one could see that subordinates found ways in this setting to get messages across to their superiors. The Japanese ritual of going out drinking with the boss so that things can be said under the influence that could never be said at the workplace has a similar function.

    From The Corporate Culture Survival Guide: New and Revised Edition

  • 🗂 Survival anxiety, learning anxiety

    The change process always begins with some disconfirmation, some recognition on the part of leaders that something is not working—what I have labeled survival anxiety. As they identify the business problem, they develop a vision of the future—the new thing to be learned. The desired new learning has to be articulated in clear behavioral terms, and it is this articulation that produces resistance to change and defensive denial—what I have labeled learning anxiety. The key is to understand that resistance to change is to be expected as a normal phenomenon, and that new learning will only take place if the learner is made to feel psychologically secure.


    In terms of a principle for transformative change, motivation to learn the desired new behavior will only be present if survival anxiety is greater than learning anxiety; but a second principle is that the preferred way to achieve this state is to reduce learning anxiety by providing the learner psychological safety.

    From The Corporate Culture Survival Guide: New and Revised Edition

  • Who put digital transformation in my DevOps?

    A recording of the 90 minute, “lecture” version of my standard talk on doing software mo’ better.

    See also the 30 minute version, and, soon, a 60 minute version!

  • fun

  • 🗂 Art that appears effortless is best

    As Mark Pilgrim used to footer, “a lot of effort went into making this effortless”:

    On visiting Paestum he reflected: “In the case of everything perfect, we are accustomed to abstain from asking how it became: we rejoice in the present fact as though it came out of the ground by magic… We still almost feel (for example in a Greek temple such as that at Paestum) that a god must one morning have playfully constructed his dwelling out of these tremendous weights: at other times that a stone suddenly acquired by magic a soul that is now trying to speak out of it. The artist knows that his work produces its full effect when it excites a belief in an improvisation, a belief that it came into being with miraculous suddenness; and so he may assist this illusion and introduce those elements of rapturous restlessness, of blindly groping disorder, of attentive reverie that attend the beginning of creation into his art as a means of deceiving the soul of the spectator or auditor into a mood in which he believes that the complete and perfect has suddenly emerged instantaneously.”

    From I Am Dynamite!

  • 🗂 Greene steps down as Google Cloud CEO, to be replaced by Thomas Kurian

    “We have moved Google Cloud from having only two significant customers and a collection of startups to having major Fortune 1000 enterprises betting their future on Google Cloud,” Greene said. www.axios.com/diane-gre…

  • 📹 Rethinking enterprise architecture for DevOps, agile, & cloud native organizations

    Latest version of my talk on the usefulness of enterprise architecture in all this DevOps stuff.

  • 📚 OG fanfic, Nietzsche ed.

    In the year 2000, some fifty years after its first publication in 1951, and exactly a century after Nietzsche’s death, a book purportedly by Nietzsche called My Sister and I was still being reprinted. “The Boy who grew up in a house full of Manless Women,” runs the advertisement for the book. “The Strange Relationship between Nietzsche and his Sister, suppressed for fifty years, Revealed At Last in the Philosopher’s own Confession. The story of a famous Brother and terrifyingly ambitious younger Sister who grew to love each other Physically as Children and continued to do so in maturity—to the exclusion of all other Men and Women. One only has to read a few Pages of this Breathless Book to Realize why it has been Hushed Up all these years. Quite simply, and in Fearful Earnest, the 19th century’s Greatest Philosopher tells how he was gradually led into this Extraordinarily Dangerous Love-trap which kept him from marrying and caused the Suicide of his sister’s Only Husband. MY SISTER AND I was written in an asylum in Jena. Undoubtedly it was his studied Revenge on his family for refusing to let him publish an Earlier and much tamer Confession, entitled Ecce Homo, which did not appear until ten years after his Death. MY SISTER AND I had to wait over fifty years because it could not be made Public until all the actors in the Great Drama had Passed Away.”

    It is a loathsome tale, right from its start, with Elisabeth creeping into his bed and “the administration of her fat little fingers” occurring for the first time on the night of the death of their little brother Joseph. As Elisabeth was aged two at the time, and Nietzsche four, logic and reason are left behind at the outset. But then, good sense often finds itself trumped by sensationalism once scandal is abroad. The great scholar Walter Kaufmann unpicked the book philologically with great skill but it took years before it was unmasked as a forgery, product of the industrious fraudster and jailbird Samuel Roth, 2 whose anonymous or pseudonymous publications included Lady Chatterley’s Husbands (1931), The Private Life of Frank Harris (1931), Bumarap: the Story of a Male Virgin (1947), I Was Hitler’s Doctor (1951) and The Violations of the Child Marilyn Monroe by “Her Psychiatrist Friend” (1962).

    From I am Dynamite!.

  • Talking about enterprise architecture. Something I know little about. From here: twitter.com/laffezant…

  • 🗂 Lack of trust breeds bureaucracy

    “When DEC was small a hardware engineer could go to the software department and ask whether the supporting software would be ready in six months so that the product could be launched. The software manager would say, “Sure.” The hardware manager would then tell me that he “knew” that this meant nine months because “he is always a bit optimistic but he will get it done, so I can plan accordingly.” As DEC became large and more differentiated, the same scenario would no longer produce the same result. The software manager would again say, “Sure,” but the hardware manager would tell me that he was unsure whether that meant six months, nine months, twelve months, or never, because some other priorities might bump his project. The software manager was now a stranger, embedded in other organizational units, someone with an unknown personality. The hardware manager now had to resort to getting a written commitment so that he could hold the software manager to it. Bureaucracy was born. Now deals have to be negotiated with strangers, trust levels erode, and political processes begin to replace teamwork in pursuit of common goals. The subunits become power centers, and their leaders become barons with an increasingly local agenda. Echelons of supervision, midlevel management, and senior management develop their own norms and force the communications going up and down the hierarchy into certain forms. For example, engineers learn that they have to put their design ideas into cost-benefit language to get middle management to look at proposals, and middle management learns that it has to show the benefits of the project in terms of the particular financial issues the CEO is grappling with at the time.”

    From The Corporate Culture Survival Guide: New and Revised Edition

  • 🎙️ Existing investments & business innovation fuel

    Software Defined Talk #155:

    Hybrid cloud and kubernetes with Cisco, and the latest beard analysis from the OpenStack community, and some spontaneous ERP and ethics of Facebook meandering - all this week in our power episode)!

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