slides for talk at Velocity 2013
there is no talent shortage.
there is a shortage of courage and vision.
learning is a competitive advantage.
we get the future we deserve.
52. how many put as much effort into
designing their culture as they do
their applications and systems?
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53. Conway’s Law
organizations which design systems...
are constrained to produce designs which are copies of
the communication structures of these organizations
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55. we are in the middle of
inventing our culture.
--Patty McCord
http://www.youtube.com/watch?v=o3e1lnixKBM
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56. The real company values, as opposed to
the nice sounding values, are shown by
who gets rewarded, promoted, or let go.
--Patty McCord
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94. what part of devops are we touching?
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95. ’50 deploys per day’
’10 deploys per day’
‘understand the flow of work’
‘cycle time’
the game has changed
so many voices
‘infrastructure is code
‘all about the business’
‘devops is compatible with ITIL’
‘devops is better than ITIL’
‘quit your job’
‘change your organization’
‘feedback and visibility’
‘lead time’
‘all about culture’
‘tools do matter’
‘continuous this that and the other’
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105. Nash Equilibrium
no players have anything to gain by
changing only their own strategy unilaterally.
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106. 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
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107. Pareto Inefficient Nash Equilibrium
possible to make an individual better off
without making any individual worse off
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108. Pareto Inefficient Nash Equilibrium
possible to make an individual better off
without making any individual worse off
but no one will change their strategy
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126. 7 dimensions of Organizational Learning
• continuous learning
• inquiry and dialog
• team learning
• empowerment
• embedded system
• system connection
• strategic leadership
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127. continuous learning
represents an organization’s effort to create continuous
learning opportunities for ALL of its members
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128. inquiry and dialog
an organization’s effort in creating a culture of
questioning, feedback, and experimentation
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129. team learning
spirit of collaboration and the collaborative skills
that undergird the effective use of teams
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130. empowerment
encourage feedback and action to address the gap between
the current status and the vision regardless of rank
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154. Three Stone Cutters
“I’m paid to cut stones”
“I use special techniques to
shape stones in an exceptional
way, here let me show you”
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171. there is no ‘school’
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172. the organizations that build the future
become ‘graduate studies’ in the
skills they require to do so
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173. The learning organization is one that has
the capacity to integrate people and
structures in order to move toward
continuous learning and change.
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174. learning cannot be something that
happens outside of the process
learning is the point of the process
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178. a learning organization not only has the
advantage of the increasing capacity of
cultivated talents, but has advantages
attracting and retaining talent
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201. 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
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