DevOps, it's culture not cloud.
Agile, it's culture not project methodology.
Open Source, it's culture not sharing code.
Cloud Native, it's culture not containers.
To explain the issue, all of these memes are a collection of practices, some of which are universally useful principles (think doctrine) whilst many are context specific. Even those universally useful ones (doctrine) barely scratch the surface of what culture is.
There is a reason why anthropologists have tried to define culture for over 100 years and still not come to an agreement.
Is it
a) they're lazy
b) they're daft
c) it's bloody hard.
It's far too easy to go "ABC is about this tech" and when things wobble go "ABC is about culture".
DevOps, Open Source, Agile, Cloud Native are just a set of practices, some of which maybe universally useful, some of which are context specific, some of which are red herrings.
X : What's your definition of culture?
Me : I can't define culture with words. As Margaret Mead said "language is part of culture" i.e. it's part of the model. Alas no model can be complete and true within itself (Godel's Incompleteness) ... so I don't try. I use a map instead.
The beauty of a map is that by its very nature it is imperfect (all maps have to be in order to be useful), it's also wrong (being a model) ... so I avoid the whole attempt to try and define something by using a map to create a common understanding between those involved ...
... I learnt this lesson a few years ago, thank you brexit.
X : What has brexit got to do with it?
Me : That culture map came from getting ardent remainers and brexiteers to talk to each other. I couldn't get them to discuss the issue with words alone but with the map I could.
People really underestimate how political, divisive and destructive stories can be. Stories and story telling ... I find them to be a curse not a benefit when it comes to discussion on difficult issues with multiple parties with different values, beliefs and perceptions.
For me, Mapping is the "De Do Do Do, De Da Da Da" of conflict resolution.
Stories are such a dreadful way of communicating -
X : Any write ups on this?
Me : Try "Off the beaten track". It's still an unsettled matter in my mind but you'll find basic pointers there in the "Me vs We" post - swardley.medium.com/me-versus-we-9…
X : 18 months for covid? In March?
Me : For me the resolution was in "behaviours becoming embedded and a new isolation economy forming" - hence my banging on about test, test, test and isolate.
X: Vaccines?
Me : That's wonderful but I still view we set out on the wrong path.
X : That article is a story!
Me : Yep, it's a story we don't learn from. We can get into the issues of status, standards of care and inertia within the medical industry if you wish plus a failure to learn (see ... long list) but I'd need to use a map and it's late and I'm tired.
X : Culture eats strategy for breakfast.
Me : Your gameplay is constrained by many parts of culture but it also influences other parts through competition and is also part of culture itself. It's like talking about Formula 1 and saying "Cars eat Wheels for breakfast".
X : Aren't you concerned about rising inequality due to lockdowns?
Me : Lockdown in order to implement test, test, test and isolate is just one part of the solution. You also need support structures (temporary) and a massive wealth redistribution (i.e. significant wealth taxes).
I expect to see China start a significant effort to tackle inequality this year, the timing is right for them. We need to get through COVID first and then our nation needs that "Me" vs "We" discussion including inequalities, wealth redistribution and all that comes with it.
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X : We need to adapt to our new reality.
Me : A question?
X : Should we start with organisation or operating model first?
Me : Neither. Start with doctrine i.e. basic principles of your company. This will lead you to landcape which will lead you to structure + operating model.
X : Don't we need to get the structure right though?
Me : Structure against what? If you don't understand the landscape that you operate in then how do you structure around it? How do you decide what your operating model is? Awareness comes first and that needs those principles.
X : Explain?
Me : Pretend you're running a tea shop (I'm a Brit, I like tea shops). First thing you need to do is to know who your users are - the public, the business for example (there are more like regulators etc).
Well, this is an opportunity for the Gov to show whether they really are "One Nation Tories" (don't hold your breath) or not. Executives and consultants planning "fire and hire" whilst key workers are going into COVID homes to help people .... not good, disgraceful ->
1) Demand the names of the consultants involved and blacklist the firms from any Gov contracts for two years.
2) Insist the executive make reparations, to freeze all dividend payments for a set period or face that nationalisation chat.
One of the benefits of brexit, is we now have "national sovereignty" i.e. there is no EC preventing us (or to hide behind) from doing what needs to be done.
There is no reason for Gov not to get involved in what is clearly a breach of social contract.
This is enshrined in the stories we tell every child - "to steal from the rich, to give to the poor" ... it's embedded in our national psyche. It's why we find it so offensive that these companies exploit the poor in a pandemic. There should be no softness from Gov over this.
These companies should just be told that they are a national disgrace in a national emergency caused by the pandemic, they have broken the social contract and Gov is nationalising them with immediate effect with no compensation.
X : You don't like McKinsey?
Me : Gosh, that's astute of you. I thought my venom was a well kept secret.
X : Why McKinsey?
Me : It's not. I view all those large firms as parasites. It's why (when I used to do stuff with Gov) that I wanted a blanket ban on management consultants.
X : Are you working in Gov today?
Me : No. I do a tiny bit of voluntary help.
X : Will you ever?
Me : Unlikely. The conditions would have to be right.
X : Such as?
Me : Make @liammax a Lord, put him in charge of the Cab Office and then I'll bring my brand of Rottweiler Mapping (the destroyer of undeserved value) to Gov. Oh gosh, I do have a bone to pick with so many companies who have clearly taken the Michael over the pandemic.
X : Is Serverless the 3rd generation of data centres (cloud being 2nd).
Me : Think of it more like moving up the stack. The car isn't the 3rd generation of the wheel (cart being 2nd) but instead an industrialised concept of a wheel is a component of the car.
X : So Serverless has servers!
Me : Yes but it also has power and transistors and copper wire and generators and fibre and nuts and bolts and concrete. The point is not what it contains but what we care about. The level of abstraction.
X : There is an error in that map.
Me : All maps are imperfect. You can improve it. That's the point of a map.
X : Can you apply pace layers to maps?
Me : You can but what is where evolves. However, same rules apply to things, practices, data, knowledge and ethical values. All are forms of evolving capital. In the mapping world, we refer to this with pioneers, settlers and town planners.
X : What's the robot for?
Me : Image from an older presentation slide, don't worry it has no relevance.
X : Is this linked to diffusion?
Me : Not simply. Evolution of a single component can consist of many hundreds of diffusion curves i.e. a virus diffuses but it also evolves.
X : Why have you got DevOps in legacy? We haven't even started yet.
Me : That's not my problem. I would take a look at serverless.
X : DevOps is serverless.
Me : Some of the practices maybe co-opted (see ITIL vs DevOps) but the new faction will decide what it is or isn't.