I posted last week about a sales call gone wrong and an innovator’s dilemma moment. Since that time I have had additional customer and internal engagements that caused me to think about what I call institutionalized impedance, which might be more familiar to a broader audience if I called it Taylorism or scientific measurement. Continue reading
Earlier today I read this post titled “SDN is Not a Technology, It’s A Use Case.” Shortly after, I found myself in a conversation with one of our lead algorithmic developers. We were discussing recent developments in the deployment of photonics inside the data center and papers we had read from Google researchers. At Plexxi, we have already begun the thinking around what our product architecture will look like in 3-5 years. In the conversation I was having with the algorithmic developer, it occurred to me that we sometimes become so immersed in what we are doing on a daily, weekly, quarterly basis that we lose track of whether we are working on a project or building a company.
I was having a DM conversation (140 characters at a time) the other day with network architect. We were discussing the reluctance of networking people, especially at the CxO or leadership level to do something different. Personally, I have heard from ~50 people at the leadership level over the past 18 months that state they want to do something different with their network infrastructure. The network has not changed in twenty years and now the time has come to change the network. What is the result of all the pent up desire to do something different? More network incrementalism; at least in the near term. The DM conversation I was having was around the subject of getting network people to do something different. Why do people say they want to make big changes and fail to seize the day? That is the subject of this post.