As all areas of business move into digital technology, Ramesh Subramanian explains why the digital transformation requires infrastructure engineers to expand their software skills.
Several years ago I started my career as a C++ programmer but to be relevant as a software engineer today would require many more software engineering skills. The same logic holds for Infrastructure engineers.
About 94% of enterprises (and 50% of Governments) use some form of cloud (private/public) today. And as per an estimate from Forbes, 83% of workloads will be in the cloud by the end of this year. These stats imply that infrastructure teams should be ready to:
Meet expectations of faster release cycles, with several releases per day becoming the norm
Provide application access at scale (millions of concurrent sessions, potentially across the globe) with 24×7 availability
However, only 30% of all infrastructure teams are using DevOp. This is even lower at 12% for Financial Services firms.
Points covered in this article include:
- Business enabling applications
- Business critical applications
- Infrastructure team training
Read the full article, Why Infrastructure engineers should start thinking like software developers, on LinkedIn.
Jared Simmons explains why simplifying assumptions could be the key to unlocking value faster and freeing up your knowledge workers to innovate.
I learned the power of simplifying assumptions early in my career. As an engineering student, I watched my professors fill boards with Greek letters and symbols, exponents and integrals, constants and variables. Then, in the last 10 minutes of class we worked a real problem together. The first step of solving the real problem was always to use the context of the problem to apply simplifying assumptions to the theoretical equation. Things like material composition, physical location, and scale let us whittle that complex equation down to a more manageable size. Essentially, they allowed us to build real, specific things based on universal theories. Because we understood the theory behind it, we could quickly identify the right simplifying assumptions for each new practical application. An hour in understanding, 10 minutes in practical application.
The two main points discussed in this article are:
- Barriers to applying simplifying assumptions at work
- Why simplification matters
Read the full article, The power of simplifying assumptions, on the Outlast website.
Amanda Setili shines a light on an initiative that sparked employee engagement, inspired innovation, and motivated collaboration.
What does a 110-year-old company do to increase the rate of innovation from less than one new business per year to 50?
The answer, says David Lee, Vice President of Innovation and New Ventures at UPS, is to launch a program that taps into the brilliant growth ideas lurking in the heads of many of its 480,000 employees.
The program is called Upstarts, and it invited employees to “in five pages or less, tell us your idea for growth.”
To spur interest, Lee’s team held mixers in cities around the world, from Shanghai, to Neuss, Germany, to Toronto and Miami. Employees heard what UPS was hoping to achieve through the program, and how they could contribute.
“It’s not just about ideas,” Lee explains. “It’s about finding teams of passionate, talented people.
Read the full article, Upstarts Kick-Start the Pace of Innovation at UPS, on Amanda’s website.
Susan Drumm provides four steps to ensure you will get honest feedback from your team.
Do you think you can get your team to give you honest feedback? Like no-holds-barred honest?
Many of my clients tell me they struggle to get real feedback from their direct reports and I’m not surprised.
Does this story sound familiar? One of my senior clients recently received the results of his 360 report and was surprised to learn that his team felt they weren’t being mentored effectively by him.
None too pleased with this, he walked out into the office and proceeded to go desk to desk. “Was this comment from you? Do YOU think I’m a good mentor? Do you have a problem with the way I mentor?”
Points covered in the four steps include:
-Create a culture of feedback and honesty from the outset.
-Dig in when asking for feedback.
-Be honest and genuine when asking for feedback
-Once you get the feedback, do something with it.
Read the full article, How to Get Honest Feedback from Your Team, on the Meritage Leadership website.
Jesse Jacoby identifies a few of the core issues that can arise when bringing a new manager into the workplace.
Good things are possible when new managerial blood is brought into an organization. For one thing, there are often fresh ideas. You know yourself how easy it is to get so close to something that you can’t see the forest for the trees. You can’t see a solution that’s obvious to someone from the outside. And, of course, if you don’t grow, then the status quo will feel normal. It will be the thing that you sub-consciously pursue. If you were asked point blank if this was your goal, then you’d deny it outright; nevertheless, it wouldn’t change the fact that you were in a rut and loving it.
This article covers:
-Changes to an organization’s culture, or that of a department or unit
-The dangers of bringing in new blood
-Recognising and dealing with repercussions
Read the full article, A Managerial Transfusion: The Danger of New Blood, on the Emergent Consultant’s website.