Over the last two years HPE has been on a transformation, it has been restructured and what was once a long standing company, divided into two. Shortly after the finalization from splitting away from HP; more changes were in the works.
Today, HPE is not it’s founders company. With the dust settling from it’s latest transformation, HPE is ripe for culture shift.
With only four months as CEO, Antonio Neri is set to change not only it’s customers focus but a fundamental shift in HPE culture. Let’s face it, they have been through so much change, the company has transformed and is reshaping it’s identity. One way Neri is doing this is by his choice of clothes during the keynote. He was standing on stage wearing jeans and a button down shirt, relaxed and excited.
Talking about how important it meant to him being the CEO of HPE, his family was also present to witness the first keynote delivered as the top dog. The mention and excitement he displayed when talking about his family is a stark contrast for keynote presentations. They are typically boring, but Neri’s energy was different, even if for a few moments, he showed he was like one of us. This relatability is crucial for acceptance, it garners a sense of trust. Understand it’s not about his choice of clothes, it represents the change from the traditional appearance and attitude of an HPE executive.
Not only is his attitude towards fashion shifting, his focus on what is important: listening and talking to customers was prevalent out at HPE Discover.
I really want to see how this vision will play out and exactly how Neri and HPE will execute this culture shift.
I believe if done right Neri’s culture shift could transform HPE like Satya Nadella has done for Microsoft.
Another cool thing is Antonio took a selfie with me without hesitation and he gets a few points for that.
What are your thoughts on this culture shift?
Imposter Syndrome, what is it? I had just heard about this when my good friend Jonathan Frappier tweeted about it.
There is that imposter syndrome creeping up again
— Jonathan Frappier (@jfrappier) April 27, 2017
Frapp (as I call him) is one of the smartest guys I know. So what exactly is this thing that he was feeling?
Wikipedia defines it as – Impostor syndrome (also known as impostor phenomenon or fraud syndrome or the imposter experience) is a concept describing high-achieving individuals who are marked by an inability to internalize their accomplishments and a persistent fear of being exposed as a “fraud”
In short it means a person feels as if they are not worthy, or doubting their abilities. Also you feel as an outsider at times.
After that tweet I started to think about this topic more and more, it came up multiple times in my twitter feed from different people that I follow. But for me I found that I’ve have Imposter syndrome. I said it, while I am confident in my abilities, I doubt myself.
I spoke a little about Self-Awareness in a recent post and how you need to understand your weaknesses. The same goes for overcoming that feeling you get from Imposter Syndrome. There is another caveat to it though, you must know and own your strengths.
Be Positive – This is tough for many, especially when you have a sense of doubt or as if you do not belong. I call positive energy #NerdBlurtMojo. While I am not a huge religion fan I am a believer in energy. Staying positive keeps positive energy around you, this will help with that feeling of you do not belong.
You know what you know – One thing I have learned is I know a lot of stuff, I also know a lot of people. I do not need to know everything, I just need the ability to know when to ask for help. By owning what you know the sense of not belonging to a certain group is eased and you feel comfortable.
Tell yourself – Everyday speak to yourself and say it’s ok, I got this today.
Know your worth – Understand the value you bring, then demonstrate that value. If your current situation isn’t feeling right or you are not being valued then look for a different one.
Surround yourself with variety of people – To me this is important, you have to be able to accept all kinds of people. I love the fact that I do not agree with my peers on everything, I also enjoy the many conversations and deep discussions I have with those of opposing views than mine. End of the day we all have beliefs and values, being open and surrounding yourself with a diverse group of peers will help you feel that you are important and belong in a group.
I love TED talks and came across this nice playlist of talks. Head over there and give them a listen, as they cover a few areas that trigger Imposter Syndrome.
Understand that I struggle with this on a daily basis and know that you are not alone. I have to thank my friend Frapp for being brave and coming forward, had he not I may not have known what I suffer from daily.
Have you ever felt like you were experiencing Imposter Syndrome?
With my vRealize Automation / vCloud Automation Center lab mostly working, I did want to recognize a few things we missed that you might like to investigate further on your own.
First, if you look back you’ll notice we did not do anything specifically with vCenter Orchestrator. Like vSphere templates, you can publish vCO workflows as catalog items to perform advanced or no routine tasks. For example maybe you are an organization that makes heave use of vApps in vSphere and want to continue that. vRA has no concept of vApps but using vCenter Orchestrator I could publish a workflow that will create the vApp and create virtual machines inside the vApp. Additionally I could tie vCO into other infrastructure such as Active Directory or my storage layer using EMC ViPR for example.
