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From YouTube: Webinar: Cloud Native Strategy
Description
https://www.cncf.io/event/webinar-cloudnativestrategy
Abstract
Many companies see the benefits of highly available, scalable and resilient systems. They want to go ‘cloud native’ but as they reach for containerised microservices they may actually be grabbing the golden egg rather than the goose that laid it.
In this webinar we’ll look at a model for emerging strategy, classic mistakes and how to avoid them. We’ll also look at how we can iterate through the ‘cloud native’ problem space. Along the way, and before we get to recent history, we’ll visit ancient Greece, post-war Scandinavia, and the Jet Propulsion Lab. We’ll learn about heuristics, including the doughnut principle, and then of course we’ll confront the key paradox that strategy tries to resolve: what is good for a business is not necessary good for those who work in it.
Bio
Jamie is the CEO of Container Solutions, one of the world’s leading cloud native consultancies. He specializes in strategy and works with companies who have particularly difficult problems to solve.
Join us for KubeCon + CloudNativeCon in Barcelona May 20 - 23, Shanghai June 24 - 26, and San Diego November 18 - 21! Learn more at https://kubecon.io. The conference features presentations from developers and end users of Kubernetes, Prometheus, Envoy and all of the other CNCF-hosted projects.
A
Okay,
so
we're
going
to
begin,
welcome
everybody
to
the
SNCF,
a
cloud
native
computing
foundation,
webinar
series
and
thank
you
all
for
coming
today.
I'm
mark
coleman
and
I'm
the
chairperson
for
the
CN
CF
marketing
committee.
This
is
the
first
in
the
new
CN
CF
webinar
series,
and
is
our
intention
to
run
these
webinars
at
least
monthly.
From
now
on,
with
topics
ranging
from
low
level
technical,
deep
dives
to
high
level
webinars
like
this
one
today
we're
very
lucky
to
have
Jamie
Dobson.
A
As
our
speaker
for
16
years,
jamie
has
been
helping
companies
to
succeed
with
technology,
and
in
that
time
he
has
built
a
unique
and
entertaining
way
of
explaining
what
can
be
a
very
difficult
subject
in
his
latest
challenge.
Jamie
has
been
working
as
the
CEO
of
container
solutions
who
are
helping
companies
worldwide
with
their
cloud
mates
at
journeys.
Now,
just
before
we
get
started
a
couple
of
house
rules,
you're
all
on
mute.
A
So
if
you
do
have
questions
you
can
even
put
them
in
the
group
chat,
but
I
see
some
of
you
are
already
using
or
you
can
use
the
Q&A
functionality
that
you'll
find
down
at
the
bottom
of
the
viewer.
Also
in
case
you
have
any
colleagues
who
couldn't
make
it
today
we
will
be
recording
this
session
and
we
will
send
it
out
later
to
all
the
attendees
in
the
session.
Jamie.
Are
you
ready?
I
have.
B
Thank
you
Mike
very
much
for
that
introduction
and
hello
and
welcome
everybody
to
this
inaugural
cognitive,
computing
foundation.
Webinar
I
wanted
to
say
to
people
good
evening
because
I'm
in
London
today,
but
I
realized
that,
if
you're
from
the
United
States
on
different
parts
of
the
world,
of
course,
it'd
be
good
morning
or
good
evening
depending
and
so
I
will
simply
say,
welcome
we're
very
happy
our
container
solutions
to
be
helping
with
the
CN
CF
we're
very
much
aligned
with
its
mission.
B
The
CN
CF
itself
has
lots
of
amazing
conferences.
Some
will
be
sponsoring
in
Berlin
and
Q
con
CN
CF
common
next
year,
and
we're
also
very
pleased
to
have
both
penny
Resnick
from
our
Dutch
office
and
Michael
Muller
from
our
Swiss
office
as
part
of
the
CN
CF
ambassador
program.
So
should
you
need
to
reach
out
to
those
guys
at
any
point
about
anything?
Please
feel
free
to
do
so.
As
Mark
said,
my
name
is
Jamie
Dobson
and
the
CEO
of
contender
solutions
and
what
we
do
is
try
to
help.
B
B
So
what
I'd
like
to
do
today,
I'm
really
hoping
to
inspire
people
to
take
what
they
learn
and
see
if
they
can
apply
strategic
thinking
to
their
own
initiatives,
so
I
guess
I'm,
trying
to
open
people's
mind
to
the
potential
of
strategy
at
strategic
thinking.
The
three
key
takeaways
are
going
to
be
firsta.
Firstly,
what
is
strategy
I
think
this
word
needs
defining
and,
secondly,
I'd
really
like
people
to
take
away
the
importance
of
defining
the
problem.
