An elite team of digital experts has sparked a radical shakeup in the way the government does its business
Now this is inspiring and encouraging! In this short video the Guardian reveals some of the processes behind the redesign of gov.uk. They open source their software, get away with the traditional tedious months-long spec-based contract work, instead adopt the agile Kanban approach. They center on the view-point of the user instead of letting Conway’s law expose how each department has its own quirks. And finally someone telling you why exactly they are working on that specific project based on actual numbers.
Actually quite like a business and much less like bureaucracy.
it is better to have application programmers deal with performance problems due to overuse of transactions as bottlenecks arise, rather than always coding around the lack of transactions
It is true that eventual consistency is hard to program against. So relying on transactions can give you a lot less complexity. As soon as you run into consistency problems…
If you offer people database columns, they will create a column with a type for each and every property. If you offer relations, you will get desired relations and every other relation, too. If you give them acid, chances are that we get huge transactions.
As usual you have to pick the right tool for the job. And then you have to have the right people to do the job.
Ken says: The goal of education is not command and control but climate control. Education is about humans and not mechanics. And there are three conditions under which humanity flourishes: diversity, curiosity and creativity. But what education often doing instead is the contrary: standardizing and demanding compliance (through standardized testing)
I love social news sites like Prismatic. Usually I get relevant stories to read through them. But one thing I always automatically assume is that the stuff on top is not the newest but the most relevant to me. I read the first two headlines in their notification mail and then delete the email.
in a start-up, innovation is not just about implementing a creative idea, but rather the search for a way to turn some aspect of that idea into something that customers are willing to pay for
But big companies want predictability:
discovering a new business model is inherently risky, and is far more likely to fail than to succeed. Blank explains that this is why companies need a portfolio of new business start-ups rather than putting all of their eggs into a limited number of baskets. But with little tolerance for risk, established firms want their new ventures to produce revenue in a predictable way — which only increases the possibility of failure
And add their high-potential managers, with a high potential in big companies, not in innovation:
internal entrepreneurs are more likely to be rebels who chafe at standard ways of doing things, don’t like to follow the rules, continually question authority, and have a high tolerance for failure. Yet instead of appointing these people to create new ventures, big companies often select high-potential managers who meet their standard competencies and are good at execution (and are easier to manage)