We did not work with any of the advanced networking solutions such as VMware NSX or vCloud Networking and Security. Consider the need for an isolated multi-virtual machine development environment, I could deploy an NSX edge device and places all of the virtual machines behind the edge device and provide access to the application to a specific set of users or other network segments. Also missed in these posts were adding additional endpoints to connect to services such as vCloud Air or EC2 – things that could enable you to build a “hybrid” cloud
The last item I will cover here is charge back using vRealize Business (formerly IT Business Management Suite). With vRB…no sorry not doing it – with ITBM you can get much more granular in cost tracking and turn that data into charge back to other groups or show back to justify your IT budget (remember IT people – you job is not to make money, its to support the business).
Thank you for following along with my vCAC / vRA posts, I hope you found them useful!
Posted in Tech Tagged with: business, business management, Home, IT, it business management suite, itbm, itmb, nsx, Shared, Technology, vcac, vcloud, vcloud automation center, vcns, Vendors, VMware, vra, vRA Home Lab, vrb, vrealize, vrealize automation, vrealize business, vSphere
Recently, Pluralsight published a blog Going open source at work: How to convince your boss which covers aspects that might prevent users from adopting open source and provides reasons on how to help, well, convince your boss. I couldn’t disagree more with the post. That’s not to say however that open source might not be a good fit for your organization, but the points given are extremely one sided…as I seem to typically find with most open source proponents.
The first point the author makes is that linux is being used more and more and even uses Facebook as an example of companies using open source to run their business. The biggest problem with this reference, and one so many business people bit on, is that your business is not Facebook, its not Google or Rackspace or any of the other companies making open source “sexy.” Yes, open source IS the right answer at companies like that, companies that have budgets to dedicate engineering teams (development, QA, release, dev-0ps, whatever you’d like to call it) to support operational maintenance for their systems. Said another way those departments are being paid to support a product that does not make the company any money. Now start-ups have successfully used open source software for years, companies much smaller than even a normal sized business, however keep in mind that start-up companies, in many cases are chalk full of software and QA engineers. These are the very type of people you need to successfully support such applications, but remember to allocate some of their time to support these applications, they can’t be working 100% of the time on new product features for your application and simultaneously support bugs or problems found in the open source application.
The next point the author makes is flexibility, and yes while the source code is available to you, the question you really need to ask yourself is does your company have the skill set AND time to devote to writing, updating, QA’ing and maintaining code to support these new features that you COULD build? If you don’t, then open source is not the right answer for you. The author uses Microsoft Office as an example. Can Office get pricey? Yes, does 98% of the workforce know how to use it and prefer it? That would also be a yes. Just because there is an alternative application, will YOUR business users be able to be productive with it? Is saving $200 worth lost productivity for your VP of Sales, Controller or receptionist? I’d likely take the bet that when you want something from people within your company, hearing they can’t do it because its a feature is not available or different than what they have been using for years, that it is not going to be an acceptable answer.
Control, which sounds like the author is really referring to licensing restrictions on commercial software, is also a bit of a hoax. How many different types of open source licenses do you think exists? 5? 10? 25? Try 43 (at least according to wikipedia). While many are corporate friendly if you are not redistributing the software, you should still have a legal department review the license agreement to ensure your company can’t be sued, even at a later date if the open source project is acquired by a commercial company who then changes the license. Are you ready to take on the cost of legal fees if you use external counsel or additional time worked for internal legal staff to review licenses and keep up with changes to licenses?
Speaking of taking on cost, cost of ownership may be the biggest myth in open source software. It is NOT cheaper to use open source software, if it is, its by a slim margin. Open source software is not a product, while some projects can be used to perform a specific tasks, it should generally be thought of more as a platform to build on. You also have to ask yourself does it integrate with your existing systems? What is the learning curve? Who is going to support bugs? There is a people cost to open source, and finding good people to support those applications is not easy. I often use the refernece of finding a good linux admin versus a good Windows admin. When it comes down to it, I can find a good Windows admin tomorrow (not to take away from their skills, there is just simply more of them out there). Having been part of searches for linux admins/engineers I can tell you that you are unlikely to find a good one quickly.
