Amazon and the nature of Leadership within this influential organization

14 Leadership Principles from Amazon that they use every day, whether they’re discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar.

#1: Customer Obsession – Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.

This comes from the top, so if you are after that job at Amazon and you remember nothing else, remember this first principle. Jeff Bezos, Amazon founder and CEO (pictured left), famously drove the product development of the Kindle to satisfy what he felt was what customers needed and directly against the advice of designers and engineers. Bezos is quoted as saying:

We’re not competitor obsessed, we’re customer obsessed. We start with what the customer needs and we work backwards.

#2: Ownership – Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.”

Sacrificing long-term value for short-term gain is certainly something that Amazon could never be accused of doing. Since it was founded in 1996, under Bezos’s leadership Amazon has never declared a profit, instead ploughing billions back into the business. As the Wall Street Journal explained, for the full financial year in 2014, Amazon recorded a loss of $241 million, with operating expenses rising to $88.8 billion, which was up 20% on the year and effectively wiped out sales of $89 billion. Amazon shareholders have been very patient!

#3: Invent and Simplify – Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.

This shows itself very clearly in the the make-up of their ‘2-pizza teams’, or 2PTs, as they are called. Bezos believes that many teams are simply too big, which stifles innovation. And so, they need to be the right size to ensure accountability, autonomy, and to deliver innovation, rather than become mired in bureaucracy.  Bezos has said about the ideal team size:

If you can’t feed a team with two pizzas, it’s too large

#4: Are Right, A Lot – Leaders are right a lot. They have strong business judgement and good instincts.

Amazon expects a lot from its leaders. This fourth principle, however, echoes the words of Peter Drucker (pictured right), the legendary management guru and thinker, who, in an often-quoted phrase, said: Management is doing things right; leadership is doing the right things.

Bezos famously and publicly roasted a team leader for lacking what he saw as good business judgement:

This document was clearly written by the B team. Can someone get me the A team document? I don’t want to waste my time with the B team document.

#5: Hire and Develop the Best – Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others.

Whilst Amazon has been accused of sucking up all of the available talent in and around Seattle, a recent article in the New Yorker provided some cutting insight into the recruitment policy of Amazon:

The key to understanding Amazon is the hiring process,” one former employee said. “You’re not hired to do a particular job—you’re hired to be an Amazonian. Lots of managers had to take the Myers-Briggs personality tests. Eighty per cent of them came in two or three similar categories, and Bezos is the same: introverted, detail-oriented, engineer-type personality. Not musicians, designers, salesmen. The vast majority fall within the same personality type—people who graduate at the top of their class at M.I.T. and have no idea what to say to a woman in a bar.

#6: Insist on the Highest Standards – Leaders have relentlessly high standards – many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

In December 2011, Bezos declared his pride that Amazon had managed to get 99.9% of packages to its customers before Christmas. Whilst this was an amazing feat, he also went on to state that this still wasn’t good enough, as he declared that, “We’re not satisfied until it’s 100%.” Thus, the demands on leaders, even for a stand-out performance, are relentless.

#7: Think Big – Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

Something that has certainly informed the Bezos vision for the company from its earliest days to the current time. Amazon didn’t come to dominate its various markets without the breadth of vision needed to drive that growth.  Bezos was attracted to developing an online store precisely because of the growth potential he saw in the market.  When working for D.E. Shaw & Co, Bezos saw a statistic that suggested that world wide web usage was rising at an astonishing 2.300% per month. He immediately saw the potential for growing and becoming big online and this, it is suggested, was the moment that he saw the potential for building an online business and started him on the path to becoming a successful entrepreneur.

#8: Bias for Action – Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

When Amazon first announced that they were proposing to start deliveries using drones, many dismissed it as a joke and others saw it as highly impractical, not just from a technical standpoint, but significantly from a regulatory perspective too. But few would now doubt that drone deliveries may be coming to a doorstep near you some time soon.  In a recent interview, Bezos declared that his job was to encourage his teams to make ‘bold bets’ and that a few big successes, such as KIndle and Prime, compensate for the dozens of things that didn’t work. He said:

I’ve made billions of dollars of failures at Amazon.com. Literally billions. … Companies that don’t embrace failure and continue to experiment eventually get in the desperate position where the only thing they can do is make a Hail Mary bet at the end of their corporate existence.

