Category: Historical Lessons

Tech Exec - leadership lessons from history Welcome to the Tech Historical Lessons category on tech2exec. History is a valuable teacher, and it has much to offer in terms of insights for tech executives. By looking back at past events, we can gain a better understanding of how certain decisions and actions have shaped the technological landscape we see today.

In this section, we will explore various historical events that have had a significant impact on the tech industry. We will delve into the stories behind these events and extract valuable lessons that can inform our present-day decisions as tech leaders.

Yogi Berra the Leader

Last night, I watched a captivating documentary on the legendary Yogi Berra. Yogi was the esteemed catcher for the New York Yankees from 1946 to 1965. Throughout his remarkable career, he achieved an impressive record, being selected as an All-Star for 15 consecutive seasons, while also playing a pivotal role in 10 World Series victories.

“90% of the game is half mental.”
Yogi Berra

Despite his talent, Yogi faced criticism for his height and unconventional appearance, not fitting the typical “Yankee Look.” However, he became known for his famous “Yogi-isms” – witty phrases with paradoxical or nonsensical elements. Examples include “It ain’t over ’til it’s over,” “90% of the game is half mental,” and “When you come to a fork in the road, take it.” These sayings have permeated popular culture, injected humor and offering wisdom. Yogi Berra, a beloved figure, known for his fun-loving personality and ability to bring people together.

In 1964, Berra managed the Yankees, leading them to the World Series but falling short against the Cardinals. Yankee leadership didn’t respect Yogi and fired him. Despite doubts about his managerial readiness, the players enjoyed playing under him. Then, in 1969, he coached the New York Mets, a weak team. Against all odds, he led them to win the World Series, a remarkable feat hailed as a miracle.

In 1973, George Steinbrenner acquired the Yankees, a team that hadn’t won the World Series since Berra’s last tenure as manager. When Berra was appointed as the team’s manager once again in 1977, the Yankees were in last place. However, under Yogi’s leadership, the team experienced a remarkable turnaround, culminating in a triumphant World Series win. This achievement showcased Yogi’s exceptional abilities, proving his impact extended beyond his prowess as a player.

Despite facing ridicule, Yogi Berra consistently proved his value to any team. His achievements remind us not to judge based on appearances. Those overlooked often make the most impact. Yogi’s ability to connect with players and align their strengths made him a respected leader who inspired loyalty. Tech execs can learn from Yogi. Finding joy in the pursuit of excellence is crucial. In the fast-paced world of technology, lightheartedness and humor boost morale and foster a positive work environment. Yogi’s playful attitude and clever remarks remind us to savor the journey as much as the destination.

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Today’s AI Code Generators vs. Tools from the Past

I enjoy reflecting on past technology and how it has evolved. In the past, tech execs could leverage coding tools like Pacbase that assisted in generating code. This piques my interest in comparing and contrasting today’s AI code generators with tools from the past.

AI code generators differ from previous tools like Pacbase in their higher level of automation. Pacbase, although advanced at its time, heavily relied on human input and decision-making for code generation. In contrast, AI code generators utilize machine learning algorithms to analyze data and automatically produce efficient, task-specific code. This automation saves time and resources while improving the accuracy and reliability of the generated code.

Another difference lies in the scope of capabilities.

While tools like Pacbase primarily focused on generating standard code structures, AI code generators have the capacity to create intricate and innovative solutions that transcend traditional coding patterns. This allows developers to concentrate on more creative and high-level tasks, while leaving the monotonous and repetitive coding work to AI.

Furthermore, AI code generators continually learn from their own outputs and user feedback, constantly improving and adapting to new challenges. This provides a significant advantage over traditional tools that often become outdated and necessitate frequent updates or manual adjustments.

However, one similarity between AI code generators and past tools is the need for human oversight and intervention. While AI can greatly automate the coding process, it still relies on human programmers to provide initial input, establish parameters, and ensure that the generated code aligns with the intended goals.

In conclusion, AI code generators have revolutionized the coding landscape, greatly enhancing efficiency and precision in software development. Nonetheless, they still require collaboration and supervision from human developers to achieve optimal results.

Click here for a list of AI terms that tech leaders should know.

What is Infrastructure as Code (IaC)?

Career as a Software Programmer – the world is changing

It takes an Einstein

The definition of insanity is doing the same thing over and over again and expecting different results.
Albert Einstein

Failure to adapt hinders tech executives. Repeating tasks doesn’t signify correctness. Assess, adjust, and align your approach. Effective leaders recognize the need for change and embrace it.

“Change is the only constant” – a familiar saying that certainly holds true in tech. With rapid advancements, leaders must be adaptable. It’s more than staying up to date; it’s about being open-minded and willing to pivot strategies when needed.

To create an adaptable culture, leaders must encourage teams to embrace change and be flexible. This involves implementing continuous evaluation processes, welcoming new ideas, and fostering a growth mindset within the organization.

Being adaptable involves anticipating challenges and pivoting accordingly. Tech executives must be proactive, continuously assessing the market, industry trends, and competitor strategies to stay relevant and competitive. This means being open to change, even if it means deviating from their original plans.

One major factor driving the need for adaptability in tech executive roles is the ever-evolving landscape of technology. With new innovations and disruptions emerging constantly, executives must be able to quickly grasp and incorporate these changes into their business strategies. This requires a high level of agility and flexibility, as well as a willingness to take risks and try new approaches.

In addition to technological advancements, market conditions can also shift rapidly in the tech industry. Changes in consumer behavior, economic fluctuations, and political developments can all have significant impacts on companies operating within this sector. As such, tech executives must not only be adaptable in terms of technology, but also in their overall business strategy.