B
B
So
the
agenda
will
break
down
like
this,
we'll
start
with
strategy
and
a
definition
we're
going
to
ask
the
question:
can
this
be
applied
to
calmative,
then
we're
going
to
look
at
the
problem
space
and
we're
going
to
quickly
look
about
how
we
iterate
and
move
through
the
problem
space,
which
is,
of
course
with
limited
information,
and
then
finally,
I'd
like
to
offer
some
guidelines
and
some
conclusions.
There'll
be
plenty
of
time
at
the
end
of
the
webinar
for
questions.
B
So
what
are
the
most
important
we
need
to
get
out
of
the
way
is
when
to
use
strategy.
So
these
are
the
three
key
criteria
that
I
use
when
I'm
deciding
whether
the
change
I'm
about
to
make
is
a
strategic
change
or
not,
so
the
first
thing
would
be:
does
the
change
transcend
organizational
boundaries?
Does
it
affect
more
than
one
group
of
people?
The
second
criteria
would
be.
Is
the
organization
lacking
key
capabilities,
which
is
another
way
of
saying?
B
B
So
what
we're
going
to
do
is
work
through
the
webinar
this
evening
and
at
the
end
of
the
talk,
we're
going
to
come
back
and
look
at
these
three
criteria
again,
so
without
much
more
messing
about
I'd
like
us
to
now
try
to
see,
and
we
can
actually
define
strategy
so
strategy
as
well
as
a
word
has
been
used
and
abused,
kicked
pulled
around
in
so
many
directions,
but
it
no
longer
carries
any
meaning.
Now
most
normal
people
are
allergic
to
this
word.
B
Sometimes
I
say
that
engineers
are
likely
to
vomit
a
little
in
their
mouths.
Are
the
merest
hint
of
it's
mention
so
to
get
around
this
problem
of
people
being
allergic
to
strategy
and
sort
of
come
in
order?
You
know,
so
we
have
a
decent
conversation
about
it.
If
I'd
like
to
settle
on
what
a
good
definition
is
now
for
that,
I
always
like
to
travel
back
to
ancient
Greece
and
the
story
of
Odysseus.
B
So
after
the
Battle
of
Troy
Odysseus,
who
in
Roman
myths
by
the
way
was
called
unisys,
sets
off
with
his
crew
back
to
his
kingdom
of
Ithaca.
Now
at
the
beginning
of
the
journey,
during
a
daring
raid,
Odysseus
had
managed
to
blind
the
Cyclops.
Pelusium.
Excuse
me
polysemous,
who
was
actually
the
sort
of
Poseidon?
Now
it
was
a
revenge
for
Sidon
and
cursed
Odysseus
to
be
at
sea
for
the
following
10
years
now
this
began
a
series
of
adventures
and
escapades
one
such
escapades
was
with
the
sirens.
B
B
B
B
Firstly,
it's
worth
noting
that
strategy
involves
situational
awareness,
so
Odysseus
knows
of
the
silence
and
he
knows
of
the
opportunity
that
they
present,
but
he
is
also
aware
of
his
crews
capabilities
and
if
his
crew
were
not
capable,
then
a
DCC
strategy
would
have
been
to
train
them
or
to
replace
them.
So
this
is
often
why
strategy
is
often
wrongly
reduced
to
capacity
building
or
team
building.
B
B
Finally,
but
extremely
importantly,
there's
the
notion
of
self
supporting
actions,
so
there's
nothing
wrong,
there's
nothing
intrinsically
wrong
with
putting
wax
in
your
ears.
It's
just
that.
Putting
wax
in
your
ears
is
not
a
useful
action
if
you're
wrestling
the
man
at
all
on
Crete
now
in
much
the
same
way,
there's
nothing
intrinsically
good
or
bad
about
a
containerized
leg
for
all
the
use
of
provisioning
tools
in
operation.
It's
just
that
some
tools
don't
play
well
together,
in
other
words,
some
actions,
although
fine
in
their
local
settings,
don't
support
each
other
in
a
global
setting.
B
B
We
win
the
battle,
but
we
was
then
win
the
piece
we
win
the
election,
but
we
must
then
government
we
use
containers,
but
we
must
then
orchestrate
them.
We
win
a
customer
base,
but
then
we
must
keep
it
so
summarizing
the
story
of
Odysseus
into
one
definition.
We
can
set
on
something
like
this
strategy
is
a
way
through
a
difficulty.
It's
an
approach
to
overcoming
an
obstacle
and
it's
a
response
to
a
specific
challenge.
