Gene Kim

Les cinq idéaux:
Le premier idéal: localité et simplicité
Le Deuxième idéal: concentration, flow et joie
Le Troisième idéal: amélioration du travail quotidien
Le Quatrième idéal: sécurité psychologique
Le Cinquième idéal: approche centrée sur le client

Prologue mardi 2 septembre
Chères employées, chers employés de Parts. Unilimited.
Tôt ce matin, plusieurs milliers de fiches de présence ont été corrompues à la suite d'une panne technique qui a principalement affecté les relevés des employés et prestataires sur nos sites de production et de points de vente....

L'idée répond-elle à un besoin réel des clients? L'idée est-elle techniquement réalisable? Enfin, existe-t-il un moteur de croissance financièrement crédible? Si la réponse à l'une de ces questions est "non", alors il faut rectifier le tir ou abandonner l'idée.

Because at product launch time,
the code delivering the new functionality is already in production.
Months prior to the launch, Development has been deploying code into production,
invisible to the customer, but enabling the feature to be run and tested by internal staff.
At the culminating moment when the feature goes live,
no new code is pushed into production.
Instead, we merely change a feature toggle or configuration setting.
The new feature is slowly made visible to small segments of customers,
automatically rolled back if something goes wrong.

Here I sit, hands tied
Room angry, I could save them
If only they knew

But that’s like throwing gasoline on the fire. Developers are even worse than networking people. Show me a developer who isn’t crashing production systems, and I’ll show you one who can’t fog a mirror. Or more likely, is on vacation.

.... my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.

“I need the business to tell me it’s no longer being held hostage by you IT guys. This has been the running complaint the entire time I’ve been CEO . IT is in the way of every major initiative. Meanwhile, our competitors pull away from us, leaving us in the dust. Dammit, we can’t even take a crap without IT being in the way.”

Au lieu de ça, il faut se demander si votre travail améliore le quotidien des clients, s'il crée de la valeur pour eux, et si les clients seraient prêts à payer pour en profiter. Si ce n'est pas le cas, alors peut-être que le travail ne vaut pas la peine d'être fait.

Understanding what technology can and can’t do has become a core competency that every part of this business must have.
If any of my business managers are leading a team or a project without that skill, they will fail.

Life in IT is pretty shitty when it’s so misunderstood and mismanaged.
It becomes thankless and frustrating as people realize that they are powerless to change the outcome,
like an endlessly repeating horror movie.