Incidents are unplanned investments for modern organizations. Think “accident investigation, but in the software world” — this is what we do and what we train.
When organizations experience an incident that gets attention from press, investors, and other external stakeholders, it can be advantageous to have a neutral and independent analysis done for the event.
This is why we do "aftermath" work: adaptivecapacitylabs.com/aft…#BookmarkThis
We (@AdaptiveCLabs) have 5+ years of working with clients of all shapes and sizes. We’ve never wasted time trying to convince them any conventional concepts (shallow metrics, causes, etc.) are wrong. It hasn’t been necessary for them to hire us and make real progress.
I'll never forget our time working with Dr. Richard Cook and @allspaw at @AdaptiveCLabs, turning our worst outage into a powerful learning opportunity. What a loss to our entire software community. adaptivecapacitylabs.com/blo…
“We’re not used to talking about or even have vocabulary for what makes something confusing? What makes something ambiguous? And that is what makes for effective incident analysis.” - @allspaw
Have a listen: buff.ly/3jYO6FI
Next time someone says there's an incident I'll tell them to stop interpreting the current system behavior as undesirable above the line queue.acm.org/detail.cfm?id=…@AdaptiveCLabs
"A manager who complains that too few action items were produced has revealed [their] real interest: the reduction of an incident to a manageable discrete list of things to be done." @AdaptiveCLabs