there is no talent shortage - Velocity 2013

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there is no talent shortage.

there is a shortage of courage and vision.

learning is a competitive advantage.

we get the future we deserve.

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there is no talent shortage - Velocity 2013

  1. 1. there is no talent shortage Andrew Clay Shafer Velocity NYC 2013 Wednesday, October 23, 13
  2. 2. perfunctory introduction Wednesday, October 23, 13
  3. 3. @littleidea Wednesday, October 23, 13
  4. 4. disclaimer a school of thought Wednesday, October 23, 13
  5. 5. buckle up keep your arms and legs inside the ride at all times http://www.flickr.com/photos/spatch/4630771984/ Wednesday, October 23, 13
  6. 6. connect the dots Wednesday, October 23, 13
  7. 7. the past Wednesday, October 23, 13
  8. 8. I’ve been to every Velocity Conf in the US. Wednesday, October 23, 13
  9. 9. you can either easily manage complex systems at scale... or you can’t Wednesday, October 23, 13
  10. 10. developer Wednesday, October 23, 13 sysadmin
  11. 11. 3 people developer Wednesday, October 23, 13 sysadmin
  12. 12. 3 people developer sysadmin 2008 Wednesday, October 23, 13
  13. 13. change how people manage computers a purpose Wednesday, October 23, 13
  14. 14. Infrastructure is Code Wednesday, October 23, 13
  15. 15. dev ops the wall of confusion Wednesday, October 23, 13
  16. 16. dev Wednesday, October 23, 13 ops
  17. 17. dev Wednesday, October 23, 13 ops
  18. 18. Wednesday, October 23, 13
  19. 19. forward Wednesday, October 23, 13
  20. 20. what this talk is not about Wednesday, October 23, 13
  21. 21. ops Wednesday, October 23, 13
  22. 22. dev Wednesday, October 23, 13
  23. 23. devops Wednesday, October 23, 13
  24. 24. talent is not necessary Wednesday, October 23, 13
  25. 25. talent is not desirable Wednesday, October 23, 13
  26. 26. talent is not an advantage Wednesday, October 23, 13
  27. 27. Wednesday, October 23, 13
  28. 28. A WAR FOR TALENT! Wednesday, October 23, 13
  29. 29. FAIL Wednesday, October 23, 13
  30. 30. define ‘talent’ Wednesday, October 23, 13
  31. 31. talent a special ability that allows someone to do something well Wednesday, October 23, 13
  32. 32. assume talent exists Wednesday, October 23, 13
  33. 33. is talent finite? Wednesday, October 23, 13
  34. 34. can talent be attracted? Wednesday, October 23, 13
  35. 35. can talent be attracted? created? Wednesday, October 23, 13
  36. 36. can talent be attracted? created? cultivated? Wednesday, October 23, 13
  37. 37. ‘talent seeks talent’ Wednesday, October 23, 13
  38. 38. ‘talent begets talent’ Wednesday, October 23, 13
  39. 39. Wednesday, October 23, 13
  40. 40. ‘culture eats strategy’ Wednesday, October 23, 13
  41. 41. define ‘culture’ Wednesday, October 23, 13
  42. 42. culture a way of thinking, behaving, or working that exists in a place or organization Wednesday, October 23, 13
  43. 43. culture the act of developing the intellectual and moral faculties, especially by education Wednesday, October 23, 13
  44. 44. the origin of the word Wednesday, October 23, 13
  45. 45. culture is strategy Wednesday, October 23, 13
  46. 46. we talk about culture like culture is a checkbox on a list Wednesday, October 23, 13
  47. 47. we talk about culture then abstract everything into boxes with labels Wednesday, October 23, 13
  48. 48. we talk about culture then hire based on a laundry list of buzzwords Wednesday, October 23, 13
  49. 49. dev ops we reduce people to their jobs Wednesday, October 23, 13
  50. 50. ‘commitment’ ‘values’ we talk ‘around’ culture ‘vision’ Wednesday, October 23, 13 ‘motivation’
  51. 51. do we cultivate culture? Wednesday, October 23, 13
  52. 52. how many put as much effort into designing their culture as they do their applications and systems? Wednesday, October 23, 13
  53. 53. Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations Wednesday, October 23, 13
  54. 54. Conway’s It’s not just a good idea... it’s the law Wednesday, October 23, 13
