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From YouTube: Growing up in a cloud native org, Elisa Hebert
Description
Cloud native technologies give us exciting opportunities to modernize, accelerate, and grow. But new technologies can introduce massive change, and startups or small teams aren’t always ready for it. The go-to-market strategy, tech stack, leadership team, funding, M&A positioning are all BIG CHANGES that require an antifragile approach and emotionally elastic team. As your organization undergoes change, how can you position yourself for success? What’s the best organizational structure to drive the outcomes you want - for your team and your customers - today AND tomorrow? How can you be antifragile and emotionally elastic to continue to drive innovation, enjoy your work and the humans you work with daily, and create a robust business? This talk offers insights into how to embrace change instead of fear it as your business evolves, so we can embrace change and evolve together.
A
A
I
came
up
through
the
business
side,
not
through
the
the
sort
of
traditional
engineering
side
to
get
to
a
vpe
type
title,
and
I've
worked
across
all
different
kinds
of
organizations
from
nonprofit,
through
enterprise
and
and
one
of
the
big
sort
of
constants
in
my
career
has
been
change.
I've
worked
through
a
lot
of
m
a's
mergers
and
acquisitions.
In
my
own
organizations
and
with
customers,
I've
seen
digital
transformations,
starting
back.
A
You
know
20
years
ago,
when
people
were
literally
going
from
a
piece
of
paper
to
some
sort
of
digital
presence.
Like
one
of
those
you
know
five-page
marketing
websites
through
you
know
the
transformation
that
we
went
through
from
a
desktop
to
more
responsive
type
experiences
and
now
moving
to
a
world.
That's
that's
more
cloud-based
at
large!
A
A
A
I
think
one
of
the
most
important
things
in
terms
of
of
how
to
address
this
is
the
idea
that
having
all
of
the
requirements
up
front
inspires
a
false
sense
of
confidence.
It
makes
us
think
that
we
know
things
that
we
we
just
sort
of.
Fundamentally,
don't
so
we
want
to
have
solution
intent,
so
we
want
to
have
directional
agreement
that
this
is
where
we're
trying
to
go.
A
This
is
roughly
the
timeline
we're
trying
to
get
there
in,
and
this
is
sort
of
you
know
our
thinking
on
how
we
get
there,
but
constantly
looking
at
that
and
and
repositioning
and
rethinking
how
that
works
is,
is
super
important
and
across
this
landscape.
We're
looking
at
how
do
these
changes
impact
our
people?
How
do
these
changes
impact
our
process
and
how
do
these
changes
impact?
Our
technology-
and
this
is
you
know
this
is
not
new
information
for
many
folks,
I'm
sure,
but
but
that's
sort
of
the
the
framework
for
this.
A
So
thinking
about
organizational
structure
to
drive
the
outcomes
that
you
want,
and
you
know
people
will
sometimes
say
to
me
like
I'm,
not
in
a
leadership
position.
Why
am
I
thinking
about
organizational
structure?
Well,
organizational
structure
is
important,
both
from
a
leadership
perspective
and
an
individual
contributor
perspective.
You
want
the
best
organizational
structure
to
support
you
in
your
role
and
you
want
the
best
organizational
structure,
if
you're,
in
a
leadership
position
to
support
the
folks
that
report
to
you,
matrix
or
otherwise,
to
to
drive.
A
You
know
success
and
the
outcomes
that
you
want
to
see.
So
I
once
had
a
manager
who
talked
about
sort
of
the
bus
right
who's
on
the
bus
and
are
they
in
the
right
seats.
And
how
do
you
need
to
continue
to
extend
the
team?
What
kinds
of
additional
talent?
What
other
folks
do
you
need
on
the
bus
in
order
to
get
to
where
you're
trying
to
go
and
whether
you
are
an
individual
contributor
or
a
leader
in
the
organization?
A
How
can
you
be
most
helpful
in
the
seat
that
you're
in?
