It’s been awhile since I’ve written, and much has changed. I thought it was time to lay down some updates. Since my last post, I’ve made some big career decisions. (more…)
I’ve got a bit of a problem in that I spend most of my career working in engineering space, but most of my thought capital is spent on larger problems of organizational design, technical strategy, laying down foundations today for problems we’re going to need to solve in a year or more. This frustrates my bosses to no end, who just want me to build a server or swap a bad hard drive out or any other of a number of mundane day to day sysadmin tasks. I’m left without much of an outlet for this stuff besides meetup groups and, when I find the time, blogging. Thanks for humoring me.
One of my frequent frustrations is we tend to carry too much legacy around in how we work, in how we organize. We do things all wrong because, well, that’s how we’ve always done it. But I’m thinking farther out, and I see many operations teams on a collision course with the hard limits of the human brain. To wit: the hierarchical limitations of Dunbar’s number and the human neocortex.