Another week in which technology seems the least important thing in the world. Still, I’ve got nothing else to give, so here goes.
- Join the DH digital communities and channels team – two great jobs going on a great team at the Department of Health.
- Slack is raising another $500 million — and has attracted interest from a range of big buyers like Amazon – Slack is a really interesting tool. I swing wildly from thinking it’s not really that signficiant to considering it the harbinger of a new way of doing technology within organisations. As ever the truth is somewhere in the middle. The idea of Amazon buying it does not make a huge amount of sense to me. Amazon have inroads into big enterprise IT through their web services division of course, leading the way in the infrastructure as a service bit of cloud. They don’t have much (any?) of a footprint in software as a service – tools that actual users actually use. Do they want to get into that space? I’ve no idea but surely Google would be a better fit for Slack, and it would help out with the moribund and confusing state of the G Suite’s communications tools (Hangouts seems to have stagnated for years now).
- Survey points to digital skills gap in civil service and Public sector struggling with cloud due to skills shortage – to both of which my response is “yes, and?”. Seems to me that we see a lot of reporting of the problem with digital skills/confidence/mindset but very few examples or ideas around how to tackle it. If you’ve ideas to share, then please do so in the Digital Skills in the Workplace group on LinkedIn.
- History by lawsuit: After Gawker’s demise, the “inventor of e-mail” targets Techdirt – fascinating mixture of computer history combined with out and out oddness. The man who wrote a program called EMAIL claims this means he invested the generic tool e-mail.
- Minimum Viable Architecture – good enough is good enough in an enterprise – nice bit of myth-busting around the supposedly special requirements of IT in a larger organisation. The word ‘enterprise’ is used to justify all sorts of crap: higher prices, costly maintenance agreements, hard to use and complicated tools. The fact is that the only difference is one of time – bigger organisations have existed longer than most small ones and thus have built up baggage around infrastructure and process. Achieving change in such organisations means trying to reduce that cruft… as James notes in his post “If enterprises are going to drive a successful digital transformation, and develop a culture that supports agile development and devops, then they need less architecture, not more of it.”