This is part two of the Open Office series. Read part one for a better context. The Myth of Spontaneous Collaboration Let’s start with this assumption: Open Office is the wrong least bad solution for a real problem. Open Office is usually implemented by managers with the best intentions. The goal is to improve the quality of work and break silos. But sometimes the actual result is a damage for productivity and increased stress.
Open offices can be harsh environments. You never know what dangers are hidden behind you until the interruption arrives. Productivity plummets, concentration is gone, the thread of reasoning destroyed in a moment. All of this caused by a casual question, a polite salute, an unsolicited tentative of small talk: Source Google today returns over 165M results for How to survive the Open Office, this post is my useless personal and semi-serious contribution to the topic.
At the end of the year it’s quite common to think about the results accomplished and missed on the last twelve months. Some people say career is a marathon, not a sprint and I partially agree. The main difference is a marathon has a predefined path already known since the beginning, a career looks more like connecting the dots but you can’t connect the dots looking forward; you can only connect them looking backwards
White boxes and their impact on enterprise networking is a hot topic today, with many point of views. The last update from Dave Temkin, VP of Network Architecture ad Netflix, put more gasoline on the flames: **Update April 2018: the original tweet was deleted, the message was: Super proud of my team - today they removed the last “big expensive router” from our network; no more Cisco ASR or Juniper MX.
I read this post on Ivan’s blog this morning and as often happens it made me think. The key point is: figure out what your most pressing problem is Who should do that? Let’s analyze the roles involved in a typical SMB or enterprise. Vendors Vendors have just one target: sell their products and make their shareholders happy They can’t afford the cost to customize the product to every business needs (unlsess you’re $bigcustomer spending $bigmoney) so they try to convince the customer the problem their product solve is the problem they have.
I got inspired by the book “The 1 Thing“ and changed a little bit my behavior about work and training I’d like to share here to discuss and improve. The Background A while ago one guy could setup a bunch of physical servers, install/configure/manage OS, configure network equipment and setup a firewall to connect to the internet. For some specific software platforms the support of the vendor for installation and maintenance was enough.
Your Route to Cisco Career Success by Kevin Wallace A free ebook from Amazon/Kindle about the strategy to prepare for a brilliant career in networking. UPDATE: the book was free just for a limited amount of time (I got the link from Twitter).
“Breaking stupid rules for smart results.” Not the best book ever but I liked the concept: don’t stick to the rules if you feel the rules don’t allows to work in and efficient way. Hacking work is actually intrapreneurship and requires a little anarchic spirit. How can we improve if we never try something different? Good reads: Moxie Marlinspike - We should all have something to hide