there is no talent shortage - devopsdays down under 2013

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some little ideas about getting to the next level

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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 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

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