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cloud foundry summit - no talent shortage

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cloud foundry summit - no talent shortage

  1. 1. there is no talent shortage Andrew Clay Shafer Cloud Foundry Summit SF 2014
  2. 2. perfunctory introduction
  3. 3. @littleidea
  4. 4. buckle up keep your arms and legs inside the ride at all times http://www.flickr.com/photos/spatch/4630771984/
  5. 5. eyes on the road
  6. 6. meanwhile...
  7. 7. software kept eating the world
  8. 8. the past
  9. 9. you can either easily manage complex systems at scale... or you can’t
  10. 10. the rise of devops
  12. 12. automate all the things!!!
  13. 13. forward
  14. 14. what this talk is not about
  15. 15. talent is not necessary
  16. 16. talent is not desirable
  17. 17. talent is not an advantage
  18. 18. we can’t hire the right people
  19. 19. we can’t find talent
  20. 20. A WAR FOR TALENT!
  21. 21. FAIL
  22. 22. define ‘talent’
  23. 23. talent a special ability that allows someone to do something well
  24. 24. assume talent exists
  25. 25. is talent finite?
  26. 26. can talent be attracted? created? cultivated?
  27. 27. ‘talent seeks talent’
  28. 28. ‘talent begets talent’
  29. 29. the plot
  30. 30. software kept eating the world
  31. 31. software kept eating the world??
  32. 32. 3rd Platform is eating the world "transforming the way people and businesses relate to technology".
  33. 33. Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations
  34. 34. how many put as much effort into designing their culture as they do their applications and systems?
  35. 35. ‘culture eats strategy’
  36. 36. define ‘culture’
  37. 37. culture a way of thinking, behaving, or working that exists in a place or organization
  38. 38. culture the act of developing the intellectual and moral faculties, especially by education
  39. 39. the origin of the word
  40. 40. culture is strategy
  41. 41. we talk about culture like culture is a checkbox on a list
  42. 42. we talk about culture then abstract everything into boxes with labels
  43. 43. we talk about culture then hire based on a laundry list of buzzwords
  44. 44. dev ops we reduce people to their jobs
  45. 45. we talk ‘around’ culture ‘commitment’ ‘values’ ‘vision’ ‘motivation’
  46. 46. do we cultivate culture?
  47. 47. Conway’s It’s not just a good idea... it’s the law
  48. 48. we are in the middle of inventing our culture. --Patty McCord http://www.youtube.com/watch?v=o3e1lnixKBM
  49. 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. 50. prologue
  51. 51. time for the real talk
  52. 52. Section I The game has changed
  53. 53. never thought of myself as a developer
  54. 54. though I was paid to develop
  55. 55. never thought of myself as a sysadmin
  56. 56. though I was paid to run systems
  57. 57. never thought of myself as a manager
  58. 58. though I was paid to manage
  59. 59. I did whatever I could for companies
  60. 60. at the level I was empowered
  61. 61. I want to win
  62. 62. I am fascinated with the dynamics of performance
  63. 63. fascinated with the dynamics of high performing organizations
  64. 64. fascinated with the psychology and behavior of high performing individuals
  65. 65. what is a master?
  66. 66. a master
  67. 67. mentally and physically unprepared for reality real talk
  68. 68. the game had changed
  69. 69. In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market
  70. 70. the game had changed real talk
  71. 71. the game has changed
  72. 72. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming
  73. 73. Gratuitous Diversion game theory
  74. 74. the game has changed? what does that mean?
  75. 75. the payoffs for a given strategy has changed
  76. 76. Game Theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers
  77. 77. Rational choosing to maximize a utility function
  78. 78. Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally.
  79. 79. 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
  80. 80. Pareto Inefficient Nash Equilibrium possible to make an individual better off without making any individual worse off but no one will change their strategy
  81. 81. Pareto Inefficient Nash Equilibrium until the game changes
  82. 82. Pareto Inefficient Nash Equilibrium what are you trying to maximize? what are the payoffs for a given strategy?
  83. 83. Section II the makings of the learnings
  84. 84. I’ve seen a lot.
  85. 85. And I’ve paid attention.
  86. 86. I’ve seen a good bit... applications infrastructures cultures agile devops success failure
  87. 87. Is there a pattern?
  88. 88. Auspicious Learning?
  89. 89. Success and Failure is highly correlated with the degree of ‘Organizational Learning’
  90. 90. 7 dimensions of Organizational Learning
  91. 91. 7 dimensions of Organizational Learning • continuous learning • inquiry and dialog • team learning • empowerment • embedded system • system connection • strategic leadership
  92. 92. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
  93. 93. inquiry and dialog an organization’s effort in creating a culture of questioning, feedback, and experimentation
  94. 94. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams
  95. 95. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank
  96. 96. embedded system establish systems to capture and share learning
  97. 97. system connection actions to connect the organization to its internal and external environment
  98. 98. strategic leadership the extent to which leaders act strategically using learning to create change
  99. 99. how would we measure these dimensions?
  100. 100. Funny you should ask...
  101. 101. dimensions of the learning organization questionnaire (DLOQ) Behold! Watkins and Marsick
  102. 102. In my organization? form of questions
  103. 103. In my organization, people openly discuss mistakes in order to learn from them
  104. 104. In my organization, people identify skills they need for future work tasks
  105. 105. In my organization, people are encouraged to ask “why” regardless of rank
  106. 106. In my organization, groups focus both on the group’s task and on how well the group is working
  107. 107. My organization builds alignment of visions across different levels and work groups
  108. 108. how powerful would it be if those weren’t questions?
  109. 109. In my organization! form of statements
  110. 110. and not just is words and spirit but deliberately incentivized if they are not incentivized, they won’t be real
  111. 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. 112. learning cannot be something that happens outside of the process learning is the point of the process
  113. 113. continuous learning
  114. 114. cultivate sharing
  115. 115. cultivate individuals
  116. 116. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent
  117. 117. epilogue
  118. 118. this is an amazing time
  119. 119. software keeps eating
  120. 120. you are either building a software business... or you will be losing to someone who is...
  121. 121. this has become obvious
  122. 122. you are either building a learning organization... or you will be losing to someone who is...
  123. 123. the game has changed
  124. 124. come at me @littleidea
  125. 125. Resources • Netflix - 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 Influence 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