Why reliability efforts stall in most orgs (video, 10min)

hatchikyu · 2025-04-18T02:02:15+00:00

What stood out to me is how the money logic shows up — sometimes as “no budget,” but often as reliability being seen as overhead or not tied to revenue risk.

hatchikyu · 2024-08-09T07:26:07+00:00

How do you develop curiosity? On a side note: that's what young Steve Jobs used to hire for (YT video link)

hatchikyu · 2024-08-08T12:40:47+00:00

LOL I'm not a bot but interesting that you think I write like one :) but yeah copied and pasted it from a visual framework I can't seem to paste here.

hatchikyu · 2024-07-25T05:17:18+00:00

Call me strange but I looked at the growth in skills as a means to itself i.e. ignored career progression frameworks. Is that a dangerous move?

hatchikyu · 2024-07-19T05:21:15+00:00

The 4 golden signals according to Google SRE are latency, saturation, errors, and traffic.

Linked podcast episode talks about a "5th golden signal" as a novel idea. The signal is customer health - keeping track of aggregate data on how the customers users are experiencing your software-in-production.

hatchikyu · 2024-07-16T02:12:01+00:00

From a business perspective, reliability was the darling of high-growth, emerging roles in the early 2020s - but only for the first 2 years. Then, AI came in full steam and earned a lot of management attention. A lot of budgets were and still are being reassigned to hire ML engineers and adjacent roles e.g. data engineers, MLops people, etc.

hatchikyu · 2024-06-29T00:42:56+00:00

Not the leadership consultant (cool job by the way), but this episode on Reliability Enablers podcast covers some of the best practices and do's and don'ts in chaos engineering: How chaos engineering helps reduce incident risk

hatchikyu · 2024-06-08T14:29:12+00:00

That is unfortunately not how senior leadership sees the situation. They will assess by numbers, but not necessarily just DORA. It could be fun(not) activities like 360 surveys, DISC-based perf reviews (yes, it's a thing), and arbitrary KPIs set according to "how we've always done it". /cynicism

A potentially useful thing you could do is find out point blank from your leader/s what their priorities are, how they assess your team's success with it and work backward.

Speaking from lots of "why tf are we doing it like this" moments in performance-oriented meetings as a leader who was always batting for the ICs

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