there is no talent shortage - devopsdays down under 2013

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some little ideas about getting to the next level

Transcript of there is no talent shortage - devopsdays down under 2013

  • 1. DEVOPSDAYS DOWN UNDER there is no talent shortage Andrew Clay Shafer @littleidea 12 JULY 2013

2. start with history 3. you can either easily manage complex systems at scale... or you cant... 4. developer sysadmin 3 people 2008 5. developer sysadmin more people 2013 6. confession: I was never particularly passionate about operations 7. confession: I was never particularly passionate about development 8. I was paid to develop 9. I am easily impassioned 10. I became fascinated with the dynamics of high performance 11. fascinated with the dynamics of high performing organizations 12. and the individuals that comprise them 13. a master 14. mentally and physically unprepared for reality 15. the game had changed 16. In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market 17. the game had changed 18. the game has changed 19. the game has changed 10 deploys a day 50 deploys per day infrastructure is code continuous this, that, and the other all about culture tools really do matter all about the business what about ITIL? understand the ow of work antifragile quit your job feedback and visibility measure everything 20. the game has changed 21. the game has changed What should we DO? Who should we HIRE? devops isnt working! We can never do that! WE CANT FIND TALENT! 22. the game has changed A WAR FOR TALENT! 23. fail 24. the game has changed What makes the difference? 25. devops doesnt work people do 26. a word about jobs stone cutting doesnt work? 27. Three Stone Cutters Im paid to cut stones I use special techniques to shape stones in an exceptional way, here let me show you. 28. I build cathedrals. a sense of purpose 29. we reduce people to their job dev ops 30. we talk about culture like culture is a checkbox on a list 31. we talk about culture then abstract everything into boxes with labels 32. we talk about culture then hire based on a laundry list of buzzwords 33. we talk around culture commitment cultural t motivation values vision 34. do we cultivate culture? 35. do we cultivate individuals? this is the original meaning 36. incentives and behaviors the games people play 37. game theory the study of mathematical models of conict and cooperation between intelligent rational decisions makers 38. rational chooses to maximizing utility function 39. Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally. 40. Pareto Efficiency an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off 41. Pareto Inefficient Nash Equilibrium possible to make an individual better off without making any individual worse off no one will change their strategy 42. Pareto Inefficient Nash Equilibrium until the game changes 43. the game has changed software is eating the world 44. remember dvds? 45. we are in the middle of inventing our culture. --Patty McCord http://www.youtube.com/watch?v=o3e1lnixKBM 46. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. --Patty McCord 47. real values determine incentives incentives determine behaviors rational agents maximizing utility functions 48. you are either building a software business... or you will be losing to someone who is... 49. everyone is starting to understand this 50. you are either building a learning organization... or you will be losing to someone who is... 51. organizational learning a dynamic process of creation, acquisition and integration of knowledge aimed at the development of resources and capabilities that contribute to better organizational performance support the acquisition of information, the distribution and sharing of learning, and that reinforce and support continuous learning and its application to organizational improvement Thus, organizational learning culture is under constant construction, moving along an innite continuum towards a harmonious learning environment 52. 7 dimensions of Organizational Learning 53. continuous learning represents an organizations effort to create continuous learning opportunities for ALL of its members 54. inquiry and dialogue an organizations effort in creating a culture of questioning, feedback, and experimentation 55. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams 56. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank 57. embedded system establish systems to capture and share learning 58. system connection actions to connect the organization to its internal and external environment 59. strategic leadership the extent to which leaders act strategically using learning to create change 60. In my organization? dimensions of the learning organization questionnaire (DLOQ) http://www.partnersforlearning.com/questions2.asp Questions Watkins and Marsick 61. In my organization, people openly discuss mistakes in order to learn from them 62. In my organization, people identify skills they need for future work tasks 63. In my organization, people are encouraged to ask why regardless of rank 64. In my organization, teams/groups focus both on the groups task and on how well the group is working 65. My organization builds alignment of visions across different levels and work groups 66. In my organization! Statements not only exist in spirit, but are incentivized! if they are not incentivized, they wont exist rational agents maximizing utility functions 67. stop conating learning with academics 68. stop conating learning with training 69. stop conating learning with education 70. there is no school 71. the organizations that build the future become graduate studies in the skills they require to do so 72. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change. 73. learning cannot be something that happens outside of the process learning is the point of the process 74. continuous learning 75. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent 76. there is no talent shortage there is a shortage of vision and courage 77. you are not your job 78. I build the future 79. build the future 80. we build the future together 81. the game has changed 82. come at me @littleidea 83. 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 Resources