cloud foundry summit - no talent shortage

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Transcript of cloud foundry summit - no talent shortage

  • 1. there is no talent shortage Andrew Clay Shafer Cloud Foundry Summit SF 2014

2. perfunctory introduction 3. @littleidea 4. buckle up keep your arms and legs inside the ride at all times http://www.ickr.com/photos/spatch/4630771984/ 5. eyes on the road 6. meanwhile... 7. software kept eating the world 8. the past 9. you can either easily manage complex systems at scale... or you cant 10. the rise of devops 11. INFRASTRUCTURE IS CODE 12. automate all the things!!! 13. forward 14. what this talk is not about 15. talent is not necessary 16. talent is not desirable 17. talent is not an advantage 18. we cant hire the right people 19. we cant nd talent 20. A WAR FOR TALENT! 21. FAIL 22. dene talent 23. talent a special ability that allows someone to do something well 24. assume talent exists 25. is talent nite? 26. can talent be attracted? created? cultivated? 27. talent seeks talent 28. talent begets talent 29. the plot 30. software kept eating the world 31. software kept eating the world?? 32. 3rd Platform is eating the world "transforming the way people and businesses relate to technology". 33. Conways Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations 34. how many put as much effort into designing their culture as they do their applications and systems? 35. culture eats strategy 36. dene culture 37. culture a way of thinking, behaving, or working that exists in a place or organization 38. culture the act of developing the intellectual and moral faculties, especially by education 39. the origin of the word 40. culture is strategy 41. we talk about culture like culture is a checkbox on a list 42. we talk about culture then abstract everything into boxes with labels 43. we talk about culture then hire based on a laundry list of buzzwords 44. dev ops we reduce people to their jobs 45. we talk around culture commitment values vision motivation 46. do we cultivate culture? 47. Conways Its not just a good idea... its the law 48. we are in the middle of inventing our culture. --Patty McCord http://www.youtube.com/watch?v=o3e1lnixKBM 49. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. --Patty McCord 50. prologue 51. time for the real talk 52. Section I The game has changed 53. never thought of myself as a developer 54. though I was paid to develop 55. never thought of myself as a sysadmin 56. though I was paid to run systems 57. never thought of myself as a manager 58. though I was paid to manage 59. I did whatever I could for companies 60. at the level I was empowered 61. I want to win 62. I am fascinated with the dynamics of performance 63. fascinated with the dynamics of high performing organizations 64. fascinated with the psychology and behavior of high performing individuals 65. what is a master? 66. a master 67. mentally and physically unprepared for reality real talk 68. the game had changed 69. In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market 70. the game had changed real talk 71. the game has changed 72. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming 73. Gratuitous Diversion game theory 74. the game has changed? what does that mean? 75. the payoffs for a given strategy has changed 76. Game Theory the study of mathematical models of conict and cooperation between intelligent rational decisions makers 77. Rational choosing to maximize a utility function 78. Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally. 79. Pareto Efciency an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off 80. Pareto Inefcient Nash Equilibrium possible to make an individual better off without making any individual worse off but no one will change their strategy 81. Pareto Inefcient Nash Equilibrium until the game changes 82. Pareto Inefcient Nash Equilibrium what are you trying to maximize? what are the payoffs for a given strategy? 83. Section II the makings of the learnings 84. Ive seen a lot. 85. And Ive paid attention. 86. Ive seen a good bit... applications infrastructures cultures agile devops success failure 87. Is there a pattern? 88. Auspicious Learning? 89. Success and Failure is highly correlated with the degree of Organizational Learning 90. 7 dimensions of Organizational Learning 91. 7 dimensions of Organizational Learning continuous learning inquiry and dialog team learning empowerment embedded system system connection strategic leadership 92. continuous learning represents an organizations effort to create continuous learning opportunities for ALL of its members 93. inquiry and dialog an organizations effort in creating a culture of questioning, feedback, and experimentation 94. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams 95. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank 96. embedded system establish systems to capture and share learning 97. system connection actions to connect the organization to its internal and external environment 98. strategic leadership the extent to which leaders act strategically using learning to create change 99. how would we measure these dimensions? 100. Funny you should ask... 101. dimensions of the learning organization questionnaire (DLOQ) Behold! Watkins and Marsick 102. In my organization? form of questions 103. In my organization, people openly discuss mistakes in order to learn from them 104. In my organization, people identify skills they need for future work tasks 105. In my organization, people are encouraged to ask why regardless of rank 106. In my organization, groups focus both on the groups task and on how well the group is working 107. My organization builds alignment of visions across different levels and work groups 108. how powerful would it be if those werent questions? 109. In my organization! form of statements 110. and not just is words and spirit but deliberately incentivized if they are not incentivized, they wont be real 111. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change. 112. learning cannot be something that happens outside of the process learning is the point of the process 113. continuous learning 114. cultivate sharing 115. cultivate individuals 116. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent 117. epilogue 118. this is an amazing time 119. software keeps eating 120. you are either building a software business... or you will be losing to someone who is... 121. this has become obvious 122. you are either building a learning organization... or you will be losing to someone who is... 123. the game has changed 124. come at me @littleidea 125. Resources Netix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM dimensions of the learning organization questionnaire (DLOQ) - http://www.partnersforlearning.com/questions2.asp Maverick - the worlds most unusual workplace - http://en.wikipedia.org/wiki/Maverick_(book) The Fifth Discipline - The Art and Practice of the Learning Organization - http://en.wikipedia.org/wiki/The_Fifth_Discipline Organizational Learning Culture's Inuence on Job Satisfaction... - http://conservancy.umn.edu/bitstream/53624/1/Hsu_umn_0130E_10474.pdf Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources Fred Ettish - http://www.youtube.com/watch?v=Z5maknndsas the lessons of vasa http://faculty.up.edu/lulay/failure/vasacasestudy.pdf Gossamer Condor