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What is 54?
David Knott David Knott

What is 54?

I didn’t set out to create a puzzle: I set out to create a way of recognising talented technical people.

When I was working for the UK Government, I saw that its Digital and Data profession suffered from the same problem as every other technical group working in a traditional organisation:

  1. The organisation recruits talented technical people.

  2. The talented technical people do good work.

  3. People who do good work expect to advance their careers.

  4. Career advancement means taking on management responsibility.

  5. Talented technical people are not always talented managers.

  6. EITHER talented technical people become mediocre managers

  7. OR talented technical people seek career advancement elsewhere

  8. OR (sometimes) they combine management and technical success.

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Reflections on a vertical learning curve
David Knott David Knott

Reflections on a vertical learning curve

Today is my last working day as CTO for the UK Government.

Three years ago, I had just learnt that I might be offered this job. I was completely uncertain about whether I should say yes or not. Fortunately, my wife, as ever, gave me good advice – to talk to some experts and mentors, who knew me and the kind of work I did, and to get their perspectives.

Those conversations yielded two insights. First (from people who were naturally analytical), when we plotted pros and cons, the pros sounded like reasons to do the job, and the cons sounded like work to be done – and therefore more reasons to do the job. Second (from people who thought in terms of purpose), I discovered a strong sense of public duty: for an example, an Australian friend told me that if his country asked him to do an equivalent job, he would accept with pride.

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An infinity of interesting problems
David Knott David Knott

An infinity of interesting problems

In 1944, Grace Hopper was working on the Mark 1 Harvard computer, solving mathematical problems for the US military. The machine had a clock speed of three hertz - three cycles per second. That’s not three million, three thousand, or even three hundred - it’s three. By contrast, today’s processor speeds are measured in gigahertz, billions of cycles per second. In order to get more power out of the machine, Hopper and her colleagues figured out ways to inject more instructions into the machine in what would otherwise have been idle cycles: an early form of parallel processing.

Across the Atlantic, in Bletchley Park, Tommy Flowers faced a similar problem, but adopted a different solution. The Heath Robinson machines intended to break even more complex codes than Enigma, lived up to their name - they were complicated and prone to failure. He proposed to replace the electromechanical relays with vacuum tubes, creating the first ever electronic computer. His colleagues were sceptical, until Flowers and his colleagues proved that a computer could be built from electronic parts, and could run thousands of times faster than the alternative.

In the 1960s, Margaret Hamilton and her team in MIT were writing the software for the Apollo Guidance Computer, the machine that the Moon mission would depend on. The size and weight of the machine were severely constrained, to the extent that the computer architecture only had three binary digits available to encode each command. If you know your binary, you’ll realise that three binary digits only have room for eight numbers - and eight commands are not enough to get a spacecraft to the Moon and back. Hamilton’s team came up with ingenious ways to extend the AGC’s core vocabulary to just under fifty commands - and then built an interpreter to extend the vocabulary even further and code in a language that was easier to understand.

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More than just a job
David Knott David Knott

More than just a job

Was this the right decision?

In mid-2022, I got a phone call, asking whether I would like to apply to become CTO for the UK Government. I had only been in my current job for a short time, so I said no. That wasn’t the only reason: I had spent almost all of my career in the private sector and understood enough about how things worked in that world to be reasonably helpful and successful. I must also admit that, coming from that world, I did not (yet) perceive work in the public sector as particularly attractive or exciting.

However . . .

At the back of my mind, I felt that I had a debt to pay. My very first paying job in technology was as a COBOL programmer for HM Customs & Excise. Before that job, I was an amateur programmer, but had no degree and no professional qualifications in computing. After two years, I was trained and experienced, and capable of working in a professional technology environment - and, like many of my peers, I took my skills to private industry. I hadn’t been back since.

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