Is
there
a
different
seat
that
you
want
to
be
in,
and
there
are
different
skills
that
you
need
to
to
get
there,
etc
and
and
thinking
about
that
in
an
elastic
way
in
a
anti-fragile
way.
Right,
if
you
think
about
things
that
are
rigid,
are
more
likely
to
break
and
so
the
more
flexible
you
can
be
personally
professionally
organizationally,
the
more
likely
you
are
to
be
able
to
get
to
the
kind
of
outcomes
that
that
you're
looking
for.
A
So,
in
terms
of
the
best
organizational
structure
to
drive
the
outcomes
that
you
want
for
your
team
right,
people
define
teams
in
lots
of
different
ways.
There's
lots
of
discussion
about
this.
What
is
the
definition
of
your
team?
Is
it
the
people
who
are
your
peers?
Is
it
the
people
you
support?
Is
it
the
people
you
know
higher
than
you
in
the
hierarchy,
but
regardless
of
your
definition,
thinking
about
you
know,
strategy
versus
tactics.
A
My
opinion
is
that
it
is
both
creating
space
for
people
to
do
their
best
work
and
empowering
them
with
as
much
information
as
possible
about
the
larger
organization
about
the
direction
that
you're
going
in
about
the
strategy,
the
timelines,
etc
and
being
clear
when
you
don't
know
being
willing
to
say
that
you
don't
know
you
know,
fairwinds
is
a
growing
organization
where
I
am
now
and
we
are
creating
an
organizational
structure
that
can
scale
so
we're
not
as
flat.
We
do
have
some
hierarchy,
especially
on
the
engineering
side,
because
we're
thinking
about
as
we
grow.
A
So
all
of
those
things
together
and
and
and
learning
as
we
go
and
and
and
changing
as
we
go
all
of
those
things
together,
help
us
be
an
anti-fragile
organization
so
that
when
people
you
know,
move
up
in
the
organization
when
we
grow
and
we
need
more
folks.
We
have
a
little
bit
of
the
scaffolding
there
and
we
have
folks
ready
to
step
into
into
new
positions.
A
So
thinking
about
our
customers,
there's
a
saying
right.
You
show
me
your
your
show
me
your
budget,
or
you
know
some
people
say
like
show
me
your
opex,
but
show
me
your
budget
and
I'll
show
you
your
strategy.
The
way
that
you
spend
money
informs
the
reality
of
your
strategy
as
an
organization,
and
so
thinking
about
how
are
you,
including
your
customers,
perspective
in
the
structure
of
your
organization?
How
are
you
thinking
about
making
sure
that
you
have
an
anti-fragile
approach
and
an
elastic
approach
to
handling
your
customers?
A
So
in
some
environments,
customers
need
a
very
bespoke
experience.
They
need
a
lot
of
individualized
attention.
They
need
to
be
interacting
with
the
same
folks
on
a
regular
basis
in
order
to
really
find
value
out
of
a
service
or
product
in
other
kinds
of
environments.
Customers
can
interact
with
a
variety
of
folks
could
have
more
of
a
help.
A
Desk
experience,
don't
need
so
much
of
a
bespoke
experience,
but
do
need
a
rapid
response
to
be
able
to
find
success
and
so
making
sure
that
your
organizational
structure,
the
way
you're
spending
money
to
set
that
up
right,
because
it
all
has
a
cost
implication
that
your
organizational
structure
really
is
set
up
to
make
sure
that
your
customers
have
the
absolute
best
experience
possible
and
that
they
are
delighting
in
both
your
your.
You
know
your
product
and
your
service
or,
however
you're
set
up
so
that
they
continue
to
to
be
both.
A
So
I'm
gonna
talk
a
little
bit.
You
know
sort
of
five
tips
for
embracing
change.
You
know
these
talks
are
always
helpful
when
you
come
away
with
something
a
little
bit
more
concrete
and,
and
so
we're
gonna
go
through
those.
And
then
I'm
happy
to
to
take
questions
folks
have
questions
at
the
end
too.