  55. 55. we are in the middle of inventing our culture. --Patty McCord http://www.youtube.com/watch?v=o3e1lnixKBM Wednesday, October 23, 13
  56. 56. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. --Patty McCord Wednesday, October 23, 13
  57. 57. Wednesday, October 23, 13
  58. 58. prologue Wednesday, October 23, 13
  59. 59. time for the real talk Wednesday, October 23, 13
  60. 60. Section I The game has changed Wednesday, October 23, 13
  61. 61. never thought of myself as a developer Wednesday, October 23, 13
  62. 62. though I was paid to develop Wednesday, October 23, 13
  63. 63. never thought of myself as a sysadmin Wednesday, October 23, 13
  64. 64. though I was paid to run systems Wednesday, October 23, 13
  65. 65. never thought of myself as a manager Wednesday, October 23, 13
  66. 66. though I was paid to manage Wednesday, October 23, 13
  67. 67. I did whatever I could for companies Wednesday, October 23, 13
  68. 68. at the level I was empowered Wednesday, October 23, 13
  69. 69. I want to win Wednesday, October 23, 13
  70. 70. Wednesday, October 23, 13
  71. 71. I am fascinated with the dynamics of performance Wednesday, October 23, 13
  72. 72. fascinated with the dynamics of high performing organizations Wednesday, October 23, 13
  73. 73. fascinated with the psychology and behavior of high performing individuals Wednesday, October 23, 13
  74. 74. what is a master? Wednesday, October 23, 13
  75. 75. a master Wednesday, October 23, 13
  76. 76. mentally and physically unprepared for reality Wednesday, October 23, 13 real talk
  77. 77. the game had changed Wednesday, October 23, 13
  78. 78. In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market Wednesday, October 23, 13
  79. 79. the game had changed real talk Wednesday, October 23, 13
  80. 80. the game has changed Wednesday, October 23, 13
  81. 81. the game has changed Wednesday, October 23, 13
  82. 82. the game has changed Wednesday, October 23, 13
  83. 83. the game has changed Wednesday, October 23, 13
  84. 84. the game has changed Wednesday, October 23, 13
  85. 85. the game has changed Wednesday, October 23, 13
  86. 86. the game has changed Wednesday, October 23, 13
  87. 87. the game has changed Wednesday, October 23, 13
  88. 88. the game has changed Wednesday, October 23, 13
  89. 89. the game has changed Wednesday, October 23, 13
  90. 90. the game has changed Wednesday, October 23, 13
  91. 91. the game has changed Wednesday, October 23, 13
  92. 92. the game has changed Wednesday, October 23, 13
  93. 93. the game has changed Wednesday, October 23, 13
  94. 94. what part of devops are we touching? Wednesday, October 23, 13
  95. 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’ Wednesday, October 23, 13
  96. 96. Wednesday, October 23, 13
  97. 97. It is not necessary to change. Wednesday, October 23, 13
  98. 98. It is not necessary to change. Survival is not mandatory. Wednesday, October 23, 13
  99. 99. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming Wednesday, October 23, 13
  100. 100. Gratuitous Diversion I game theory Wednesday, October 23, 13
  101. 101. the game has changed? what does that mean? Wednesday, October 23, 13
  102. 102. the payoffs for a given strategy has changed Wednesday, October 23, 13
  103. 103. Game Theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers Wednesday, October 23, 13
  104. 104. Rational choosing to maximize a utility function Wednesday, October 23, 13
  105. 105. Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally. Wednesday, October 23, 13
  106. 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 Wednesday, October 23, 13
  107. 107. Pareto Inefficient Nash Equilibrium possible to make an individual better off without making any individual worse off Wednesday, October 23, 13
  108. 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 Wednesday, October 23, 13
  109. 109. Pareto Inefficient Nash Equilibrium until the game changes Wednesday, October 23, 13
  110. 110. Pareto Inefficient Nash Equilibrium what are you trying to maximize? what are the payoffs for a given strategy? Wednesday, October 23, 13
