Cto Quotes

In a small company, the CTO, R&D, the COO, and even the CEO or cofounders or owners can be responsible for reviewing documentation. Don’t rely on your memory; write it down. Ideas become reality when we speak them and write them. So document them in an idea journal (digital or traditional) without judgment at the time. Inventors (and especially software developers) tend to edit or judge ideas and conclude they are not patentable because they were simple—even though they solve important problems and do not exist elsewhere.

Complexity kills. It sucks the life out of developers, it makes products difficult to plan, build, and test.” —Ray Ozzie, CTO, Microsoft Corporation

8At that time  zthe LORD set apart the tribe of Levi  ato carry the ark of the covenant of the LORD  bto stand before the LORD to minister to him and  cto bless in his name, to this day. 9 dTherefore Levi has no portion or inheritance with his brothers. The LORD

It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

There is not motivation, only joy and discipline.

As Ethereum’s promise became apparent, people jockeyed for position. Charles, who had lobbied to be CEO, had casually asked Gavin, over a game of chess, to be his chief technology officer (CTO). Gavin, who, on Wednesday, sent the first ether transaction from his laptop to Charles’s, asked Vitalik if that was cool. Vitalik, being less interested in a title or in ordering people around than in conducting research (or learning Chinese), said sure and gave himself the title C3PO.

you’re a leader with no power over business strategy and no ability to allocate people to important tasks, you’re at best at the mercy of your influence with other executives and managers, and at worst a figurehead. You can’t give up the responsibility of management without giving up the power that comes with it. The CTO who doesn’t also have the authority of management must be able to get things done purely by influencing the organization. If the managers won’t actually give people and time to work on the areas that the CTO believes are important, he is rendered effectively powerless. If you give up management, you’re giving up the most important power you ever had over the business strategy, and you effectively have nothing but your organizational goodwill and your own two hands. My advice for aspiring CTOs is to remember that it’s a business strategy job first and foremost. It’s also a management job.

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

Amazon, for its part, has a couple of other easy suggestions for you if the advice “write a hypothetical press release” doesn’t quite work for your situation. Their CTO, Werner Vogels, suggests trying to write an FAQ for this product you’re developing. (That way you can address, in advance, potential user issues and questions.)9 Or try to define the crucial parts of the user experience by making mockups of pages, writing hypothetical case studies so you can actually start to see what it would look like and who it would work for and how. Finally, try writing the user manual, which as Werner explains usually has three parts: concepts, how-to, and reference. (Defining these means you understand your idea in and out from the customers perspective. Also, he says, if you have more than one type of user then write multiple manuals.)

2Co 5:15 And He adied for all that those who blive may 1no longer live to themselves but 2cto Him who died for them and has been raised.

In a 2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

An engineer is a person who can successfully make a shot in the dark with the education they received.

According to Werner Vogels, CTO of Amazon, in 2014 Amazon did 50 million deploys to individual hosts. That’s about one every second.

According to the latest NHS figures, Black men in the UK aged between thirty-five and forty-nine are four times more likely than white men to be detained under the Mental Health Act and ten times more likely to be under a Community Treatment Order (CTO). The figures for Black women are also disproportionate: roughly six times more than white women.

Yang banyak mikir dan mewujudkan tujuan kantor pasti karyawan, tapi nanti di akhir bulan atau akhir kesuksesan, berita yang dibahas pasti soal para VP atau para CTO-nya yang keren dan tampak bonafide. Di balik semua kesuksesan itu, mungkin ada banyak karyawan yang nyaris tewas dan sampai diinfus beberapa hari karena kurang istirahat. Ya... walau memang dikasih bonus juga, sih.

that’s both an opportunity and an obligation for managers, and saying no in that room with my manager and CTO was,

In 2015, JB Straubel, Tesla’s CTO, developed yet another new line of business for the automaker, selling large battery packs for home and commercial spaces, which appealed to solar customers eager to capture the energy they were creating by day to use at night.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

The hallmark of a great CTO is a commitment to continually strive for technology as a strategic enabler for the business and the products. Removing technology as a barrier, as well as broadening the art of the possible for business and product leaders, is the overarching objective.