B
B
So
the
story
of
the
sirens
is
really
more
than
a
fatal
attraction,
so
one
of
the
most
common
problems,
I
see
in
my
daily
work,
is
idea
copying.
This
plays
out
a
little
bit
like
this.
An
executive
goes
to
a
conference
and
they
see
somebody
like
Adrian
Cockcroft,
give
a
talk
about
Netflix,
the
executive
remembrance,
micro
services
highly
available
two
pizzas.
He
remembers
auto-scaling
lower,
balancing
and
words
like
that.
B
The
executive
jewelry
turns
to
work
and
says
we're
going
to
be
the
Netflix
of
the
Netherlands,
to
which
one
can
only
reply,
that's
quite
funny
because
they
stream
videos
and
you're
a
bank.
So
a
good
question
is
how
many
executives
have
she
prepped
themselves
against
the
shore
of
shiny
things?
What
did
they
do
wrong?
So
we've
already
heard
about
the
story
of
Odysseus:
let's
take
another
story,
one
of
Aesop's,
most
famous
fables.
This
was
the
story
of
a
golden
goose,
the
golden
goose
laid
I.
Actually,
forgive
me.
The
goose
was
not
golden.
B
So
the
goose
of
strategy
is
actually
a
combination
of
four
and
decisive
action
in
the
case
of
Netflix,
the
golden
eggs
streaming,
videos
that
are
enabled
by
a
flexible
architecture
and
a
flexible
team.
So
one
of
the
most
important
lessons
here
is
that
strategy
is
the
goose
it's
the
full
processes
you
need
and
not
the
shiny
things
by
the
really
resolve
those
thought
processes.
So
this
brings
us
very
nicely
onto
lesson
one.
The
key
lesson
of
strategy:
don't
steal
ideas,
but
rather
steel,
the
processes
that
created
those
ideas.
B
What
those
three
things
actually
are
are
a
way
of
defining
the
problem
you're
trying
to
solve
so
the
process
of
creating
situational
awareness
starts
with
a
little
bit
of
analysis.
Analysis
should
always
include
a
note
on
your
current
capabilities,
the
capabilities
you
expect
to
need
and
the
sorts
of
activities
that
will
support
each
other.
In
other
words,
creating
a
situational
awareness
is
about
defining
the
problem
you
are
trying
to
solve
and
the
steps
you
can
take
in
order
to
solve
it.
B
If
you
look
at
the
image
now,
you
can
see
a
problem
space.
Some
people
will
refer
to
this
as
a
map.
Now
this
particular
map
is
the
result
of
a
bit
of
analysis.
We
did
with
a
customer
about
one
year
ago.
You
can
see
that
the
cognitive
capabilities
are
roughly
split
into
three
areas:
organizational
infrastructure
and
application
development.
You
can
see
that
there
is,
there
is
overlap
between
the
three
main
areas,
and
this
is
for
two
reasons.
B
Firstly,
nowadays,
infrastructure
is
programmable.
This
means
that
created
infra
is
a
job
that
is
shared
across
the
organization.
Secondly,
the
shape
of
your
architecture
always
reflects
the
shape
of
your
organization.
In
other
words,
most
companies
cannot
do
micro
services,
which
is
to
say
they
cannot
change
itself
of
their
systems
without
changing
their
own
structure.
So
this
is
why
we
say
going
cognitive
is
always
a
strategic
change.
B
If
you
cast
your
mind
back
to
the
beginning
of
the
webinar,
I
said
that
one
of
my
key
criterias
for
strategy
for
a
strategic
change
was
was
a
change
that
transcended
organizational
boundaries.
Now,
if
you
do
believe
that
the
shape
of
your
systems
reflect
the
shape
of
your
organization,
then
it's
fair
to
say
your
organization
or
your
organization's
to
change
it
in
order,
for
example,
to
have
to
pick
two
teams,
each
of
which
work
on
a
particular
micro
service.
B
Now
we
saw
that
a
disuse
is
generally
was
a
series
of
steps.
Now
we
can
almost
we
can
also
figure
out
more
or
less
that
as
time
passed
is
understanding.
Also
a
group.
One
of
the
questions
we
have
in
technology
when
using
cloud
native
technologies
or
in
business
in
general,
is
how
can
we
expand
our
Maps,
like
the
one
we
see
here,
whilst
moving
through
the
space?
B
Well,
the
answer
to
that
question
is
with
great
caution
for
reasons
quite
unknown
to
me,
many
writers
on
strategy
seem
to
imply
that
the
more
inserts
and
the
conditions
are
the
more
we
should
plan.
This
is
actually
illogical.
Chess
masters
fighting
it
out,
take
small
steps
to
improve
their
position.