So
I
talked
a
little
bit
at
the
top
here,
but
at
the
at
its
core,
my
goal
is
to
be
helpful
a
day
that
I
am
helpful
is
a
day
that
I
consider
you
know.
A
I've
been
successful,
and
so
the
core
of
that
belief
system
for
me
is
assuming
good
intentions
and
in
order
to
assume
good
intentions,
you
have
to
be
a
little
bit
flexible.
You
have
to
be
a
little
bit
calm,
the
more
stress
you're
under
the
more
quick
reactions
people
tend
to
have
so
your
ability
to
reduce
that
stress
your
ability
to
reduce
your
your
rigidity.
A
Your
your
inflexibility
is
super
important
to
your
ability
to
assume
good
intentions
in
other
people
assume
good
intentions
in
decisions
that
people
make
assume
good
intentions
in
in
the
approach
that
they
have
to
things
and
and
these
pieces
are
going
to
tie
together.
The
five
to
I
hope,
sort
of
be
one
piece
together,
but
this
is
the
core.
A
Is
that
any
time
you
are
feeling
frustrated
with
the
direction
that
is
happening
in
terms
of
a
change
that's
happening
in
technology
and
the
impact
that
that's
having
on
your
process
or
the
impact
that
it's
having
on
your
people?
Assuming
that
the
the
the
baseline
of
that
decision
was
was
positive?
Intent
will
be
huge
in
order
for
you
to
find
success,
regardless
of
your
your
role
in
the
organization.
A
The
next
one
is
is
give
grace
because
sometimes
no
matter
how
much
you
assume
good
intent,
you
know
people
people
mess
things
up
and
giving
both
yourself
and
other
people
grace
is
super
important.
One
of
the
the
biggest
lessons
for
me
that
I've
learned
in
my
career
is,
I
have
to
give
myself
grace
and
part
of
that
is.
A
I
need
to
be
willing
to
fail
publicly
and
for
me
this
is
a
very
important
piece
of
how
we
run
our
engineering
organization
in
terms
of
giving
you
know,
we
talk
a
lot
in
especially
more
agile
groups
about
fail
fast,
but
you
can
only
fail
fast
if
people
are
willing
to
be
to
admit
that
they
have
failed,
you
have
to
be
willing
to
say
this
was
not
a
success.
We
need
to
stop
doing
it
and
move
on,
and
this
will
tie
into
a
couple
of
the
other
pieces.
A
I
talk
about
in
a
minute
but
really
being
willing
to
say
out
loud
hey.
This
is
the
direction
that
we
headed
in
you
know
in
in
some
cases
it
might
be.
We
changed
the
technology
and
it
wasn't
a
success
and
it
wasn't
a
success
because
it
had
a
negative
impact
on
our
people,
where
we
weren't
able
to
adjust
our
process
in
order
to
find
success.
A
A
It
doesn't
matter
the
words
that
you're
using
what
matters
is
how
your
message
lands
in
the
other
person's
ear,
and
if
people
cannot
hear
what
you
are
saying,
you
need
to
change
the
way
you're
saying
it
so
clarifying
strategy
could
mean
having
one-on-ones
with
people
to
talk
them
through.
What's
going
on,
it
could
mean
having
decks
for
people
to
review.
It
could
mean
recording
you
know
sessions
where
you
talk
through
things,
so
that
people
can
review
them
in
their
own
time.
A
It
applies
in
my
in
my
personal
life
as
a
parent
that
you
know
when
I,
when
I'm
constantly
telling
my
kids
to
pick
up
their
stuff,
but
when
you
are
tired
of
saying
something,
people
are
only
just
starting
to
really
hear
it,
and
so
that
is
a
second
really
big
piece
of
clarifying
strategy
is
that
you
have
to.
You
have
to
have
repetition.
You
have
to
be
willing
to
sort
of
go
the
distance
with
it
and
get
people
on
board.
A
So
as
you
move
down,
you
know
individual
from
an
individual
contributor
perspective.
