- How Magic Leap is Secretly Creating a New Alternate Reality (Gizmodo) — amazing piece of investigative tech journalism.
- Better All The Time (New Yorker) — What we’re seeing is, in part, the mainstreaming of excellent habits. […] Everyone works hard. Everyone is really good.
- Stop Trying to Save the World (New Republic) — What I want to talk shit on is the paradigm of the Big Idea—that once we identify the correct one, we can simply unfurl it on the entire developing world like a picnic blanket. (note: some pottymouth language in this article, and some analysis I wholeheartedly agree with.)
- Christmas in Yiwu — We travelled by container ship across the East China Sea before following the electronics supply chain around China, visiting factories, distributors, wholesalers and refineries. Fascinating! 22km of corridors in the mall that dollar store buyers visit to fill their shelves. I had never seen so many variations of the same product. Dozens of Christmas stockings bearing slightly different Santas and snowmen. Small tweaks on each theme. An in-house designer creates these designs. It feels like a brute force approach to design, creating every single possibility and then letting the market decide which it wants to buy. If none of the existing designs appeal to a buyer they can get their own designs manufactured instead. When a custom design is successful, with the customer placing a large order, it is copied by the factory and offered in their range to future buyers. The factory sales agent indicated that designs weren’t protected and could be copied freely, as long as trademarks were removed. Parallels with web design left as exercise to the reader. (via the ever-discerning Mr Webb)
Follow Nordstrom's journey to continuous delivery and a DevOps culture.
Six months ago I sent Rob Cummings an email with exactly that subject and he did. And we can be thankful he opened it, because by doing so, he invited us to look back at the fascinating history of Nordstrom’s implementation of continuous delivery and a “DevOps culture.”
The story begins in 2004, in a different era of web operations and performance. Back then, Rob and his team drove out to the colocation facility to deploy the e-commerce site. It was an era in which everything was a bit more heavyweight and things moved a bit slower. But that was OK, because most companies were still figuring the web out, almost as much as users were trying to figure it out.
Then the world started changing. Customer expectations changed. The business’ expectations changed. Heck, even developer expectations changed. As a leader in Nordstrom’s operations department, Rob had to adapt. And all of this was complicated by the fact that the increased pace was starting to strain his team and the systems he was responsible for maintaining. Read more…