The
next
step
includes
building
on
whatever
current
advantage
they
have,
whilst
creating
potential
new
actions.
B
So,
for
example,
if
a
team
has
automated
their
build
process
and
broken
their
application
into,
let's
say
six
services,
a
good
move
would
be
to
containerized
the
services.
This
move
would
build
on
the
previous
advantages
and
itself
would
create
a
series
of
potential
next
steps.
One
such
step
would
be,
for
example,
to
start
using
cumulative
or
the
orchid
DCs,
both
of
which
would
give
you
functionality
out
of
the
box
whilst
reduced
in
your
AWS
bill.
B
The
point
is
you
build
on
advantage
and
you
don't
plan
into
the
future
in
a
time
of
great
uncertainty,
now
one
of
my
role
models
in
the
space
salmon
Worley,
the
inventor
of
the
warning
map
talks
about
strategy
as
crossing
the
river.
By
feeling
the
stands
for
roles
in
the
world
of
car
native,
where
everything
is
new,
we
have
to
find
a
way
to
move
through
the
space
and
to
cross
our
corners.
Now.
This
leads
us
to
one
of
the
most
important
lessons
of
this
webinar
in
times
of
great
uncertainty.
Take
smaller
steps.
B
This
is,
of
course,
creates
a
different
question.
How
do
we
cross
our
cognitive
rivers?
So
at
the
beginning,
our
map
will,
of
course,
be
quite
awful,
and
so
we
need
to
start
with
discovering
need
to
explore
and
where
cut,
what
the
problem
actually
is.
We're
trying
to
solve
now,
you're
ready,
recall
earlier
that
strategy
is
a
response
to
a
problem.
If
we
can
define
the
problem,
we
can
go
on
and
solve
it
only
when
we
have
found
a
problem
that
is
small
enough.
Do
we
think
about
defining
the
materials
now?
B
What
do
we
mean
by
materials?
Well,
it
could
be
that
if
the
problem
has
to
do
with
capabilities,
the
materials
would
be
training
books,
maybe
a
hackathon.
If
the
prom
emitted
in
with,
for
example,
service
discovery,
the
materials
would
be
tools,
advice,
maybe
comparatives
to
me.
The
point
is
once
we
have
the
materials
we
can
then
move
through
the
cycle
and
start
to
deliver
the
solution.
B
The
trick,
especially
in
the
beginning,
is
to
try
to
get
through
the
cycle
as
soon
as
the
more
cycles
you
do,
the
more
you
learn
and
therefore
the
more
your
situational
awareness
increases
and
the
more
of
the
map
you
and
coma.
So
this
leads
us
to
lesson
5.
The
quicker
the
cycle
time,
the
quicker
you
can
learn
now
it's
possible
to
take
the
Triple
D
learning
cycle
and
look
at
it
in
a
different
way,
look
at
it
with
a
different
model.
So
now,
let's
take
a
look
at
the
J
curve.
This
is
the
J
curve.
B
Every
time
we
press
path
to
a
Triple
D
cycle,
we
incur
a
cost,
so
this
was
true
for
Odysseus
and
his
daughter
had
his
detour
past
the
sirens.
It
was
certainly
true
for
Netflix
as
they
built
their
systems
out,
and
this
cost
is
representative
on
the
representative
on
the
J
curve
by
the
space
under
her
horizontal
axis
now
at
the
bottom
of
the
curve.
Just
before
it
turns
up,
we
are
no
longer
spending
money,
but
we're
actually
collecting
value.
B
Let
me
give
an
example
which
might
help
here
about
15
months
ago
we
went
with
a
customer
who
wanted
a
girl
cognitive.
We
went
with
their
managers
and
what
we
discovered
was
a
long
list
of
girls.
For
example,
they
wanted
to
Pizza
teams,
microservices
continuous
integration,
AV
testing.
Now,
on
top
of
that,
they
told
us
they
wanted
to
be
community
leaders
and
traveling
the
world.
Speaking
at
conferences
and
attracting
that,
do
you
know
the
world's
best
talent
back
to
their
office
and
to
their
organization.
B
So
of
course
the
first
thing
I
asked
was:
what
are
your
actions
to
achieve
these
goals?
Unfortunately,
the
action
list
was
very
empty
and,
as
a
matter
of
fact,
the
window
actions
at
all
no
courses.
There
was
no
time
set
aside
for
self-study
no
engagement
with
the
community.
Essentially,
this
company
was
stuck
on
top
of
that
they
said
to
us.
Can
you
please
give
us
15
engineers
so
which
so
they
can
come
and
quote
sort
it
all
out.
