I have multiple UPS covering critical systems (server + network) plus my Tesla battery connected to solar ... switching off main power, everything keeps running (even over the 100ms switch of the distribution board) ... happy bunny. Three power cuts in last year (I live in UK).
X : Server?
Me : My desktop. Beefed up system, liquid cooled, decent graphic card, multiple networks (I triplicate traffic over three lines to a server in London to cope with poor networks) ... it gives me a solid base to connect to all my cloudy services (where work is done).
The weakness in the cloudy world is not cloud services - we can architect highly resilient systems (because of low MttR) across multiple zones - instead the problem has always been my connection to it (i.e. the home) both in networks and the odd power cut here and then.
X : What happens if your server goes?
Me : Then I'm back to using a laptop and moaning about how poor FttP or 4G is in the UK.
X : How bad are things?
Me : In an hour long zoom call, I can expect a dozen or so network losses / freezes if I was using a single line ...
... in terms of power, in the middle of a conference a few weeks ago the power to my village went. The 100ms switch over to the battery hit my server and routers, so I was down for a minute. Now, that should be a thing of the past.
It's not perfect but it is a lot better than it was.
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Our priority actions to sustain [Blah] in [Blah] and to improve
the [Blah] for our customers underpin our mission
to [Blah] as well as being [Blah]
to encouraging our customers to [Blah] ... oh, I could do a lot of damage with this.
X : Isn't this the fault of COVID?
Me : Some companies are growing during physical isolation. COVID has simply accelerated the path we were already on. It's a forcing function. There are few genuine examples of "our brilliant strategy would have worked if it wasn't for covid" ...
X : Your table on next gen practices?
Me : You mean this one? It's from 2010, published in 2011. Not really next gen today.
X : The chaos engines bit.
Me : Netflix Chaos Monkey, Amazon's "Master of Disaster" (early to mid 2000's), old manufacturing concept ...
... the constant drive towards ever greater levels of resilience through the constant introduction of random failures and chaos.
X : Is that the same as adaptation?
Me : Not quite. Adaptation is a much broader concept including themes like inheritance, mutation, exaptation ...
... but in general, nature (as a whole system) is the most resilient system we know. It has both engineering and ecological resilience. CS Hollings work is definitely worth a read.
This is spot on. The loss of public trust through Dom's actions and the failure for Gov to act cannot be ignored. Also, blaming the people? That's a new low but one that was expected ...
... the role of Gov should be to "equip and enable us: to share as much information as possible and as much power as possible, so that we can work together where we live to find a new and sustainable normal" ... instead, for the last six months we've been following a path of ...
X : Thoughts on monitoring staff?
Me : Ok, monitoring of staff in order to improve performance is not unreasonable as long as ... you clearly tell people that you're doing this. They will discover otherwise and when that happens you have a breach of trust.
X : Ok, but ...
X : ... what if you suspect someone is behaving badly or you have a requirement to monitor.
Me : If you don't trust your staff to begin with then you have a huge problem. Again monitoring is fine, as long as you tell people.
Me : Try to avoid the desire to act like spooks, you're a commercial company, not secret service agents. Also remember that you're likely to face enhanced mobility which is a risk in itself.
X : Enhanced mobility?
X : How much do you make from mapping?
Me : Do you mean beyond my normal research job in which I use mapping (and get paid a salary) i.e. royalties from books, investments, speaking engagements, events, consultancy advice etc?
X : Yes, roughly.
Me : £0, precisely ...
... I don't do this for money, I do it because I love the field, I meet really interesting people and it helps me in my research.
X : Just love of maps?
Me : There are other factors such as my long term play in which I intend to be arms dealer of strategic gameplays and that requires me to create a market, There is also my personal belief to give more than I take from the system wherever possible ...
X : Tips on introducing pioneer - settler - town planner (PST)?
Me :
Step 1. A five year ban on any re-organisation.
Step 2. Spend five years fixing your doctrine (see attached).
Step 3. Now you can talk about PST.
X : Do you think people will listen?
Me : Probably not. Execs often want magic easy fixes and people think re-organisation gives them that, it's a quick hit. Just say "no" to re-organisation.
X : How do you know that doctrine is right?
Me : I don't. It's all derived from mapping, even the phases are built on it. But it's called Wardley's doctrine because it is my doctrine. If it doesn't work, blame me, it's my name on it. Maybe someone will find a better list.