#9: Frugality – We try not to spend money on things that don’t matter to customers. Frugality breeds resourcefulness, self-sufficiency, and invention. There are no extra points for headcount, budget size, or fixed expense.

Frugality goes to the heart of the company culture that Bezos started from his garage back in 1994. Bezos famously made desks from old doors and the door-desk remained a feature of the company even after the business went public. The idea lives on in the regular “Door-Desk Award”, which is given to the employee who comes up with the best idea that creates savings for the company and delivers lower prices to their customers. Bezos has said of frugality:

Frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.

#10: Vocally Self Critical – Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best.

A somewhat strangely-worded principle and slightly contradictory when you consider the way in which we are anecdotally led to believe that Bezos has roasted managers who he feels haven’t lived up to expectations. Nevertheless, by his own admission, Bezos is not ashamed to point to the many failures that the company has had, because they are by far outweighed by the outstanding successes that sustain the innovation and development of Amazon. As a general leadership principle this is a solid example of how a good servant-leader should behave and benchmarking against the best also helps to show where the organization can deliver outstanding performance.

#11: Earn Trust of Others – Leaders are sincerely open-minded, genuinely listen, and are willing to examine their strongest convictions with humility.

No leader can expect to provide vision and direction to their team without the all-important ingredient of trust. Bezos believes that business works best when you know that everyone is relying upon you and trust stems from each member of their team knowing their job and trusting them to do what they are good at:

I think one thing I find very motivating — and I think this is probably a very common form of motivation or cause of motivation — is… I love people counting on me, and so, you know, today it’s so easy to be motivated, because we have millions of customers counting on us at Amazon.com. We’ve got thousands of investors counting on us. And we’re a team of thousands of employees all counting on each other. That’s fun.

#12: Dive Deep – Leaders operate at all levels, stay connected to the details, and audit frequently. No task is beneath them.

More influences from the ideas of servant-leadership here in terms of ‘no task is beneath them’, whereas the idea of managing the details is important in terms of really understanding what is going on in the business. This principle brings to mind that famous dictum for the effective management of any business or team: What gets measured gets managed.

#13: Have Backbone; Disagree and Commit – Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

While this is an admirable facet of an innovative business, we also have a window on Bezos’s own approach to employees who disagree with him and challenge him on issues that he feels strongly about. It is suggested that Bezos is not above ‘pulling rank’, when the need arises:

Do I need to go down and get the certificate that says I’m CEO of the company to get you to stop challenging me on this?

#14: Deliver Results – Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

By principle 14 some of these have got a little repetitive, but the delivery of results very much ties into the idea of the effectiveness of the 2-pizza teams from the third principle and the importance of measurement from the 12th. The Amazon culture is pervaded by innovation and frugality and the effective Amazonian is constantly challenged to see how things can be done better and more cost-effectively in order to deliver better prices to the customer and an improved service.

Article Source: https://www.linkedin.com/pulse/so-you-want-work-amazon-heres-what-need-know-will/

Launching of VMware vROps 6.6 dengan enhancement yang significant for troubleshooting and monitoring

FYI, for latest info about VMware, regarding vRealize Operations Manager tool yang baru launch last month version 6.6. Improvement-nya sangat bagus sekali, user interface berubah karena menggunakan framework Clarity HTML5 yang baru (open source by VMware).
 
By default, banyak sekali dashboard yang bisa digunakan untuk monitoring – yang sebelumnya perlu dibuat dengan custom dashboard. Terutama bisa digunakan oleh tim operational untuk performance troubleshooting dan capacity management.
 
Overview bisa dilihat disini: 
vRealize operations 6.6 getting started dashboard vrealize operations 6.6 hardening and compliance
Atau complete video untuk live action bisa dilihat disini: https://www.youtube.com/channel/UCKON30YeSGIeqsueMYgEa9A/videos

 

Beberapa contoh fungsionalitas yg menarik adalah: (saya ambil beberapa saja dari contoh link youtube diatas)
Some screenshots:
Image result for vrops 6.6Image result for vrops 6.6
Saya sangat sarankan untuk dapat melakukan upgrade version tersebut sehingga troubleshooting dan monitoring akan jauh lebih mudah.
 
 
Kind Regards,
Doddi Priyambodo
 

CIO Point of View = “R E S T”

There are four major C-Level business issues that all CxO level would like to solve.   They are:  R.E.S.T.