B
So
this
leads
us
to
a
very
famous
two
teaching
anti-pattern,
a
strategy
that
has
lots
of
girls,
and
no
actions
is
actually
an
anti-pattern,
and
you
can
think
of
this.
If
you
like,
is
the
Christmas
wish
list
which
lists
based
on
what
you
want.
Greedy
lists
are
not
strategic.
They're
pure
fantasy
one
good
takeaway
from
this
webinar,
is
to
go
back
to
your
own
organization.
Look
at
your
plans
for
2017
speak
to
your
managers,
speak
to
yourself.
B
If
you
are
the
manager,
how
many
girls
do
you
have
and
how
many
actions,
not
what
you're
thinking
about
I'm,
not
talking
about
actions
that
you're
thinking
about
how
many
actions
have
you
actually
got
penciled
in
for
January
2017,
because
if
there's
lots
of
girls
and
their
actions
you're
about
to
have
a
very,
very
ugly,
this
is
true
if
you're
going
Club
narrative.
If
it's
anything
it's
true
and
it's
simply
another
part
of
your
business
strategy
so
back
to
our
customer,
then
we
began
helping
by
first
getting
everybody.
B
In
the
same
group,
we
began
to
build
situational
awareness
and
some
potential
next
actions
building
on
the
advantage
we
had,
which
in
this
case
was
the
company's
knowledge
of
its
own
systems.
We
took
one
step
into
the
triple
D
cycle.
In
doing
so,
we
discovered
the
problem
with
a
lack
of
knowledge,
so
we
started
to
define
the
materials
as
an
intensive
week-long,
deep
dive
into
containerization,
so
normal
to
Peter
teams,
normal
microservices.
B
Absolutely
no
more
continuous
integration,
no
more
memory
testing,
don't
talk
about
customer
centric
and
absolutely
no
mention
of
hiring
15
consultant.
What
we
instead
did
was
create
to
one
very
simple
goal:
we're
going
to
create
a
map
and
a
few
very
simple
actions,
namely
a
two-day
training
course
followed
by
an
intensive
off-site,
so
the
materials
when
you
find
the
intensive
week-long
deep
dive
into
containerization.
It
was
during
this
week
that
we
ripped
up
the
existing
systems,
containerized
them
and
using
a
practice
known
as
flattering
factory,
started
to
learn
so
scratch.
B
Refactoring
is
a
is
a
technique
we
use
where
we
pull
a
repo
with
everything
to
shreds,
but
we
never
commit
anything
back,
in
other
words,
that
the
process
was
about
learning
and
not
necessarily
about
creating
new
features.
Finally,
we
delivered
the
solution
back
and
what
the
way
we
did
it
in
this
particular
instance
was
for
the
team
we've
been
working
with
to
give
a
presentation
to
some
of
the
managers
and
engineers
of
that
particular
company.
B
So
this
worked
so
well
that
what
we
did
is
we
repeated
this
in
the
following
five
weeks
for
the
rest
of
the
teams.
So
in
six
weeks,
we've
managed
to
pass
through
a
ghf
but
we'd
incurred
the
cost,
but
we
already
started
to
create
the
value
and
what
we
actually
managed
to
do
was
align
the
whole
company
around
containerized
micro-services.
B
Of
course,
things
can
go
wrong
when
you're
modeling
behavior
with
the
Jakob.
The
main
problem
is
one
of
greed
and
stupidity.
Managers
try
to
enter
into
two
jeers.
At
the
same
time,
I
saw
Jeffrey
Moore
talk
about
this
a
few
weeks
ago
and
I'd
like
to
acknowledge
Jeffrey
for
inspiring
me
to
use
the
Jakob.
Jeffrey
said
it's
true.
You
shouldn't
put
all
your
eggs
in
one
basket.
However,
he
said
a
chicken
can't
lay
two
eggs
at
the
same
time,
it's
bad
for
the
chicken
and
it's
bad
for
the
eggs.
B
I
simply
think
of
it
like
this.
What
would
have
happened
if
a
busier
split
his
crew
and
sent
half
of
them
to
sail
past
the
sirens
and
the
other
half
to
fight
the
Minotaur
most
likely
they'd
have
all
gotten
killed.
Now
entrepreneurs
are
closer
to
death,
which
is
why
they
are
acutely
aware
of
starting
multiple
Jacobs.
B
This
creates
our
second
strategic
ante
Putterman,
be
very
mindful
of
doing
two
or
more
than
two
things
at
once
now.
Another
problem
with
the
Triple
D
cycle
and
the
Jacob
is
this
people
lose
faith
once
you've
committed.
You
cannot
flinch.
You
must
finish
what
you
start,
but
people
panic
they
lose
faith
and
they
give
up
now.
