DevOps Leader

"Culture eats strategy for breakfast." Peter Drucker

“Every company wants to behave like a software company.” Sanjay Mirchandani

As the business environment continues to evolve and change, an adoption of a digital-first mindset is taking place in boardrooms across the globe. Today’s organizations face a never-ending torrent of change from the dynamics of global economics and competition, to the ever more rapid advancements in technology. These can be perceived as both an opportunity and a threat. The ability to adapt and innovate rapidly in this environment has become a core organizational competency. A leader is needed to bring about this change.

Adoption of DevOps can bring about those needed changes that allow an organization to remain competitive in today’s market space. A successful DevOps transformation begins with a value stream map which can allow us to see a time diagnostic of our delivery lifecycle. This flow-based representation gives us an end to end view of how the work is currently being done. From this, we can then begin to identify bottlenecks, waste and ultimately improvement opportunities which will lead to the changes in systems development, processes, introduction of new technologies, reduced time to market, less waste, improved quality, and innovative products and services. 

Organizations that have successfully adopted DevOps are able to deliver a better customer experience with significantly greater operational efficiency and agility. There is a fundamental change happening in the way we develop, deliver, support and maintain our IT services. Organizations that don’t embrace these ways of working will likely be left behind. At the core of this change is changing the way people think (mindset). It isn’t until we begin to change this mindset, that we can then begin to change the culture of our organization. Strategies and bold ideas don’t go far unless the people who must implement them understand and believe in what they are doing. Change must be led.

We must begin to create a generative culture through implementation of tangible DevOps practices. High cooperation through the use of cross-functional teams encourages bridging across silo walls by breaking down those walls paving the way for greater cooperation, communication and the acceptance of a shared vision. Ideas are implemented when experimentation is allowed. Failure leads to inquiry because mistakes are viewed as a learning tool through blameless post-mortems. 

Changing culture is hard! It will take longer and cost more then you plan for. Changing the organization can be accomplished through three phases: 
  • Phase 1: Preparing for the change – Lead the change, create a shared vision, shape the vision (your organizations ‘why’) 
  • Phase 2: Manage the change – Mobilize the change, create pilot programs, communicate successes 
  • Phase 3: Reinforce change – Rollout gains from pilots, monitor progress, solidify gains 
“The ultimate goal of a DevOps transformation is arriving at the self- organizing system in which teams collaborate effectively simply because that’s how things are done, simply because they trust, understand and respect each other.” Anton Weiss

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