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SBN X. April , ; cover. Residence April During this free, two-day event, you will learn about the AWS platform through breakout sessions that cover a wide range of topics from new services and architecture to performance and operations. You will also have the opportunity to hear from German customers about their journey to the cloud. So, whether you are just getting started on the cloud or a proficient user, come and learn something new at the AWS Summit Berlin.

Explore our rich two-day agenda and dive deep into your core topic or join a starter session to learn something new. Content on February 26 is focused on providing an overview of AWS services and features as well as best practices, details of service features and demos with the assumption that attendees are new or have introductory knowledge of the topics [Level ]. Content on February 27 dives deeper into the selected topics. Sessions are for attendees who may have implemented a solution on their own already, and are comfortable with how the technology works across multiple services, architectures, and implementations [Level ].

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This year's Startup Central offers a series of technical talks, hands-on use cases presented by startups and mentorship opportunities. Come by and get inspired to start something new and disrupting! As one of the forces behind Amazon's approach to cloud computing, he is passionate about helping young businesses reach global scale, and transforming enterprises into fast-moving digital organizations.

Vogels joined Amazon in from Cornell University where he was a distributed systems researcher.

He has held technology leadership positions in companies that handle the transition of academic technology into industry. In exercising leadership, a major task is to maintain a tolerable level of stress that encourages people to take responsibility.

How to Succeed in Architecture: Project Architects' Best Practices

When Ruud Koedijk engaged people in the strategy creation process, they gave voice to people below and throughout the organization. The same thing occurred when Colin Marshall launched an initiative to make British Airways more customer-responsive. Authority figures engaged in the work were expected to operate as part of the team; by and large they did. Ideas and dialogue became standards for measuring contributions. Openness became the norm, so much so that people willingly agreed that they could be open in ways not possible in their working groups within the business, where they had to have the right answers, avoid mistakes at any cost, always be involved in operational issues and could not exhibit curiosity or develop insights.

People felt pulled in two directions. In their strategy work, they collectively stretched themselves; in their operating work, they felt like individual units of production performing tasks in a highly controlled environment. The new cultural norms by which strategy development was recognized and treated as adaptive work clashed with the old, prevailing norms that treated both adaptive and technical challenges like technical problems. In the new culture of BA, front-line people were encouraged to take responsibility for, and act on behalf of, the customer.

The airlines created new classes of service, improved food service and check-in, lost fewer pieces of luggage, made special concessions for elderly and handicapped passengers, and provided all customers with more rapid and user-friendly solutions. People in each airline felt listened to, empowered to act, and responsible for improving service and performance.


They began finding their work more meaningful and enriching. And management saw its role as encouraging, supporting, and guiding the work, not controlling it. This is the foundation for that organization that wants to experiment and learn. It is a necessary pre-condition for being able to grow the business, not just manage the cost-to-revenue ratios. In contrast, whistleblowers, creative deviants, and other such voices routinely get silenced in the traditional command-and-control organization.

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Because these people generate disequilibrium, those in power believe that the easiest way to restore equilibrium is to neutralize them. The voices from below might not be as eloquent or articulate as one might wish. Of course, that often makes it harder for them to communicate effectively. They pick the wrong time and place; they neglect proper channels of communication and lines of authority.

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Tossing it off for its bad timing, lack of clarity, or unreasonableness can eliminate potentially important information and discourage someone with the potential to be a leader in the organization. One manager, whom we will call Michael, listened when his seniors encouraged people in a large manufacturing company to look for problems, speak openly, and take responsibility.

He raised the issue in a meeting with his boss and the CEO. He provided a clear description of the problem, a representation of the competing perspectives on the issue, and a summary of the consequences if the project were to continue. The CEO squelched the discussion. He reinforced the positives of his pet project. He then asked Michael if he had discussed this with a particular task force — which he knew would shield him from this kind of challenge. Michael had not. The issue was not up for discussion.

Michael had greater experience and expertise than either the CEO or his managers in this area. They have to provide cover for people who point out the contradictions in the enterprise. These individuals often will have the latitude to provoke the rethinking that the people in authority do not undertake. When an authority figure feels the urge to glare at or otherwise silence someone, he or she has to stop for the moment. Most of the problems facing top management are highly interrelated strategic or operating issues and adaptive challenges that need to be viewed as systemic problems.