Andrea Stubbe (microservices)

Andrea Stubbe (microservices)

34:27
microXchg 2017 - Andrea Stubbe: Microservices, Conway's Law, and the Innovator's Dilemma
https://www.youtube.com/watch?v=h_gf2u8oALo
https://www.youtube.com/watch?v=h_gf2u8oALo
microXchg
Published on Feb 17, 2017
Introducing disruptive innovations is challenging for established companies. Research shows, that there are structures in organizations which do lead to a higher success rate - and luckily, it’s the ones which are almost naturally emerging when following a microservices approach.

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    https://en.wikipedia.org/wiki/Conway's law

    organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.
    — M. Conway[2]

    [2] Melvin E. Conway, How Do Committees Invent?, Copyright 1968, F. D. Thompson Publications, Inc.
    http://www.melconway.com/Home/Committees_Paper.html
    informal version of Conway's law:  Any organization that designs a system (defined more broadly here than just information systems) will inevitably produce a design whose structure is a copy of the organization's communication structure. This turns out to be a principle with much broader utility than in software engineering, where references to it usually occur.
                                       “ ... organizations which design systems (in the broad sense used here) are constrained to produce designs which are copies of the communication structures of these organizations. ... ” 


How Do Committees Invent?
 By Melvin E. Conway

Copyright 1968, F. D. Thompson Publications, Inc.
Reprinted by permission of Datamation magazine,
where it appeared April, 1968.
  ... ... ...

Conclusion

The basic thesis of this article is that organizations which design systems (in the broad sense used here) are constrained to produce designs which are copies of the communication structures of these organizations.  We have seen that this fact has important implications for the management of system design.  Primarily, we have found a criterion for the structuring of design organizations: a design effort should be organized according to the need for communication.

This criterion creates problems because the need to communicate at any time depends on the system concept in effect at that time.  Because the design which occurs first is almost never the best possible, the prevailing system concept may need to change.  Therefore, flexibility of organization is important to effective design.

Ways must be found to reward design managers for keeping their organizations lean and flexible.  There is need for a philosophy of system design management which is not based on the assumption that adding manpower simply adds to productivity.  The development of such a philosophy promises to unearth basic questions about value of resources and techniques of communication which will need to be answered before our system-building technology can proceed with confidence.

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4:57
The Innovator's Dilemma
https://www.youtube.com/watch?v=Cu6J6taqOSg
https://www.youtube.com/watch?v=Cu6J6taqOSg
QUT IFB101
Published on Mar 22, 2015
Disruptive Innovation theory observes how new innovations create a new market and a new value network, which in turn disrupts an existing market.

The innovator's dilemma
https://www.slideshare.net/liwei1025/the-innovators-dilemma-62462593
the book, Innovator's Dilemma, by Clayton M. Christensen, 1997.
slide presentation, by  Wei Li 

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The Nadellaissance

Microsoft, that blue screen of irrelevance, is bigger than Amazon, Apple, and everybody else for now. How’d that happen?
  By Austin Carr and Dina Bass
  Wed, 01 May 2019 23:11:31
  Bloomberg News
([ Clicker beware: if you click on this link, and your browser can play MP3 audio file format, then the audio is going to play immediately ]) ([ this audio does not read the whole piece. ])
 https://traffic.megaphone.fm/BLM3182856209.mp3


https://www.bloomberg.com/news/features/2019-05-02/satya-nadella-remade-microsoft-as-world-s-most-valuable-company

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    https://en.wikipedia.org/wiki/Conway's law

    organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.
    — M. Conway[2]

    [2] Melvin E. Conway, How Do Committees Invent?, Copyright 1968, F. D. Thompson Publications, Inc.
    http://www.melconway.com/Home/Committees_Paper.html
    informal version of Conway's law:  Any organization that designs a system (defined more broadly here than just information systems) will inevitably produce a design whose structure is a copy of the organization's communication structure. This turns out to be a principle with much broader utility than in software engineering, where references to it usually occur.
                                       “ ... organizations which design systems (in the broad sense used here) are constrained to produce designs which are copies of the communication structures of these organizations. ... ”  
                                       “ ... organizations which design systems (in the broad sense used here) are constrained to [co-produce] designs which are copies of the communication structures of these organizations. ... ”
                                       “ ... organizations which [evolve] systems (in the broad sense used here) are constrained to [co-produce and evolve] designs which are copies of the communication structures of these organizations. ... ”
                                       “ ... [nations, states, countries, cities, counties, regions, republics, kingdoms, tribes, teams, clans, communities, companies, corporations, services, partnerships, researches, institutions, commissions, agencies (agencys), administrations, bureaus (bureaux), families, entities, churches, temples, mosques, synagogues, gods, deities, demigods, individuals, units, centers, foundations, etc ...] which design systems (in the broad sense used here) are constrained to produce designs which are copies of the communication structures of these organizations. ... ”