Let's
say
it's:
it's
your
job
to
ask
questions.
It's
your
job
to
to
be
eager
to
understand
where
the
organization
is
going,
how
it
intends
to
get
there.
What
are
the
impacts
on
you
from
a
people
process
and
technology
perspective?
A
A
Will
there
be
new
tools
put
in
place
because
you
can't
use
you
know
a
spreadsheet
to
track
hours
like
you
can
when
you're
you're
done
first
in
organization
and
you
get
to
be
100
people,
you
know
what
what
are
the
real
impacts
on
you
and
in
your
everyday
life
understanding
how
the
strategy
impacts
that
what
is
the
the
difference
in
the
kinds
of
technologies?
You're
gonna
need
to
learn
how
how
to
use,
especially
for
organizations
that
might
be
going
from
you
know,
metal
to
cloud
might
be
increasing.
A
You
know
from
you
know,
monolith
to
microservices
increasing
deployments
those
sorts
of
things.
What
do
those
kinds
of
changes
really
mean
in
terms
of
impact
on
you
and
and
how
do
those
strategic
changes
help
you
see
yourself
in
the
future
of
this
organization
being
willing
to
go
to
your
leaders
to
talk
with
your
peers
and
to
ask
those
questions
out
loud.
You
know,
if
you
have
a
question
it
is.
A
This
next
one
is
operating
experiments,
so
this
goes
back
a
little
bit
to
item
two
in
terms
of
giving
grace,
but
you
know
being
willing
to
to
try
things
to
fail
fast
and
then
to
you
know,
stop
start
continue.
Is
this
working?
Yes?
No,
maybe
is
this
something
new
that
we
want
to
try.
You
know
the
ability
to
be
flexible
and
be
anti-fragile
in
your
approach
to
how
you
are
solving
things
is
really
important.
You
know
I
try
to.
A
A
I
want
to
constantly
be
interrogating
why
we
make
the
decisions
that
we
make
why
we
do
the
things
that
we
do
why
we
use
the
tools
that
we
use,
why
we
interact
a
particular
way
why
we
have
the
slas
that
we
have
with
each
other
and
with
our
customers,
all
of
those
sorts
of
things
and
and
being
willing
to
have
small
experiments
on
a
rolling
basis
and
and
give
people
the
space
to
fail.
And
that
goes
back
to
what
I
said
earlier.
A
And
this
last
one
is
be
willing
to
pivot,
because
some
of
those
experiments,
like
frankly
they're
just
not
going
to
work.
You
know
some
of
them
are
going
to
be
raging,
successes
and
you're
going
to
want
to
capitalize
on
them
and
you're
going
to
want
to
put
more
energy
and
resources
into
them.
So
when
those
things
are
hugely
successful,
you
need
to
be
willing
to
pivot,
on
other
things,
to
be
able
to
lean
into
those
successes
and
when
things
don't
work,
you
need
to
be
able
to
pivot
away
from
them.
A
You
know
you,
don't
you
don't
want
to.
You
know,
chase
chase
ideas
just
because
you've
already
made
that
investment
you
want
to
be
able
to
fail
quickly.
You
want
to
be
able
to
pivot
quickly
and
and
really
be
be
willing
to
say
here's
a
series
of
experiments
that
we
have
have
had
over
the
past
quarter,
the
past
two
quarters:
here's
what
worked
and
we're
going
to
continue
to
do.
A
A
But
I,
like
the
the
phrase
perfect,
is
the
enemy
of
anti-fragile
better,
because
when
you
are
trying
to
be
perfect,
you
are
being
rigid
and
that's
not
to
say
that
there
should
be
no
rigor.
You
know
having
a
rigorous
approach
to
things
is
important,
but
having
a
rigid
approach
to
things
is
often
really
not
positive
for
for
your
personal
direction,
for
the
direction
of
an
organization
being
willing
to
say
we're
going
to
try
new
things,
we're
going
to
fail,
sometimes
we're
going
to
pivot
and
we're
going
to
be
transparent
about.