So when you’re faced with a crisis, don’t blame the people who happen to be around when the crisis is made visible. Instead, look at the source of the illusion, look at the incorrect assumptions that were made, and get an understanding of how we managed to deceive ourselves for so long. You don’t prevent a crisis by developing a specially trained team to deal with the crisis when it occurs. You prevent a crisis by keeping things out in the open, by voicing assumptions and keeping them visible, and by actively preventing the illusion.
If there’s no illusion, then there can’t be a crisis.
“You work at one, or the other.
At the lab, the pressure is to keep searching for a breakthrough, a new way to do things. And it’s accepted that the cost of this insight is failure, finding out what doesn’t work on your way to figuring out what does. The lab doesn’t worry so much about exploiting all the value of what it produces—they’re too busy working on the next thing.
To work in the lab is to embrace the idea that what you’re working on might not work. Not to merely tolerate this feeling, but to seek it out.
The factory, on the other hand, prizes reliability and productivity. The factory wants no surprises, it wants what it did yesterday, but faster and cheaper.”
Fail as much as you can at Lab in order to have not surprise in the Factory.
At the lab, affront your solution to fail in all the ways you being able to imagine.
On production, keep thinking how to provoke your solution become easier and cheaper to manage.
Working on one or other means having quite different mindset.
The diversity of technologies, hardware, software, applications, networking, storage, cloud, dashboards, analytics, reports and reporting tools, mobile devices, data management, security, and what have you, each requires extensive effort to understand how they impact each other and then manage them effectively. I have yet to sight a person who had expertise in all of them; a team can collectively represent a potent unbeatable combination which when married with business will always succeed.
It is a fallacy to expect the IT team to give away their foundation of technology and embrace business skills only. To me it would be like choosing either work or life. Life gives birth to work and work enables a life. Similarly technology innovation opens new opportunities for business and new opportunities give rise to new solutions. I believe that a balance has to be found such that the two sides of the coin give different views to whoever is looking at it without compromising each other.
Technology needs business as much as business needs technology today.
Commodity based, e.g. Gold
Politically based, e.g. Dollar
Math based, e.g. Bitcoin
The other day one guy asked me how I keep updated regarding so many things. Immediately only one answer come to my mind: Twitter.
When I was a child (something that happened around the 70’s), my father used to told me that books will give me general or particular knowledge about an specific matter, but if I actually wanted to keep me updated the best material to read were magazines. Those were the days with no Internet. He also explained me that this happens due the long cycle needed to write and publish a book compared with the short cycle related to the same on a magazine. So If I read magazines, they could keep me updated in any fact that will appear published in books several months or years later.
Twitter has replaced magazines. If you are following the right person, Twitter becomes an awesome source of knowledge and news to keep you updated in your area of interest.
In some specifics areas like Information Technology, it is hard to understand why a smart IT guy is not actively using Twitter (meaning the right way of Twitter using, not only for fragile chats with friends or sports stars). There is no possible way nowadays of keep updated regarding the exponential rhythm of technology change if you are not watching through Twitter what is other doing, what’s new, how they have resolved the same problem that you have.
Keep this on mind, Twitter is a mind blowing radar to watch what is happening around you and understand why are we not being as awesome as them.
Staff who repeatedly violate the change management process are quickly assigned to roles where they cannot make changes. This is all part of having a true culture of change management.
All the high performers had a culture of causality, especially when resolving problems and repairing outages. This ensures that change is ruled out first in the repair cycle, and consequently, issues are resolved much more quickly. Furthermore, they were spending less than 5% of their time on unplanned work and service restoration, spending more time early in the IT lifecycle.
In each of the high performing IT organizations, the way that the staff implemented changes was not to first log into the infrastructure. Instead, it was to go to some change management board and ask whether the change should be made. Surprisingly, this process was not viewed as bureaucratic, needlessly slowing things down and decreasing the quality of life. Instead, it was viewed as absolutely critical to the organization maintaining its high performance.
“You guys in the business are punch drunk on projects, taking on new work that doesn’t have a prayer of succeeding. Why? Because you have no idea what capacity you actually have. You’re like the guy who is always writing checks that bounce, because you don’t know how much money you have and never bother opening your mail.”