Trina Chiasson argues that data has arrived at the same threshold as coding: code or be coded; learn to use data or be data.
Arguments from all sides have surrounded the question of whether or not everyone should learn to code. Trina Chiasson, co-founder and CEO of Infoactive, says learning to code changed her life for the better. “These days I don’t spend a lot of time writing code,” she says, “but it’s incredibly helpful for me to be able to communicate with our engineers and communicate with other people in the industry.”
Though helpful for her personally, she admits that it takes quite a lot of time and commitment to learn to code to any level of proficiency, and that it might not be the best use of time for everyone. What should people commit time to learn? How to use data. Read more…
Liza Kindred on the evolving role of data in fashion and the growing relationship between tech and fashion companies.
In this podcast episode, I talk with Liza Kindred, founder of Third Wave Fashion and author of the new free report “Fashioning Data: How fashion industry leaders innovate with data and what you can learn from what they know.” Kindred addresses the evolving role data and analytics are playing in the fashion industry, and the emerging connections between technology and fashion companies. “One of the things that fashion is doing better than maybe any other industry,” Kindred says, “is facilitating conversations with users.”
Gathering and analyzing user data creates opportunities for the fashion and tech industries alike. One example of this is the trend toward customization. Read more…
Doug Cutting on applications of Hadoop, where "Hadoop" comes from, and the new partnership between Cloudera and O'Reilly.
Roger Magoulas, director of market research at O’Reilly and Strata co-chair, recently sat down with Doug Cutting, chief architect at Cloudera, to talk about the new partnership between Cloudera and O’Reilly, and the state of the Hadoop landscape.
Cutting shares interesting applications of Hadoop, several of which had touching human elements. For instance, he tells a story about visiting Children’s Healthcare of Atlanta and discovering the staff using Hadoop to reduce stress in babies. Read more…
Putting ourselves in the shoes of the user is key to building better systems and services.
In this podcast episode, Tim O’Reilly talks about building systems and services for people, keeping a close eye on the end user’s experience to build better, more efficient systems that actually work for the people using them. Highlighting a quote from Jeff Sussna, O’Reilly makes a deeper connection between development and the ultimate purpose for building systems and services — user experience:
“[Jeff Sussna says in his blog post Empathy: The Essence of DevOps]: ‘It’s not about making developers and sysadmins report to the same VP. It’s not about automating all your configuration procedures. It’s not about tipping up a Jenkins server, or running your applications in the cloud, or releasing your code on Github. It’s not even about letting your developers deploy their code to a PaaS. The true essence of DevOps is empathy.’
“Understanding the other people that you work with and how you’re going to work together more effectively. That word ‘empathy’ struck me and it made me connect the world of DevOps with the world of user experience design.”
Mark Burgess chats about Promise Theory, and Geoffrey Moore discusses a modern approach to his Crossing the Chasm theory.
As systems become increasingly distributed and complex, it’s more important than ever to find ways to accurately describe and analyze those systems, and to formalize intent behind processes, workflows, and collaboration.
Camille Fournier on becoming a “multiplier” — and why multipliers are more effective than managers.
There are times when we all wish we could clone ourselves so we could get more done at work. In a Velocity New York 2014 keynote, Camille Fournier, CTO at Rent the Runway, presented an alternative, practical solution, that she argued is far more effective (not to mention feasible): become a “multiplier” rather than a manager.
Technical skills are important, she said, but they’re not ultimately the bottlenecks you experience later in your career — eventually, time and focus become the main hurdles. To overcome these hurdles, Fournier argued that you need to take a step beyond managing and focusing on creating additive value, and focus on multiplying your value by increasing the effectiveness of the people working around you.
Mikey Dickerson on why he moved from Google to the West Wing, and where we need to be allocating our engineering resources.
In a keynote address at Velocity New York 2014, Mikey Dickerson described his journey from working for Google to working in the West Wing of the White House, leading the US Digital Services group. He told the story of how a three-day review turned into a nine-week “herculean effort” by a team working 17 hours per day, 7 days per week to get HealthCare.gov up and running. The challenges, he stressed, boiled down to a few big, though basic, things — building a monitoring system, creating a war room to provide development direction and organization, and establishing a sense of urgency to get the problems fixed. “This very formidable obstacle, when you pushed on it even a little bit, fell apart; it was made out of sand,” he said. “Nothing we did was that hard; it was labor intensive, but it was not hard.”
Max Firtman on the future of mobile and the importance of embracing change.
Companies and developers have plenty of mobile development challenges — OS platforms, the growing number of devices and screen sizes, and the myriad requirements of browsers, to name a few. Soon — or already — the Internet of Things is going to muddy the waters further. In a recent interview, Max Firtman, founder of ITMaster, stressed the importance of the growing ubiquitousness of IoT and the necessity that companies embrace the future:
”Maybe in 10 years, we’re going to see devices everywhere sending input information to apps that might be in the server, in the cloud — and those apps will carry some kind of intelligence, and will bring us back information on other devices that could be a smart watch, smart glass, a phone; we don’t know, yet, exactly what will be here. But there are a lot of challenges there for content owners or companies because you need to understand that you’re going to be everywhere.
Tim O'Reilly and Carl Bass discuss the future of making things, and Astro Teller on Google X's approach to solving big problems.
I recently lamented the lag in innovation in relation to the speed of technological advancements — do we really need a connected toaster that will sell itself if neglected? Subsequently, I had a conversation with Josh Clark that made me rethink that position; Clark pointed out that play is an important aspect of innovation, and that such whimsical creations as drum pants could ultimately lead to more profound innovations.
In the first segment of this podcast episode, Tim O’Reilly and Autodesk CEO Carl Bass have a wide-ranging discussion about the future of making things. Bass notes that innovation tends to start by “looking at the rear window”:
“The first naïve response is to take a new technology and do the old thing with it. It takes a while until you can start reimagining things…the first thing that you need is this new tool set in software, hardware, and materials, but the more important thing — and the more difficult thing, obviously — is a new mind-set. How are you going to think about this problem differently? How are you going to reimagine what you can do? That’s the exciting part.”
In this episode, John Allspaw talks in-depth about blameless postmortems and creating a just culture.
When you’re dealing with complex systems, failure is going to happen; it’s a given. What we do after that failure, however, strongly influences whether or not that failure will happen again. The traditional response to failure is to seek out the person responsible and punish them accordingly — should they be fired? Retrained? Moved to a different position where they can’t cause such havoc again?
John Allspaw, SVP of technical operations at Etsy and co-chair of the O’Reilly Velocity Conference, argues that this “human error” approach is the equivalent of cutting off your nose to spite your face. He explains in a blog post that at Etsy, their approach it to “view mistakes, errors, slips, lapses, etc., with a perspective of learning.” To that end, Etsy practices “blameless postmortems” that focus more on the narrative of how something happened rather than who was behind it, and that remove punishment as an outcome of an investigation.