What
you
are
left
with
is
what
we
call
a
container
solutions:
a
cap,
a
cloud
native
crime
scene,
your
Hardwick,
hybrid
cloud,
half
wakes.
B
B
It
is
possible
for
steal
some
lessons
now.
The
most
important
thing
is
to
get
in
and
out
of
the
Jake
air
as
quickly
as
possible.
The
best
way
to
do
this
is
by
taking
small
steps.
This
is
what
startups
do
they
need
to
quickly
turn
on
their
investments.
You
can,
of
course,
get
out
of
a
J
curve
quicker
by
seeking
help
seeking
a
while
the
wider
coalition,
which
is,
of
course,
exactly
what
enterprises
do
when
they
work
with
consultancies
and
vendors.
B
However,
let
me
point
out
something
very
important
at
this
point:
buying
knowledge
in
the
information
age
or
in
the
Orkin
sausage
doesn't
necessarily
mean
working
with
vendors
or
consultancies.
This
is
especially
true
when
you
think
about
cognitive
and
the
CNC
F.
The
CNC
F
itself
has
an
excellent
and
community
brilliant
Ambassador
Program
reference
applications
online
tutorials
for
kubernetes,
a
very
active
slack
channel
of
brilliant
conferences,
but
even
more
than
that,
the
CNC
F
itself
is
all
in
one
coalition.
B
And
one
of
the
most
remarkable
things
to
me
in
my
observations
is
just
how
much
amazing
work
we
can
do
with
such
a
little
amount
of
money,
I
guess
just
as
a
small
aside,
that
is
one
of
the
most
exciting
things
about
working
in
this
space
right
now,
and
it
certainly
makes
the
job
of
strategy
strategy,
formulation
and
strategy
execution
and
much
simpler.
So
this
brings
us
then,
to
our
final
lesson
of
the
evening.
Is
that
in
times
of
great
uncertainty
you
should
die
knowledge,
but
just
remember
buying
knowledge
doesn't
necessarily
mean
patron.
B
What
you
really
want
is
to
steal
the
thought
processes
that
create
those
ideas
and
see
what
ideas
you
you
can
self
generate.
Don't
forget,
you
will
have
the
best
situational
awareness
regarding
your
own
capabilities
and
your
own
team
I
mentioned
the
case
study
earlier
about
the
customer
collaboration
of
ours
that,
when
they
wanted
to
go
cognitive
and
I
said
we
built
on
their
advantage,
their
advantage
was
knowledge
of
their
systems.
So
we
take
that
advantage,
but
we
bring
a
little
bit
of
extra
knowledge
to
get
the
movement
lesson
to
steal.
B
The
processes
that
created
those
ideas
strategy
is
a
game
of
cunning.
You
need
to
be
smart
and
you
need
to
seek
advantage
wherever
you
can
find
it.
Very
importantly,
you
must
define
the
problem
you
are
trying
to
solve
strategy
is
itself
a
response
to
a
problem.
It's
a
response
to
a
challenge.
If
you
can't
define
that
problem,
how
left
you
intend
to
solve
it?
If
you
don't
know
your
problem,
then
I
can
tell
you
this.
Your
problem
is
to
find
your
problem
lesson
form
in
times
of
great
uncertainty.
Take
smaller
steps.
B
Small
businesses
can't
afford
to
the
ripple.
Believe
me,
neither
can
big
businesses,
they
may
have
the
money
of
what
they'll
do
is.
There
is
a
lot
of
time
and
one
of
resources
chasing
shiny
objects.
They
will
she
print
themselves,
lesson
5,
get
it
and
get
out
the
quickly
recycle
time.
The
quicker
you
learn.
There
are
a
competitive
advantages
to
go
in
quick.
A
perfect
plan
executed
next
week
is
not
as
good
as
a
rubbish
plan
executed
today.
B
If
the
change
you
want
to
make
and
I'm
assuming
it's
an
adaptive
change,
a
positive
change
is
local
to
what
your
group
or
is
small
enough
for
your
completely
small
enough.
It
it's
localized
and
you
have
all
the
capabilities
and
you're
not
going
to
create
winners
and
losers.
You
don't
need
strategy,
you
just
need
a
plan
and
a
little
bit
of
common
sense.
B
Don't
call
it
a
strategy
when
it
isn't,
because
all
you
actually
do
is
contribute
to
destroy
the
word
strategy
and
right
now
that
needs
all
the
help
you
can
get
so
be
aware
of
the
situations
use
the
criteria.
Does
this
problem
transcend
boundaries?
Do
we
have
the
capabilities?