R = Revenue
E = Expense
S = Security & Compliance
T – Time to Market

Kind Regards,
Doddi Priyambodo

VMware NSX Use Cases in Real World IT Production

NSX Overview

 


NSX Overview 3


These are some use cases for VMware NSX, detail of each use cases will be explained in another post thread.

Use Case 1 : Network Segmentation
Use Case 2 : Microsegmentation for Securing VDI Infrastructure
Use Case 3 : Intelligent Grouping for Unsupported Operating Systems
Use Case 4 : Automated Security in a Software Defined Data Center (ex: Quarantine zone)
Use Case 5 : Advanced Security (IDS/IPS) Insertion – Example: Palo Alto Networks NGFW
Use Case 6 : ‘Collapsed’ DMZ
Use Case 7 : Integrate Dev, Test and Prod environment into single infrastructure
Use Case 8 : Securing access to and from Jump Box servers
Use Case 9 : Multisite Networking and Security (Cross vCenter)
Use Case 10 : DC Consolidation/Migration – Mergers & Acquisitions
Use Case 11 : Hybrid/Public Clouds Integration
Use Case 12 : Disaster Recovery
Use Case 13 : Self Service IT
Use Case 14 : Fast Application Deployment of template
Use Case 15 : Islands of Unused Compute Capacity
Use Case 16 : Compute Asset Consolidation
Use Case 17 : Reducing capital outlay in expensive HW devices by NSX Edge Services

 

Kind Regards,
Doddi Priyambodo

Pertanyaan Teknis yang diajukan saat vSphere Design during Requirement Analysis

Saya coba merangkum sekilas saja mengenai beberapa pertanyaan teknis dasar yang biasa diajukan saat kita melakukan Requirement Analysis / Design Workshop engagement dengan customer.

Berikut ini adalah beberapa high level questions yang biasa saya ajukan, dan melakukan penggalian lebih dalam berdasarkan pertanyaan tersebut. (Note: ini adalah pertanyaan2 teknis, jadi bukan diajukan ke business person or C level. So, to find the correct audience is important)

  • Compute: To gather information regarding the planned target Compute infrastructure
  • Storage: To understand the current and expected storage landscape
  • vCenter: To describe the state of vCenter to manage the ESXi environment
  • Network: To gather information around current and target network infrastructure
  • Backup & Patching: To understand the current backup and patching methodology.
  • Monitor: To analyze current and expected the Monitoring processes
  • VM Workloads: To analyzie the details of the current physical workloads to be virtualized and consolidated
  • Security: To understand detail the current security practices.
  • Processes & Operations: To understand the current operation procedures and processes
  • Availlaibility & Disaster Recovery: to gather information on Business Continuity Processes

Breakdown lebih detail dari pertanyaan tersebut diatas, bisa saja dilakukan lebih detail, contohnya sebagai berikut:

  • Compute: tipe hardware, network, disk, merk, redundancy, processor, koneksi storage, booting, automation, scalability, dll
  • Storage: SAN/NAS/iSCSI/NFS/VSAN, IOps, Latency, storage technology, cloning/snapshot, replication, dll
  • vCenter: linked mode, appliance, database decision, disk size, cpu memory size, pre-requirements, dll
  • Network: leaf spine, backbone technology, bandwith, VLAN, VXLAN, teaming, VPC, link aggregation, distributed switch, vendors, dll
  • Backup and Patching: storage backup, 3rd party backup, VDP, VADP, Update Manager, dll
  • Monitor: items to monitor, centralized log server, performance, capacity, usage, tresshold, alert, placement, dll
  • VM Workloads: user growth, IOps, Tier1/Tier2/Tier3, mission critical, OS clustering, Java/Oracle/SQL Server/SAP, dll
  • Security: firewall ports, virus protection, distributed firewall, hardening system, lockdown mode, access, dll
  • Processes and Operations: SLA agreements, private/public/hybrid strategy, budget/scope constraint, unique processes, dll
  • Availability & DR: RPO, RTO, VMware HA, Fault Tolerance, Active-Active DC. Bandwith and Hops, priority protected VMs, dll

Semoga bermanfaat.

Kind Regards,
Doddi Priyambodo

Scrum Day Asia 20121123 – AGILE SOFTWARE DEVELOPMENT LIFE CYCLE USING SCRUM

In this post, I will share one of my presentation slide when implementing agile methodology for software development in one of my previous company.

