To gauge the maturity of an organisation, use the doctrine table

X : Can you apply pace layers to maps?
Me : You can but what is where evolves. However, same rules apply to things, practices, data, knowledge and ethical values. All are forms of evolving capital. In the mapping world, we refer to this with pioneers, settlers and town planners.

X : What's the robot for?
Me : Image from an older presentation slide, don't worry it has no relevance.
X : Is this linked to diffusion?
Me : Not simply. Evolution of a single component can consist of many hundreds of diffusion curves i.e. a virus diffuses but it also evolves.

X : Why have you got DevOps in legacy? We haven't even started yet.
Me : That's not my problem. I would take a look at serverless.
X : DevOps is serverless.
Me : Some of the practices maybe co-opted (see ITIL vs DevOps) but the new faction will decide what it is or isn't.

X : I also disagree with your methods graphic.
Me : Do you mean this? As applied to the following map?
X : Yes. Lean is suitable for innovation.
Me : Ah, that depends upon what you mean by innovation. If you mean Genesis then lightweight XP has it beat.

X : I disagree.
Me : Well, I've had 15 years of people telling me that Agile works everywhere or Lean works everywhere or Six Sigma works everywhere and why all the competing methods don't. I have no interest in the conversation. Use appropriate methods based upon context.

X : When is #mapcamp happening this year?
Me : Wed, Oct 13th.
X : What's the plan?
Me : Right now? Find some funding.

X : How much do you need?
Me : For a 1500 - 3000 person online event? Back of envelope calculation ... about £50k to make it happen. LEF has kindly sponsored it for the last few years but we now need to stand it up on its own two feet.

X : What does that mean?
Me : Like all events, it's a risk profile. So, today the chance of #mapcamp happening is 0%, as we raise some funds, identify costs and find ways of reducing costs etc then that chance increases to a point that we can say ... yep, we can do this.

X : What about ticket sales?
Me : Nothing can ever be guaranteed, so you have to position it to the point that if everything goes wrong the liability is acceptable. Ask me in a month then I'll have a better idea.

X : If it's all about cost, reducing liability etc ... why does anyone run an event?
Me : For the same reason we speak at events. We love the subject. If you didn't then you'd be mad.

X : Our executive team is concerned that we need to up our game in order to out innovate Amazon.
Me : Do you map?
X : Yes
Me : Like this?
X : No. What's that?
Me : A map of a tea shop.

X : Why is that a map?
Me : Long story, all to do with how space has meaning. To keep it short, maps help people to focus on user needs, the components involved, to communicate missing components and scenario play ideas like staff becoming robots.

Me : They’re also good for measuring and managing capital flow, making investment decisions, removing bias and getting rid of duplication.
X : I don’t see how that helps with innovation?

Me : Well, innovation is a tricky word because we use it to describe many things. If you’re talking about differentiation with the adjacent unexplored then you’re experimenting in the “uncharted” space e.g. immortality with magic provided by the special custom built kettle.

X : That sounds like nonsense.
Me : A lot of what people think will be the next great innovation is nonsense. Actually, most of it is. That’s the nature of the uncharted space, it’s experimental, high risk and generally results in failure.
X : We need more reliable innovation.

X : Do you think cloud will decentralise?
Me : Already has - started with regions and AZs and is now rapidly expanding into outpost, greengrass, EKS anwhere.
X : No, I mean many providers.
Me : There are two forms of decentralisation - provision and control (i.e. authorities) ...

... what is happening is decentralisation of provision (i.e. cloud everywhere, at the edge) but under centralised authorities (Amazon, Alibaba, MSFT, Google etc).
X : What about decentralisation of control?
Me : Many companies working to a common standard ...

... that was the dream of OpenStack but they blew that on day one creating a collective prisoner dilemma. They are trying to recorrect this with K8s but the cloud has moved on, higher up the stack ...

... so, the idea of a marketplace of many different companies each having authority is ... wishful thinking by past vendors and clients they've hoodwinked. Maybe in 15-20 years we will get another go ... open source is a long game ...

... more likely is many points of provision i.e. companies offering EKS anywhere on a utility basis but under centralised authority e.g. AWS.

So, yes, the cloud is going to edge, has been for sometime but it'll be AWS / Alibaba / MSFT cloud that is everywhere.

Sri Gurubhyo Namah.
Some tweets on Adi Shankaracharya and in particular the Guru Parampara of @sringerimath. [I had done this series earlier 5 years ago on account of Shishya Sweekaram].

