For the past 15 years, I've been really focused on deepening my personal toolbelt when it comes to understanding and de-escalating highly charged personal interactions, and generally how to improve my own personal ability to understand and live with empathy for the incredible people in my life. Fifteen years might
The deeper Armory goes on our journey to help the world innovate faster by creating an Open Source Culture that empowers our tribe with Roundabouts, not Stoplights so we can productize our cultural values into Armory's software delivery platform, the more people (especially other founders) look at me wondering what
Evolving relationship norms and expectations around trust and fulfillment are the underlying forces motivating us to create an Open Source Culture at Armory. I was reminded of this slide when I saw Esther Perel's Summit talk. She is a psychotherapist who comes from a couples therapy background. Esther has more
Armory is commercializing the open source project Spinnaker, making it a "COSS" company. As Joseph Jacks puts it: COSS companies are fundamentally different from all other kinds of companies. Why? They create value differently. They capture value differently. COSS companies fundamentally do not exist without their core OSS projects _also_
Another phrase for “innovation” is “learning what works.” But learning stems from failure. And failure means breakage of customer trust. Global 2,000 enterprises have an allergic reaction to breakage of customer trust. Ergo, an aversion for failure leads to a lack of innovation. The way out of this dilemma?
As Armory continues to scale, we're crafting a "Roundabout, not Stoplight" culture because of Conway's law: I spend my days interacting with Global 2,000 CIOs who are trying to figure out how to innovate faster. But the hard truth about unlocking innovation is that: Innovation stems from learning. Learning