That brings up support, the authors last point. He states there are options for supporting open source such as writing to mailing lists and forums. With all due respect, those are not viable support options for enterprises who might be relying on this software. For fringe use, or low impact applications that might be viable. But if this application is going to support the entire organization, or even someone high up the food chain at your company do you really want to rely on a mailing list or forum for help when the CEO is standing over your shoulder? To be fair, many open source projects do offer commercial support, and there are companies whose sole business model is providing support for open source applications but your cost benefit argument quickly dissipates if you need to go this route. Beyond support, what happens when there is friction within that open source community? Look no further than CentOS and Nagios. It was not long ago that people were pushing the panic button over friction with CentOS and jumping to other distros (a slightly older article here, only 3 years old) or developers “leaving” an open source project and creating a new one like what happened with Nagios and Icinga. Is that acceptable to your support team and organization to just switch operating systems or applications because of what boils down to a lovers spat? Can you afford to lose support, or the amount of time and money previously invested in an open source project if its abandoned?
Another interesting support point, just because a application or company focuses on commercial software, let’s pick on Microsoft and VMware here, I would actually argue that the support provided by the community is far and away better than most open source projects. In fact, its the support from the VMware community that led me to recommend ESXi back in 2008 over Xen Server. When we ran into problems with ESXi there was, and still is a huge community offering support and suggestions. These commercial software companies also have the resources to dedicate to maintaining and active knowledge base and documentation, something I find that tends to be lacking in open source projects (dear open source developers, man pages are not documentation).
Along the lines of support and abandonment, life span is another tick in the pro column for open source. Are there older applications that work? Of course, but are they supported? There are just as many abandoned open source projects, and I’d be willing to be more than there are active ones. Windows XP commercial support has finally come to and end, the right move would be for Microsoft to opensource it but at the end of the day, the need for XP was really killed with Windows 7, there isn’t much reason not to upgrade to Windows 7 in 2014 if you aren’t there yet. Oh, what’s that? Your custom application your engineering team build won’t work on 7? They don’t have time to update it? In that case will they really have time to update it if there are changes to the open source project or operating system they built it around?
Summary (also in this case the tl;dr version)
Now that my anti-open source rant is over, lets be clear – I am NOT against open source. There is a time and a place for EVERY application, every operating system whether commercial or open source but it comes down to YOUR specific technical AND business requirements. Old school corporate IT departments are dinosaurs, they do need to be more nimble but you have to, again, look at your specific business and what your needs are. Can you support the application or operating system within your service level agreements? If you can’t can you bring in people who can? Can you afford that turn over in? Can it be adopted and used efficiently by departments outside of IT? Are you will to allow an appropriate amount of time in your engineering team to keep up on changes? Remember not everyone is a computer geek. Would it be nice to save money of Office, I’m sure every company would love that but does OpenOffice work with your existing applications? What would the cost be to replace those other applications it needs to integrate with? Most importantly, is your organization ready to invest in open source the way it needs to be?
Remember, open source is a platform, and more than likely the support burden will be placed on your organization. Always, always, always consider the business as well as technical needs.
Recently someone found my blog post from last year about Enterprise Social platforms and asked for my opinion on which one they should select. It’s been quite a while since I’ve been able to be involved in this type of project, but is one I still think many organizations, albeit SMBs, colleges and universities or the largest of enterprises can benefit from. Of course since I fancy myself to be an aspiring architect I couldn’t really answer their questions because I don’t know their requirements. However, deciding on the right platform isn’t as hard as you might think.
What I would suggest any organization do to find the right platform will depend on several factors such as technical aptitude, willingness to adopt new technology, workflows for various departments and other required software integration’s. To get here, designate a person or persons as team leads to start understanding the different features of the applications available and within your budget. Next, ask the various departments within your organization for volunteers. Work with these people to understand how a social enterprise platform can help them solve a problem or improve current processes. Maybe a feature like document collaboration, or project management allows them to be better at what they do.
This actually helps accomplish two things, first it helps you understand the requirements of each department as well as get buy in on the platform from those departments which should help adoption because they will see it as a value versus just some new technology they are being told to use. These previous article may also be useful to help you get an understanding for how to kick off an enterprise social project.
One additional tip, don’t go rouge and just setup a free tool. While this may seem like a great idea, and it may even get a lot of people to sign up initially, it will likely fail to have adoption without a clear use case defined and proper training so people understand how to use the platform. I had a department do this during one of my projects, and the VP of that department was quite brash in pointing out how quickly people signed up, but within just a few days the number of people going back to the site dropped off to almost zero because no one understood what to do with the platform. People actually thanked me when I asked them to stop using it!