Adi Shankara established the Sringeri Peetham as the 1st of 4 amnaaya peetams.

The four being
1. Sarada Peetam at Sringeri.
2. Govardhana Peetam at Puri
3. Kalika at Dwaraka
4. Jyothir at Badarikashramam.

He installed his 4 most prominent shishyas as heads of the peetams.

Sureshwaracharya was assigned to Sringeri as its head.

Sringeri is a corruption of Rshyashrunga giri.

Rshyashrunga maharshi [and his father Sri Vibandhaka Maharshi] did their tapas at this place.

It is at Sringeri that Shankara spent 12 of His precious 32 years!!

That gives you and idea how much He loved this place.

Rshyashruga maharshi had a horn on his forehead, a result of being born to a deer. His mere presence was enough to shower rains!!

Rshyashrunga was one who led Putrakamesthi Yaagam of Dasaratha Maharaj and which resulted in Sri Rama's birth!!

1. #Qanon told us that Saudi Arabia is a central piece of the puzzle in taking out the Deep State...we are watching the Deep State attempt to remove Crown Prince MBS and disrupt Pres Trump's administration's ties with MBS and the "new" Saudi/US coalition. Early in his admin,

2....@Potus sent Jared Kushner (JK) to SA on an undisclosed trip and told King Salman that business as usual was over, and if he wanted Pres Trump's support, Prince Alwaleed would have to be divested of $ and power; Alwaleed is one of top Deep State $ men and was tied to HRC.

3. @Potus knew that before he could begin cleansing the US and the rest of the world of the DS, he would have to cut one of the financial head's off the snake (Alwaleed). After JK met w/ King Salman, Alwaleed was arrested and divested of billions; MBS became leader of SA.

4. SA loves Pres Trump because he's a man of his word; SA could not trust Hussein or Clintons because they use SA for oil and leverage; SA has many factions, but essentially you have the new and upcoming SA that is attempting to modernize through Crown Prince MBS, and then you

5...have the old guard represented by Alwaleed who was one of the Deep State financial heads and loyal to the DS more than SA; SA knew Hussein was financing Iran to hold western world hostage, and SA was caught in middle of Deep State black mail; this is why @Potus was celebrated

If you are the CEO or CFO at a business who banks with SVB; here are some things you CAN do over the weekend

1. Build a 4 week rolling daily receipts and payments style cashflow forecast.

2. Gear up finance team to actualize & reforecast every AM by 10am

3. Schedule a Daily Cash Management Crisis call for 10am every day. CEO to chair

4. Redirect any future cash receipts / revenue into non SVB accounts. Don’t throw fresh money on the fire.

5. If SVB is your only current bank. Open accounts with 2 other AA or A rated banks.

6. Go supplier by supplier and grade them a, b or c
a - showstoppers
b - pay if you can
c - don’t pay

You want as few a’s as possible, ideally none.

7. Find out how to get your $250k FDIC cash.

8. If you are able to pull any deposits or bonds back into a non SVB account. Do it. Put hands on any liquid you can.

9. Communicate a salary deferral plan with your top team. CEO takes the most pain $ and %. Important signal.

10. Elevate sign off of all new POs to CEO and CFO jointly. Don’t sign any off.

11. Make a list of ‘survival headcount’. The bare minimum on which the business can operate.

You may need this to prioritize payroll later.

Mahabharat - the great war - 18 days of heroism, deceit, blood and intrigue - now as a mega Twitter thread.

I'll add the events from a few days of the war each day.

Caveats: lots of editorialization, creative liberties and interpretations.

There will also be a lot of asides - especially around war strategy and tactics, the characters and their motivations and non-canon storylines.

Over the years, I've read multiple versions, phenomenal translations and modern retellings. So be prepared for a potpourri.

There are different ways of looking at this war. Was it a family feud? Sure - but whose family? Shantanu's or Satyavati's? Was Vyas essentially telling us his family history? And then Kunti added a twist to this tale. Here's a helpful chart:

Satyavati's two sons from Shantanu both died without children. Vyas - her first son - fathered Dhritarashtra and Pandu (and Vidur).

Pandu never fathered any children. Kunti and Madari gave birth to six demi-gods (Karna and the five Pandavs).

So Satyavati Vs Kunti and Madari.

Or was this a fight between two massive neighbouring kingdoms - the Kurus and the Panchals? While many smaller kingdoms joined the battle, most of the Pandav army (more than half of their 7 divisions) came from the Panchals. King Drupad and his son Shikhandi led two divisions.