This full presentation material was conducted at Scrum Day Asia event (Nov 23rd, 2012) in Bandung, Indonesia. Me and other speakers (Joshua Partogi, Salma Desenta, Wirawan Winarto) were hoping to change the nature of SDLC from traditional to agile, and making software developers to be a rockstar team!. Also presented about this topic (with a different slide, but almost the same) in other events such as Project Management Institute event in Microsoft, and IBM Innovation Day event.

I personally love the page number 57 in this slide. In one of our Scrum Retrospective Meeting, one of my team member said (put a post-it in the restrospective wall) : “with scrum, it’s not our fault. not your or my fault. it’s our problem. it’s always ours. not yours or mine”

 

Semoga bermanfaat. Selamat menikmati.

Kind Regards,

Doddi Priyambodo

How to do agile Software Development menggunakan Scrum?

Berikut ini saya lampirkan penjelasan mengenai cara software development dengan mengimplementasikan metode scrum. Dimana scrum ini adalah salah satu metode/practice untuk mengimplementasikan agile software development. Saya membuat slide ini beberapa tahun yang lalu, saya rasa masih sangat relevan untuk dunia saat ini. Bahkan, saya rasa lebih relevan untuk diimplementasikan saat ini daripada dulu!

Pada seri berikutnya, akan saya lampirkan juga tools apa yang saya gunakan waktu mengimplementasikan scrum ini di team saya.

 

Selamat menikmati 🙂

Bagaimana membuat agile Infrastructure untuk mendukung dunia Aplikasi yang agile

Berikut ini adalah beberapa slide presentasi lama yang saya buat (waktu saya masih kerja di IBM Indonesia), saya simpan di Slideshare (saat ini sudah diakusisisi oleh Linkedin sebesar US$119M!)

Materi dari presentasi ini adalah, untuk kebutuhan Software Development. Saat ini mekanisme untuk pembuatan aplikasi sudah menuju ke tahapan “Dev-Ops”, dimana kecepatan untuk melakukan release ke production dari tahapan development sudah sangat cepat. Sehingga dibutuhkan infrastruktur yang juga agile, tidak hanya metodologi development-nya saja yang agile.

Actually ada beberapa slide yang membutuhkan penjelasan via whiteboarding session, mungkin nanti kalau sempat akan saya jelaskan lebih lanjut di blog ini.

 

Selamat menikmati 🙂

Apa itu / definisi dari Virtualisasi dan Cloud Computing?

Walaupun saat ini sudah tahun 2015, dari pengalaman interaksi saya dengan teman-teman lainnya; ternyata masih ada beberapa IT profesional yang menanyakan apa itu “Virtualisasi” dan ujungnya nanti ke pertanyaan apa itu “Cloud Computing”? Dan pertanyaan yang paling mendasar: “Apa untungnya bagi perusahaan untuk mengimplementasikan dua hal tersebut?

Jika kita tanya ke beberapa orang, browsing ke beberapa site, kemungkinan jawaban akan bermacam-macam dengan beberapa definisi yang masing-masing pasti ada benarnya juga. Tapi prinsip jawabannya kemungkinan adalah sama. Menurut saya, definisi virtualisasi dan cloud computing adalah sebagai berikut :

Saya mendefinisikan Virtualisasi sebagai abstraction/pemecahan dari sebuah computing resource dari computing resource lainnya. Yup, se-simple itu (lihat gambar di samping). Contoh: server virtualization maksudnya kita mengabstraksi/memecah operating system dari sebuah server.

Saat ini dengan adanya teknologi virtualisasi, perusahaan dapat menjalankan beberapa operating system dan beberapa aplikasi diatas hardware milik mereka saat ini, dan kebutuhan pembelian hardware baru hanya benar-benar dilakukan jija kapasitasnya memang membutuhkan untuk itu. Sudah tidak jamannya lagi perusahaan membeli server baru jika ada aplikasi baru yang harus di-deploy.

