Organizations continually invest in building skills, but not every organization realizes the  value  of that investment. Training is frequently viewed as a checkbox activity instead of a powerful enabler of lasting, outcome-focused change. The question can no longer be, “Did people attend training?” but rather “Did our investment accelerate our value streams and improve outcomes?” The good news: with the right structure, your learning programs can become engines of continuous improvement. Here’s how to do it. Start with the Value Stream, Not the Class Training should never exist in a vacuum. Whether you are adopting ITIL practices, strengthening DevOps capabilities, or maturing SRE and process design skills, the first step is defining the value streams that matter most to the business. Ask: What outcomes are we trying to accelerate? Where is friction slowing down flow? Which teams are closest to these cons...

Site Reliability Engineering (SRE) is more than a job title; it’s a mindset, a philosophy, and a set of practices designed to bridge the gap between development and operations. However, not every team or professional using the SRE title truly embodies what it means to be an SRE. In this blog, we’ll explore five key practices that define true SREs. If you’re not doing these, you might want to rethink calling yourself or your team an SRE. 1. Prioritizing Reliability Over Everything Else SREs live and breathe reliability. If you’re not actively measuring and maintaining your systems' availability, performance, and durability, then you’re missing the core purpose of SRE. What You Should Be Doing: Define and track Service Level Objectives (SLOs) and Service Level Indicators (SLIs). Use error budgets to balance feature development and system stability. Implement incident response processes to minimize downtime. 2. Automating Toil Away Toil - the repetitive, manual tasks th...