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Category Archives for "Russ White"

Hedge 285: Post Quantum Crypto

Is quantum really an immediate and dangerous threat to current cryptography systems, or are we pushing to hastily adopt new technologies we won’t necessarily need for a few more years? Should we allow the quantum pie to bake a few more years before slicing a piece and digging in? George Michaelson joins Russ and Tom to discuss.

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Hedge 284: Netops and Corporate Culture

We all know netops, NRE, and devops can increase productivity, increase Mean Time Between Mistakes (MTBM), and decrease MTTR–but how do we deploy and use these tools? We often think of the technical hurdles you face in their deployment, but most of the blockers are actually cultural. Chris Grundemann, Eyvonne, Russ, and Tom discuss the cultural issues with deploying netops on this episode of the Hedge.
 

 
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Hedge 283: Technical Planning

We network engineers often find ourselves without a viable plan–our plans always seem to go awry, to the point that many network engineers just give up on planning. Is “giving up” the right solution? Or can we learn to be better planners? Jonathan Adams and Tim McConnaughy join Russ to discussion planning for network engineers.

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Best of the Hedge: Episode 3

From time to time, I like to dive into the archive and find a show that’s worth repeating. Forthwith, Derrick Winkworth and automation.
 
Network automation efforts tend to focus on building and maintaining configurations–but is this the right place to be putting our automation efforts? Derick Winkworth joins Tom Ammon and Russ White at the Hedge for a conversation about what engineers really do, and what this means for automation.
 

 
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Fast Following Fails

Fast following fails.

Whenever I hear a leader in a technology business say, “We’re going to fast follow because it’s the most profitable place to be,” I know I’m looking at a failed organization. I didn’t come to this conclusion by thinking about it. I came to this conclusion by observing it repeatedly.

After observing it, however, I wanted to understand why this particular strategy fails so consistently and spectacularly. Why? To understand my theory, we need to start in a somewhat different place than business—we need to start with the nature of goals and humans.

You can place goals into two buckets: first things and second things.

First things are foundational. If you are a technology company, the first thing is building a stable, resilient, and flexible platform (or foundation). The products you sell will only be as stable as your platform. The innovation you achieve will only be as consistent as your platform is.

Second things are goals you can only achieve once you’ve built the first things.

Here’s the hard truth no one wants to hear: Generating revenue is a second thing.

Humans become what they do.

We all want to believe we can become what we Continue reading