there is no talent shortage - devopsdays down under 2013

  • 9,280 views
Uploaded on

some little ideas about getting to the next level

some little ideas about getting to the next level

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • 'learning is the point of the process'. Words to live by...
    Are you sure you want to
    Your message goes here
  • Amen
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
9,280
On Slideshare
0
From Embeds
0
Number of Embeds
12

Actions

Shares
Downloads
68
Comments
2
Likes
21

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 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 can’t...
  • 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 flow 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 isn’t working! We can never do that! WE CAN’T FIND TALENT!
  • 22. the game has changed A WAR FOR TALENT!
  • 23. fail
  • 24. the game has changed What makes the difference?
  • 25. devops doesn’t work people do
  • 26. a word about jobs stone cutting doesn’t work?
  • 27. 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.”
  • 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 fit’ ‘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 conflict 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 infinite continuum towards a harmonious learning environment”
  • 52. 7 dimensions of Organizational Learning
  • 53. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
  • 54. inquiry and dialogue an organization’s 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 group’s 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 won’t exist rational agents maximizing utility functions
  • 67. stop conflating learning with academics
  • 68. stop conflating learning with training
  • 69. stop conflating 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. ✤ 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 Resources