“In order to appreciate the truly great work, we often end up becoming disappointed with the rest.”

The paradox of discernment https://t.co/m0lhkHV6RI

“The pervasive lack of standardization alone turns #NoOps into an unattainable goal for almost everyone, at least as things stand in 2020. So how do you get as close to full IT #automation as you can in a pragmatic way?

https://t.co/gI7RBY2nVJ https://t.co/irQo6MUaco

It also carries a certain mindset that focuses on pure financial returns and bragging rights, no matter how incredibly different those companies behave and the ethics they operated by. https://t.co/ODupMSWxAz

@RichRogers_ If you have to change your strategy every nine months it means you have not clear how the events are unfolding. It also means that, internally, you disintegrate the trust in your capability to provide a coherent direction, and that impacts leadership and morale.

@RichRogers_ Disagree. I’ve seen many times the devastating effect of a no-long term roadmap approach. I call it “the squirrel strategy”. Having a long-term roadmap, not just a vision, reminds people that whatever tactical decision they need to change, there are core events that must happen.

“Think strategically, but act tactically” sounds logical, but it’s a dangerous slippery slope.

You might end up acting tactically quarter after quarter, for years, completely forgetting the strategy thinking, until you completely lose your opportunity to leapfrog competition.

Since we cannot say the forbidden words “Service Oriented Architecture”, let’s say “Service Based Architecture”.

The world is noisier than ever, so valuable voices must work harder than ever to be heard. But plenty, I guarantee you, are ready to listen. Be a deeper voice and don’t let anybody decide when you are done.

I’m proud of George.

The most important post I publish this year:
George sent me a message just 4 months ago. His career had hit a dead end and he feared it was too late to pivot. I told him: “Give people a chance to know how good you are. If they don’t know you, how are they supposed to pick you?” https://t.co/aqshgTaxPi

Since the days of https://t.co/BoMpGhNroI, 16y ago, I interacted with hundreds of startups and founders. Only a handful of them survived, almost none thrived. The ones that kept the same CEO all along offer me a great insight about how people forge the fate of a company.