Being adaptable means tackling failures and setbacks. In the tech industry, not every decision leads to success. Leaders must view failures as learning opportunities, adjusting their approach to navigate the changing technology landscape. The key is to remain resilient and open-minded, willing to pivot and try new strategies. This mindset of adaptability is crucial for both personal and professional growth in the tech world.

In conclusion, adaptability is crucial for effective leadership in the tech industry. By fostering a flexible culture, encouraging continuous evaluation and improvement, and proactively anticipating challenges, leaders can position their company for success in an evolving market. So, embrace change, stay open-minded, and approach every situation with an adaptable mindset. Thrive in the world of technology!

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Value of Project Management – you need a true Project Manager

Legacy Mainframe Environment

Today, tech execs are concerned about the mainframe computer application code. Many companies have had mainframe computers since the 70s and 80s. Large companies, particularly in insurance and finance, built applications during that time that still run on mainframes now. These applications consist of mostly COBOL code, with millions of lines.

SIDE NOTE: COBOL is the oldest still used programming language, developed in 1959. The only other language even close in age is C, which was developed in the early 70’s.

Today’s mainframe computers have powerful processors and seamlessly run COBOL applications alongside Docker containers. Tech executives face challenges with complex COBOL, PL/1, and Assembler code, as well as managing decades of data in diverse environments like DB2, MySQL, and Oracle. We’ll discuss data in a future post.

Mainframe applications have long been vital for enterprise business processing. They were game-changers, and still handle key workloads effectively. However, the drive to convert or move these applications has been slow. Today, tech execs face fierce competition in aggressive markets. Outdated systems hinder companies from keeping up with innovative rivals. Cloud computing enables competitors to invest in new systems without hardware burdens. Consequently, older companies face disadvantages and must modernize their legacy application environment. The three reasons for this transformation are:

Agility: Companies need IT systems that can be updated for functional processing requirements in a timelier manner. Shorter development cycles are a must for organizations to keep pace.
Cost: The mainframe is the costliest computer available. In many organizations, it’s also difficult and time consuming to maintain. The complexity of the code and data environments makes keeping the systems up and running difficult. Modern cloud technologies offer a significant reduction in cost of ownership.
Risk: Knowledge of legacy environments is fading away as programmers who developed this code many years ago retire. Skills in COBOL, PL/1, CICS, etc. are becoming scarce, making managing the applications and responding to major incidences more challenging.

To remain competitive, organizations must tackle legacy mainframe systems. The transformation should uncover the current state and map out an ideal future state. Develop a value proposition with a total cost of ownership analysis for transitioning to the cloud. When it comes to maintaining the mainframe and harnessing the power of the cloud, it’s worth considering strategies from industry leaders like IBM. Take into account the costs of migration and retooling, but also weigh them against the benefits of ownership. Furthermore, take the time to explore the numerous advantages that cloud computing has to offer.

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TCO and the Hybrid Cloud Environment

Leverage Your Strength – a lesson from history

In May 1940, the German army swiftly invaded France, leading to the astonishing defeat of the Battle for France. This unprecedented downfall stunned Europe, especially considering France’s prior reputation as a formidable Western nation. A tech exec can learn from this lesson in history.

Germany didn’t solely triumph with might; even though the French had a bigger, technologically advanced army and knew about the upcoming German invasion, they should have been prepared to repel the invaders effortlessly.

How did it happen?

The lack of trust and effective communication among French politicians and generals was exacerbated by their stagnation in the past. In 1914, France faced a challenging scenario when German forces overwhelmed them. However, their perseverance and strategic prowess proved decisive. The French tactically withdrew, synchronized their remaining armies, gathered crucial support from allies, and counterattacked. Teamwork made the Battle of the Marne pivotal for the allied forces in World War I.

Twenty-six years later the French were still using 1914 tactics against 1940’s technology.

Leverage your strength but update your strategy. The generals believed armor supported infantry from behind, underestimated planes as frontline weapons, relied on horses to outpace the enemy, and used motorcycle couriers instead of rapid communication. They also misplaced trust in misguided technology and overestimated Maginot Line defenses along the German border. The French generals, WWI veterans, failed to recognize technological advancements and clung to outdated strategies. General Gamelin, head of the French military, even lacked a telephone in his headquarters.

The French thought they knew the enemy.

The Germans effectively employed tanks, planes, troops, and weapons in innovative ways. Tanks, bombers, and infantry quickly penetrated, catching the French off guard. The German generals swiftly adapted their tactics using telephone and telegraph. Unfortunately, France failed to grasp the technological possibilities, leading to their complete defeat within 10 days. Unthinkable, but it happened.

A lesson for companies.

Silos in a company are a natural result of its structure, but they must not impede collective power and success. A tech exec should aim for a unified approach to operations, with shared standards across the leadership team. Keeping up with tech advancements and leveraging them before competitors is crucial. Embrace cross-team collaboration and resource sharing to enhance experience and boost versatility.

Organizations that stick in a ridged silo model and do not collaborate will lose to their competitors.

Leverage your strength and avoid having your teams move in different directions, as it weakens a united force. To effectively leverage your combined organization, do the following:

Have a common mission and set of objectives agreed to by all leaders.
Ensure roles and responsibilities between teams are well defined and understood.
Communicate the operating models for each team to all stakeholders, which will help minimize a silo mentality.
Better coordinate work going between teams ensure linkages are understood. This improves teamwork.
Ensure an effective leadership structure where leaders trust and are communicating with each other.
Have a better understanding of the strengths and weaknesses in our teams so individuals can be deployed appropriately.
Ensure that technology is understood and used effectively (to meet business needs) across all teams.

Don’t forget to empower your team! If you leverage your strength, the combined organization, you’ll be unstoppable… and you will have a much more cost-effective technology environment.

Click here for a post on how to empower and use the full strength of your team.

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