Will
it
create
winners
and
losers
if
not
and
a
strategy
is
not
needed,
but
just
a
little
bit
of
planning
and
the
anti-patterns?
B
If
you
take
anything
away
from
today,
take
these
with
you,
take
them
back
to
your
organization
and
apply
them
to
the
plans
you
have
for
next
year.
If
you
are
an
engineer,
and
you
have
a
boss-
apply
these
against
your
boss,
your
bosses,
plants
and
ideas
for
the
new
leader.
Isn't
it
a
long
wish
list?
Is
it
gold,
heavy
and
action
white?
Does
the
proposed
strategy
seek
to
do
two
three
or
four
things
at
once?
B
If
it
does,
you
can
advise
your
manager
to
bring
those
four
things
up
into
a
sequential
order
in
the
literature
this
is
known
as
staging.
Finally,
a
reinforcement
of
the
lessons
don't
be
stupid.
Stealing
people's
ideas
is
extremely
stupid
and
original.
Take
this
from
Odysseus,
he
was
extremely
creative.
B
B
This
always
requires
mastering
new
capabilities
you're
going
to
have
a
problem,
but
your
goal
is
to
solve
it,
so
you're
gonna
have
purpose,
and
finally,
there
should
always
be
a
little
bit
of
room
for
autonomy,
otherwise
nothing
can
ever
get
done
so
strategy
to
write
hits
all
of
these
three
criterias.
For
those
of
you
who
have
read
Daniel
Pink's
book
Drive,
you
will
realize
that
these
three
things
taken
together
are
actually
the
backbone
of
highly
motivated
tips.
B
So
just
to
wrap
this
up
before
the
questions,
then
there
is
no
real
science
to
strategy
and
even
worse
than
that,
there's
no
intimate
the
relief
that
one
feels
upon
finishing
a
romantic
model
and
has
passed
through
a
set
of
complication
and
final
resolution
will
never
ever
be
felt
by
the
strategist,
rather
the
momentarily
villain
with
a
momentary
relief.
One
feels,
after
an
episode
of
Game
of
Thrones
only
to
be
pulled
back
into
terror,
as
the
plot
thickens
in
the
next
episode
is
much
more.
B
What
the
strategist
has
to
deal
with
strategy
then,
is
not
for
the
faint-hearted.
So
what
it
is
instead
is
its
it
not
a
game
of
following,
but
it's
a
game
of
thinking
and
doing
it's
a
game
of
courage,
a
game
of
passing
through
stairs
and
doing
so
with
as
much
enthusiasm
as
you
could
muster.
Models
and
myths
help,
but
they
can
only
take
us
so
far.
The
rest.
Unfortunately,
these
are
tools
or
not.
B
Freedman
I
found
this
book
to
be
a
wonderful,
a
wonderful
companion,
I
read
it
cover
to
cover
and
I've
kept
it
as
a
handbook
during
my
old
work
in
recent
times,
and
it
was
Friedman's
explanation
of
Greek
myths
that
really
led
me
to
Odysseus
on
all
the
other
stories
which
I
found
particularly
helpful,
and
on
that
note,
I
will
hand
back
to
mark
and
I
would
say.
Thank
you
very
much
for
joining
me
and
listening
this
evening.
B
Well,
the
I
think
one
of
the
one
of
the
myths
of
strategy
is
it's
a
it's
a
cognitive
process?
It's
something!
It's
something
you
do
by
thinking.
That's
where
to
learn
it's
by
doing
so,
if
you,
if
you
want
to
become
a
better
strategist,
I
would
start
by
small
experiments,
trying
things
and
trying
to
observe
the
world
around
you.
So
observation
is
key.
A
lot
of
the
CEOs
I
know
are
you
know
successful
engineers
they've
always
got
the
good
system
of
observation.
B
They
keep
a
diary
and
they
do
public
speaking,
which
forces
them
to
reflect
on
previous
actions
and
usually
they've
got
a
very
good
reading
habit.
I
think,
most
importantly,
you
need
lots
and
lots
of
space
in
order
to
do
strategy
properly,
it's
very
difficult
to
do,
strategy,
formulation
and
thinking,
if
you're,
a
line
manager
with
lots
and
lots
of
some
admin
tasks
and
no
time
to
spend
with
your
people.
A
B
We
we
started
to
so
I
created
an
appendix
to
this
PowerPoint.
Sorry
to
this
this
presentation,
because
one
of
the
things
we
redid
along
it's
over
the
last
two
years-
we've
been
collecting
archetypes.
So
let
me
share
a
few
of
you
now.
I've
got
this
appendix
called
for
the
youthful
models
I'm
going
to
skip
through
this,
and
this
is
an
interesting
one.