  111. 111. Section II the makings of the learnings Wednesday, October 23, 13
  112. 112. I’ve seen a lot. Wednesday, October 23, 13
  113. 113. And I’ve paid attention. Wednesday, October 23, 13
  114. 114. I’ve seen a good bit... Wednesday, October 23, 13
  115. 115. applications I’ve seen a good bit... Wednesday, October 23, 13
  116. 116. applications infrastructures I’ve seen a good bit... Wednesday, October 23, 13
  117. 117. agile applications infrastructures I’ve seen a good bit... Wednesday, October 23, 13
  118. 118. agile applications infrastructures I’ve seen a good bit... devops Wednesday, October 23, 13
  119. 119. agile applications infrastructures I’ve seen a good bit... devops Wednesday, October 23, 13 cultures
  120. 120. agile applications infrastructures I’ve seen a good bit... devops success Wednesday, October 23, 13 cultures
  121. 121. agile applications infrastructures I’ve seen a good bit... devops success Wednesday, October 23, 13 cultures failure
  122. 122. Is there a pattern? Wednesday, October 23, 13
  123. 123. Auspicious Learning? Wednesday, October 23, 13
  124. 124. Success and Failure is highly correlated with the degree of ‘Organizational Learning’ Wednesday, October 23, 13
  125. 125. 7 dimensions of Organizational Learning Wednesday, October 23, 13
  126. 126. 7 dimensions of Organizational Learning • continuous learning • inquiry and dialog • team learning • empowerment • embedded system • system connection • strategic leadership Wednesday, October 23, 13
  127. 127. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members Wednesday, October 23, 13
  128. 128. inquiry and dialog an organization’s effort in creating a culture of questioning, feedback, and experimentation Wednesday, October 23, 13
  129. 129. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams Wednesday, October 23, 13
  130. 130. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank Wednesday, October 23, 13
  131. 131. embedded system establish systems to capture and share learning Wednesday, October 23, 13
  132. 132. system connection actions to connect the organization to its internal and external environment Wednesday, October 23, 13
  133. 133. strategic leadership the extent to which leaders act strategically using learning to create change Wednesday, October 23, 13
  134. 134. how would we measure these dimensions? Wednesday, October 23, 13
  135. 135. Funny you should ask... Wednesday, October 23, 13
  136. 136. Behold! dimensions of the learning organization questionnaire (DLOQ) Watkins and Marsick Wednesday, October 23, 13
  137. 137. In my organization? form of questions Wednesday, October 23, 13
  138. 138. In my organization, people openly discuss mistakes in order to learn from them Wednesday, October 23, 13
  139. 139. In my organization, people identify skills they need for future work tasks Wednesday, October 23, 13
  140. 140. In my organization, people are encouraged to ask “why” regardless of rank Wednesday, October 23, 13
  141. 141. In my organization, groups focus both on the group’s task and on how well the group is working Wednesday, October 23, 13
  142. 142. My organization builds alignment of visions across different levels and work groups Wednesday, October 23, 13
  143. 143. how powerful would it be if those weren’t questions? Wednesday, October 23, 13
  144. 144. In my organization! form of statements Wednesday, October 23, 13
  145. 145. and not just is words and spirit but deliberately incentivized Wednesday, October 23, 13
  146. 146. and not just is words and spirit but deliberately incentivized if they are not incentivized, they won’t be real Wednesday, October 23, 13
  147. 147. Wednesday, October 23, 13
  148. 148. Gratuitous Diversion II Wednesday, October 23, 13
  149. 149. devops doesn’t work... Wednesday, October 23, 13
  150. 150. devops doesn’t work... people do Wednesday, October 23, 13
  151. 151. on people and their jobs stone cutting doesn’t work? Wednesday, October 23, 13
  152. 152. Three Stone Cutters Wednesday, October 23, 13
