) The daily, normal fears are going to drive what a business does more than large, one-off crises.

) "If you're trying to modernize, do this 'digital transformation,' it has to come from a place of an existential problem."

) To prepare for a major disruption, you have to prepare for a bunch of minor, incremental disruptions. You have to sell [the return] on paying for change.

) If you want to justify paying for continuous delivery, you have to find a problem to solve.

) They're bean counters, so just count the beans for them just give them some beans and they're happy.

) As technologist, our views on revenue are not considered important or valid.

) Fear and loss are often easier to quantify, e.g., "if the database goes down, the business halts, and we loose millions a minute." Growth potential is harder to quantify and pitch, so we often ask for money based on fear and loss.

) "Even though I think about revenue streams, I've never been taken as seriously when I talk about them, as when I talk about fear."

) The only reason for technical agility, is business agility.

) If you do live through a crisis, try to internalize your failure to prepare so you only learn once from crisis, not again and again.

) The Business needs the fear, and then needs to ask IT to help with some optimistic technology action...cause no one's gonna believe IT.