So
we
started
to
interview
people.
B
Of
course
we
had
some
clients
or
customers
who
point-blank
refused
to
engage
with
us,
so
I
would
turn
up
to
their
office
and
they
would
say
these
are
our
girls
for
the
next
year.
Can
you
help
us
and
I
would
try
to
get
them
to
slow
down
and
forget
the
girls
momentarily
and
to
focus
on
their
actions
and
the
capabilities
some
of
those
customers
just
showed
me
the
doll
they
said
that
you
know
we
want
you
to
come
and
fix.
All
of
this.
That's
unlikely,
that's
a
bad
strategy
and
it's
unlikely
to
succeed.
B
Now
anybody
who
would
listen
to
us.
We
know
a
whack
with
us.
We
started
to
notice
things
archetypes.
What
we
settled
upon
was
this
one
for
the
strategist,
the
absolute
best
people
we've
observed:
I've
got
lots
of
empathy
because
they
choose
to
represent
a
certain
group.
Often
it
could
be
operations
group
with
death,
dev
group
or
a
whole
company.
They've
got
this
voice
right
and
you
need
a
voice
because
you
have
to
represent
the
people
you're
working
with,
but
also
your
voice
helps
you
connect.
B
It
gives
you
a
chance
to
share
your
ideas
and
share
your
vision.
Most
importantly,
they
have
a
deep
understanding
of
reality.
One
of
the
biggest
pieces
of
advice,
I
always
give,
is
never
ever
ask
the
question:
where
should
we
go?
That's
that
that's
the
land
of
the
fantasies
right?
What
should
we
do
next
year?
Let's
do
my
crow's
nest?
It's
a
better
question
to
ask
what's
going
on
right
now,
because
if
you've
got
a
six-week
release
cycle,
there's
really
no
point
talking
about
containers
and
kubernetes.
A
B
You've
got
a
much
much
bigger
problem
and
you
need
to
solve.
Another
anti-pattern
of
strategy
is
simply
refusing
to
look
reality
the
face.
Now.
The
strategy
is
still
actually
extremely
rare.
What
we
discovered
a
lot
of
was
what
we
call
a
fantasist.
Now
the
fantasies
has
got
a
great
imagination.
Massive
oink's,
usually
a
vision,
a
vision,
they
usually
steal
from
somebody
else.
They
steal
the
golden
eggs
of
starting
after
go
into
a
conference
and
landing
about
micro-services.
B
All
this
stuff
fantasies
drive
their
organizations
crazy
by
sending
them
on
wild-goose
chases
and
in
this
year,
in
a
million
change
programs.
All
of
us
now
another
archetype
we
found
was
this.
They
angry
engineer.
This
one
usually
gets
a
laugh
when
I
do
this
talk
in
public,
because
many
many
people
align
with
this
they've
got
tremendous
empathy
for
them.
For
the
group
they
represent
a
massive
Vox,
usually
highly
credible,
does
one
part
of
reality.
They
don't
understand,
which
is
that
managers
don't
like
to
be
shouted
up
and
what
the
angry
engineer
doesn't
get.
B
Is
that
whether
they
like
it
or
not,
management
is
power.
Nothing
gets
done
without
management.
Real
strategies
are
hard
to
find,
but
if
you
emerge
the
angry
engineer
with
the
fantasies,
you
do
get
to
something
that
looks
like
a
strategist
and
if
you
look
around
some
of
the
best
strategists
in
the
world
have
always
had
a
right-hand
man
or
right-hand
woman
and
that's
to
make
up
for
their
own
deficiencies.
So
the
very
first
job
you
asked
me
earlier.
A
Well,
thanks
for
that
Jamie,
so
we
have.
We
have
quite
a
bit
of
time
left.
There
are
no
questions
coming
through
right
now,
so
I
think
I'm
going
to
call
it
there.
What
I
want
to
say
before
everybody
leaves
is.
This
was
the
first
in
a
series
that
we're
kicking
off
right
now,
aiming
for
at
least
monthly
and
as
I
said
at
the
beginning,
we
you
know
going
from
low
level
technical,
deep
dives
into
a
higher
level
topics
such
as
strategy
in
January
January
twelfth.
A
We
have
a
look
at
cloud
native
networking
and
anyone
that's
been
in
this
fall
will
be
receiving
a
notification
about
that.
So
that's
interesting
for
you
that
I
hope
to
see
you
then.
The
only
thing
that's
really
left
for
me
to
do
is
to
thank
the
CN
CF
and
making
all
of
this
happen
and
Jamie,
of
course,
for
his
for
his
talk
about
stretching
evening
Thank
You
Jamie.
Thank.