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Description
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Keynote: Building Support For Your Cloud Native Journey - Robert Duffy, Vice President, Development and Runtime Platform, Expedia
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A
I
have
to
admit
it's
a
little
bit
nerve-wracking
coming
to
a
large
conference
like
this,
especially
a
tech
conference
and
talking
about
people.
It's
not
often.
We
focus
time
on
that,
but
in
two
decades
of
building
and
scaling
large
enterprise
developer
platforms,
I've
come
to
realize
that
the
people
challenges
are
sometimes
far
harder
than
the
technical
challenges.
A
So
it
doesn't
matter
if
you're
on
a
two-person
team
or
a
2000
person
team.
Today,
I'm
going
to
show
you
the
playbook
for
how
you
can
achieve
great
success
and
avoid
failure
in
your
platform
journey
and
if
there's
one
thing
that
I
want
you
to
take
away
from
listening
to
this
talk
today
is
that
it
is
possible
to
move
incredibly
fast
and
bring
everyone
along
on
the
journey.
A
A
I've
been
building
and
skating
these
kind
of
platforms
for
many
years
and
the
re-platforming
playbook
is
always
the
same.
It
doesn't
matter
if
you
are
a
large
team
or
a
small
team.
If
you're
operating
in
a
large
company
or
a
small
company
or
you're
running
a
small
platform
or
a
large
platform,
you
have
to
do
the
same.
Five
things
form
an
amazing
team.
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A
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So,
let's
talk
about
forming
the
team.
The
first
thing
you're
going
to
need
is
engineers,
including
the
development
managers
and
project
managers
that
come
with
them.
The
best
thing
for
you
to
do
in
a
large
company
is
find
engineers
that
come
from
within
the
temptation
can
be
to
use
external
resources.
But
if
you
use
too
many
of
them,
you
risk
alienating
your
internal
partners
at
eg.
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A
A
A
Let's
talk
about
allies,
I
think,
on
the
surface
of
things,
finding
internal
allies
seems
easy
and
the
good
news
is,
you
probably
have
more
than
you
think.
One
powerful
thing
about
creating
a
movement
is
that
you
make
it
your
team's
mission
in
life
to
manufacture
allies,
whereas
if
you
rely
on
mandates,
you
manufacture,
detractors
and
resistance.
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A
And
the
great
thing
about
allies
is,
you
have
a
lot
of
them
externally,
too?
Partnering
with
organizations
like
the
cloud
native
computing
foundation
gave
his
access
to
end
user
groups
and
partners
and
special
interest
groups
where
we're
able
to
get
other
people
brought
into
our
vision
as
well
and
build
support
outside
our
company.
A
A
The
hardest
part
is
figuring
out
what
is
genuine
and
genuinely
concerning
versus.
What's
just
background
noise
and
your
sole
goal
when
you're
dealing
with
detractors
is
to
figure
out,
are
you
doing
the
wrong
thing
or
are
people
just
being
difficult,
and
the
best
way
to
do
that
is
by
listening
to
your
detractors
spending
time,
reflecting
not
getting
defensive
or
solutioning,
and
thinking
pragmatically
is
one
of
the
most
underrated
skills.
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A
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I
know
what
you're
thinking
that's
great,
mr
duffy,
I
don't
have
time
for
your
movement,
nonsense.
I've
got
a
migration
to
run.
This
will
never
scale,
but
I
can
tell
you
it
does
scale
and
it
does
require
a
huge
amount
of
effort,
but
having
run
platform
transformations
the
wrong
way.
I
can
tell
you
that
running
a
movement
and
investing
in
your
allies
and
winning
over
your
detractors
requires
far
less
effort
than
battling
mounting
resistance
from
your
detractors
in
a
mandate.