Patricia S. Churchland and Terrence J. Sejnowski, The computational brain   [ ]

p.7   interconnected collection of special-purpose system
First, unlike a digital computer which is general purpose and can be programmed to run any algorithm, the brain appears to be an interconnected collection of special-purpose systems that are very efficient at performing their tasks but limited in their flexibility.

p.7
Visual cortex, for example, does not appear able to assume the functions of the cerebellum or the hippocampus. Presumably this is not because visual cortex contains cells that are essentially and intrinsically visual in what they do (or contain “visons” insteads of “auditons”), but rather it is mainly because of their morphological specialization and of their place in the system of cells in visual cortex, i.e., relative to their inputs cells, their intracortical and subcortical connections, their output cells, and so on. Put another way, a neuron's specialization is a function of the neuron's computational roles in the system, and evolution has refined the cells better to perform those roles.  

p.7
... the nervous system is a product of evolution, not engineering design.

p.7
Evolutionary modifications are always made within the context of an organization and architecture that are already in place. Quite simply, Nature is not an intelligent engineer. It cannot dismantle the existing configuration and start from scratch with a preferred design or preferred materials.

p.239
Modification of synapse-like weights according to an error-correcting algorithm gradually leads the network down a pathway to a point in weight space where errors are minimized, where the network responds more in tune with the reality it encounters. There models are a powerful inspiration to research on learning in real nervous systems, for in the last analysis the heart of the problem is to explain global changes in a brain's output, on the basis of orderly, local changes in individual cells. That is, we want to discover how neuronal plasticity--a local property--can result in learning--a global property. The basic puzzle is this: what causal interactions at the cellular level provide the bases for adaptive interaction between organism and the external world?

pp.239-240
The local-global problem in memory is part of the more general problem of how to get device sophistication out of component simplicity. That is, a device as a whole may respond adaptively and intelligently, but its individual components are not themselves intelligent.

   (Churchland, Patricia Smith., The computational brain / Patricia S. Churchland and Terrence J. Sejnowski., 1. brain--computer simulation., 2. neural networks (computer science)., 3. neural circuitry., 4. neurosciences--methods., 1992, 1993, )


7:30
Emergence – How Stupid Things Become Smart Together
https://www.youtube.com/watch?v=16W7c0mb-rE
https://www.youtube.com/watch?v=16W7c0mb-rE
Kurzgesagt – In a Nutshell
Published on Nov 16, 2017

 2:53
AMAZING example of complex emergent behavior from a very simple rule
https://www.youtube.com/watch?v=ix66tQ93bdU
https://www.youtube.com/watch?v=ix66tQ93bdU
Josh Levine
Published on Aug 13, 2017

1:52
Ants making bridge, team work
https://www.youtube.com/watch?v=pa5UnI279Es
https://www.youtube.com/watch?v=pa5UnI279Es
1:52
Ants making bridge, team work

3:54
Weaver ants build a horisontal bridge
https://www.youtube.com/watch?v=A4uv27nSaH4
https://www.youtube.com/watch?v=A4uv27nSaH4
AntLAbDK
Published on May 28, 2014

9:24
Emergence (or: How Ants Find Your Picnic Basket): Jane Adams at TEDxGallatin
https://www.youtube.com/watch?v=D9LiMrcm7Kg
https://www.youtube.com/watch?v=D9LiMrcm7Kg
TEDx Talks
Published on Sep 22, 2013

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Visions of the 21st Century Communications: Is the Shortage of Radio Spectrum for Broadband Networks of the Future a Self Made Problem?
   by Paul Baran
      with introduction from John McQuillan
     given at Keynote Talk Transcript,
              8th Annual Conference on Next Generation Networks,
              Washington, DC,
              November 9, 1994
https://web.archive.org/web/20110323202905/https://w2.eff.org/Infrastructure/Wireless_cellular_radio/false_scarcity_baran_cngn94.transcript
Copyright 1994.
   Paul Baran: That is my key objective of this discussion this morning. The more people that are aware of the problem, the faster we're going to work our way towards a solution. I think it behooves all of us who are aware of the problem to pass the word around; to study it, to see whether it makes sense to you. And, if it does, then it increases our base of those that appreciate the nature of the game being played. I think when this understanding becomes more widespread, we increase our chances to see some movement over time.

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