X : How do you undermine values in a collective? Using your map?
Me : Why do you want to know?
X : Corbyn? Socialism? Getting people to vote against policies that were in their favour.
Me : Not a topic I want to talk about.
X : Because you can't?
Me : Oh, reverse me? Go on ...
... you take the values you don't like and you associate them strongly with some person (a cult of X). Then you destroy the behaviour of that person pointing to how it is counter to some of the values held. You don't stop until you've destroyed them. Basic statecraft.
X : Are you saying Corbyn is a liability?
Me : I think the world of Corbyn, he is a hero to many including me. But he is a liability, he has been played and the very values he stood for could be brought down by the continued focus on him. The party and its values matter more.
X : How was he played?
Me : He moved far too slowly and cautiously over anti-semitism, that gave all the symbols of weak leadership needed. Starmer is spot on with his stance. Don't get sucked into this phantom civil war, Starmer is making the right moves.
X : You think it was the right wing of the party that setup Corbyn?
Me : Hell no. You need to get out of whatever social media bubble you're in. Labour didn't attack Labour, that's a whole new narrative designed to sow discord and to get the broad church fighting against itself.
X : So, what do you think?
Me : On? What to do?
X : Yes?
Me : Support Starmer. He is making the right moves. Support the ECHR report, fully and implement it (which covers those outstanding items from the Chakrabarti report). The most important thing is the broad church unite.
X : Do you think Labour abstaining on the vote showed weakness?
Me : Quite the opposite. Strength not only comes from action but also knowing when to stand firm. Again, it was the right move by Starmer -independent.co.uk/news/health/co…
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X : Where is meritocracy on your culture map?
Me : Meritocracy is a dangerous one. First up, it's belief i.e. a value that a collective (a group, an organisation, a nation) might share. All collectives want to succeed in spreading their values, it's their purpose ...
... like all values then meritocracy is tied to both behaviour (how you act to support your values) and the landscape.
This is where the problems start ...
... many collectives believe they are successful at being meritocratic (value) but in fact, the landscape (what is happening) is anything but meritocratic. This leads to behaviour which can be highly discriminatory i.e. assumption that anyone can make it if they work hard enough!
X : Favourite cloud quote?
Me : Hmmm. Tough one. Probably 2012, a £2bn revenue company whose CIO's response to cloud was "to buy more Oracle licenses"
X : What happened?
Me : They are no longer in business.
X : Another?
Me : A company's $1.2bn private cloud effort. I said I could deliver the same result for $20m. How? Pay me $20m to sit on a beach drinking and in five years I'll phone up to say "we failed".
X : And?
Me : 5 years later they said "wish we paid you $20m".
X : Another?
Me : What is this? Drag up all the skeletons? Old hat. The largest hardware vendors in the world are all cloud companies - Amazon, Alibaba, MSFT, Google - that's the real world we live in. There are still some pining for lost times but it's a dull conversation.
X : Do you play computer games?
Me : Sometimes, not often. Why?
X : Thoughts on Cyberpunk 2077?
Me : Hmmm ... not something I will look at for at least a year or two and then I'll decide whether to play it or not depending upon the size of the modding community.
X : Really?
...
Me : Yep. If I want fun combined with useful management training then I'd play Eve Online. If I just want fun then I'll want to mod the game to exactly how I want the world to be. A game which is just someone else's vision and narrative is ... well ... dull.
X : Did you play Witcher 3?
Me : Hmmm, for a couple of hours. Honestly, I found that 3rd person perspective tedious. Not my thing. Skyrim SE / Fallout 4 are far more interesting because of the modding community.
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.
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.