  153. 153. Three Stone Cutters “I’m paid to cut stones” Wednesday, October 23, 13
  154. 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” Wednesday, October 23, 13
  155. 155. Wednesday, October 23, 13
  156. 156. I build cathedrals Wednesday, October 23, 13
  157. 157. Section III so now what Wednesday, October 23, 13
  158. 158. have you ever belonged to a team? Wednesday, October 23, 13
  159. 159. where everyone shared a purpose? Wednesday, October 23, 13
  160. 160. where everyone was skilled? Wednesday, October 23, 13
  161. 161. where everyone was skilled? trusted? Wednesday, October 23, 13
  162. 162. where everyone was skilled? trusted? empowered? Wednesday, October 23, 13
  163. 163. where everyone constantly improves? Wednesday, October 23, 13
  164. 164. are you on that team right now? Wednesday, October 23, 13
  165. 165. can you build that team right now? Wednesday, October 23, 13
  166. 166. devops is a word Wednesday, October 23, 13
  167. 167. continuous delivery... words Wednesday, October 23, 13
  168. 168. stop conflating learning with academics Wednesday, October 23, 13
  169. 169. stop conflating learning with training Wednesday, October 23, 13
  170. 170. stop conflating learning with education Wednesday, October 23, 13
  171. 171. there is no ‘school’ Wednesday, October 23, 13
  172. 172. the organizations that build the future become ‘graduate studies’ in the skills they require to do so Wednesday, October 23, 13
  173. 173. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change. Wednesday, October 23, 13
  174. 174. learning cannot be something that happens outside of the process learning is the point of the process Wednesday, October 23, 13
  175. 175. continuous learning Wednesday, October 23, 13
  176. 176. cultivate sharing Wednesday, October 23, 13
  177. 177. cultivate individuals Wednesday, October 23, 13
  178. 178. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent Wednesday, October 23, 13
  179. 179. Wednesday, October 23, 13
  180. 180. epilogue Wednesday, October 23, 13
  181. 181. this is an amazing time Wednesday, October 23, 13
  182. 182. ‘software is eating the world’ Wednesday, October 23, 13
  183. 183. Wednesday, October 23, 13
  184. 184. you are either building a software business... Wednesday, October 23, 13
  185. 185. you are either building a software business... or you will be losing to someone who is... Wednesday, October 23, 13
  186. 186. this has become obvious Wednesday, October 23, 13
  187. 187. Wednesday, October 23, 13
  188. 188. you are either building a learning organization... Wednesday, October 23, 13
  189. 189. you are either building a learning organization... or you will be losing to someone who is... Wednesday, October 23, 13
  190. 190. Wednesday, October 23, 13
  191. 191. talent is not a ‘search’ problem Wednesday, October 23, 13
  192. 192. the talent is there Wednesday, October 23, 13
  193. 193. people just need purpose Wednesday, October 23, 13
  194. 194. people just need the environment to grow Wednesday, October 23, 13
  195. 195. success is not about finding the right people Wednesday, October 23, 13
  196. 196. success is about being the right people Wednesday, October 23, 13
  197. 197. I build the future Wednesday, October 23, 13
  198. 198. build the future Wednesday, October 23, 13
  199. 199. the game has changed Wednesday, October 23, 13
  200. 200. come at me @littleidea acs@parvuscaptus.com Wednesday, October 23, 13
  201. 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 Wednesday, October 23, 13
  202. 202. bonus material Wednesday, October 23, 13
  203. 203. Anti-Fragile™ Wednesday, October 23, 13
  204. 204. Wednesday, October 23, 13
  205. 205. A tale of two projects Wednesday, October 23, 13
  206. 206. contrast... the gossamer condor with the vasa Wednesday, October 23, 13
  207. 207. The Vasa Wednesday, October 23, 13 was launched after failing a stability test.
  208. 208. the gossamer condor Wednesday, October 23, 13 broke records for human powered flight
  209. 209. Wednesday, October 23, 13

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