Dengan melakukan penumpukan workloads bersama-sama menggunakan teknologi virtualisasi, maka perusahaan bisa mendapatkan value yang lebih besar dari investasi hardware yang dilakukan oleh mereka. Selain dapat mengurangi biaya pembelian hardware baru (CAPEX/Capital Expenditure). Perusahaan kini juga dapat mengurangi biaya operasional (OPEX/Operational Expenditure) karena jumlah server dan jumlah hardware lainnya (ex: storage, router, etc) yang berkurang secara drastis di datacenter; dan akhirnya juga berefek ke penggunaan listrik, penggunaan pendingin ruangan, atau besarnya datacenter yang dibutuhkan. Pengurangan operational cost akan sangat signifikan. Cara ini yang biasanya disebut sebagai mekanisme “konsolidasi” resources.

Selain manfaat konsolidasi diatas, jika kita menerapkan teknologi virtualisasi, maka perusahaan juga dapat merasakan kenikmatan meningkatnya kualitas “uptime/high-availability” dari layanan anda, mekanisme disaster-recovery yang jauh lebih terencana, mekanisme monitoring asset anda yang lebih terintegrasi, pembuatan beberapa mekanisme otomasi untuk pembuatan server/layanan lain, dan belum lagi peningkatan security yang jauh lebih meningkat. Ujungnya, virtualisasi akan dapat membuat pondasi untuk mencapai konsep “Cloud Computing“.

Cloud Computing sendiri adalah sebuah konsep yang dibangun diatas filosofi dari akses network yang sangat luas, memiliki konsep resource pooling (pengumpulan resouce), memiliki kemampuan untuk memberikan layanan yang langsung bisa diakses oleh penggunanya (bukan administrator) secara langsung, layanan yang bisa diukur kualitasnya (dan bisa juga dikenai biaya berdasarkan itu), dan layanan yang sangat elastis untuk dapat mengikuti kebutuhan pengguna dengan cepat (menambah atau mengurangi resouce dengan cepat).

Implementasi teknologi virtualisasi adalah pondasi yang akan dapat membentuk konsep operasional model baru tersebut (“cloud computing”) dengan jauh lebih efektif dan efisien.

 

Kind Regards,
Doddi Priyambodo

Business Continuity (BC) vs Disaster Recovery (DR) in VMware Site Recovery Manager (SRM) Design – (RPO, RTO, WRT, MTD)

Business Continuity vs Disaster Recovery

DR : – we hoped it would never happen, but it has…
       – get the business running again ASAP
       – it is a tactical and technical movement
BC : – C level executive
       – who, what, where, and when is needed
       – not simply technical, whole of business need to be considered

RPO, RTO, WRT, MTD (Recovery Point Objective, Recovery  Time Objective, Work Recovery Time, Maximum Tolerable Downtime)

This is a simple explanation about RPO and RTO. Also the explanation about WRT and MTD, because there are few customers understand this terms completely. But, we need to discuss about these criteria during our design of Disaster Recovery. Especially if we want to implement VMware SRM (Site Recovery Manager).

 

Consider the following scenario.

Stage 1: Business as usual

At this stage all systems are running production and working correctly.

Stage 2: Disaster occurs

BCDR-02

On a given point in time, disaster occurs and systems needs to be recovered. At this point theRecovery Point Objective (RPO) determines the maximum acceptable amount of data loss measured in time. For example, the maximum tolerable data loss is 15 minutes.

Stage 3: Recovery

BCDR-03

At this stage the system are recovered and back online but not ready for production yet. The Recovery Time Objective (RTO) determines the maximum tolerable amount of time needed to bring all critical systems back online. This covers, for example, restore data from back-up or fix of a failure. In most cases this part is carried out by system administrator, network administrator, storage administrator etc.

Stage 4: Resume Production

BCDR-04

At this stage all systems are recovered, integrity of the system or data is verified and all critical systems can resume normal operations. The Work Recovery Time (WRT) determines the maximum tolerable amount of time that is needed to verify the system and/or data integrity. This could be, for example, checking the databases and logs, making sure the applications or services are running and are available. In most cases those tasks are performed by application administrator, database administrator etc. When all systems affected by the disaster are verified and/or recovered, the environment is ready to resume the production again.

BCDR-05

The sum of RTO and WRT is defined as the Maximum Tolerable Downtime (MTD) which defines the total amount of time that a business process can be disrupted without causing any unacceptable consequences. This value should be defined by the business management team or someone like CTO, CIO or IT manager.

This is of course a simple example of a Business Continuity/Disaster Recovery plan and should be included in your Business Impact Analysis (BIA).

Referenced from: http://defaultreasoning.com/2013/12/10/rpo-rto-wrt-mtdwth/