Creating a single Progressive Web App will allow you to deliver web and native iOS | Android app like experiences from one single integrated platform. That could deliver a 66% cost saving or a 300% increase in development velocity.

You want the team slide early in the pitch when the team is your strongest point (for example, a Nobel-winning researcher as your chief scientist, or the former CTO of Facebook as your CEO).

But what I can tell you is this: when it comes to performance standards, It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

CTO

Learn more about Marcus Phillips, CTO and Head of Instruction at Hack Reactor Learn more about Hack Reactor. Learn more about the Twitter Chat on this topic on 2/12/2014.

Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

The best way to ensure that your CTO is going to make you a better CEO is to hire a CTO who likes to teach.

Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

Ankur Teredesai, Ph.D., Professor of Computer Science and Executive Director of the Center for Data Science at the University of Washington, Co-founder and CTO of KenSci. Ankur has a unique perspective on the application of AI in health as he splits his time between academia and working with health organizations around the world in the use of AI to solve significant problems. His

For some strange, doomed reason, startup CEOs are cursed to hire lousy people to do the job that they themselves used to perform. This seems absolutely bonkers at first glance. If you were a technologist, you know great technical people. You’ve got a first-rate network. You know how to interview. You know the gotchas and the must-haves. The CTO is the one role it seems like you couldn’t screw up! But I’ve seen this happen time and again. And I think I know the culprit: our friend from the previous chapter, the Impostor Phenomenon. We know that startup CEO is necessarily a “fake it till you make it” job. The first-time CEO is woefully underequipped for the job at hand. When CEOs feel like their value is questionable and their competence is in doubt, they are prone to leaving themselves a place to come home to. And I think that’s why you see so many CEOs hire crappy people for the job they used to do. It’s

the CTO is there to guide the board away from making decisive calls that are logical to people with a limited understanding of technology and the market conditions associated with it, but are clearly dangerous to somebody in the know. For example, buying a new proprietary HR and finance system on a five-year deal from a supplier that the department has already worked with for ten years might seem sensible to a non-technologist. The fact that the system is a complete pain to use (and ruinously expensive) may just about crop up on the leadership radar. What may not is the fact that systems like this are likely to become commoditised–which is to say, cheap and easily swapped with similar alternatives–in less than five years. Through a combination of ignorance and inertia, the department would be locking itself into the wrong deal, and constraining itself strategically as a result. A CTO stops this kind of mistake.

I can’t tell you to fire anyone,” I responded. “Those are decisions only you can make. But what I can tell you is this: when it comes to performance standards, It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

Complexidade mata. Ela suga a vida dos desenvolvedores, dificulta o planejamento, a construção e o teste dos produtos.

Typically, commons suffer from two issues in economic theory: 1. Maintenance, or the question of who will fix issues in the code and, 2. Governance, or the question of who decides upon the direction of development.”134 To deal with those challenges, CTO Arthur Breitman said, the Tezos team created a “self-amending blockchain.” He modeled it on the game Nomic, invented by philosopher Peter Suber, in which the rules of the game include mechanisms for the players to change those rules.

You've got to be able to communicate in life, it’s enormously important. Schools, to some extent, under emphasize that. If you can’t communicate and talk to other people and get across your ideas, you’re giving up your potential.”10

Now you can be a tyrannical ogre and push projects to completion, but it probably wouldn’t be efficient. Happy people, who feel respected, give you their best. Plus, the best talent tends to stick around when the atmosphere is positive and uplifting. Repressed team members will produce only what keeps them out of trouble. Big difference. So hire people smarter than you are, and let them tell you what to do. #SteveJobs It works like a charm.

I threw myself into learning everything I could about leadership, marketing, finance, business strategy, and project management. I enrolled in an MBA program, sought out mentors and role models, both within the company and in the broader tech community. And slowly but surely, I began to develop the skills and mindset of a successful CTO.