DevOps is not enough on its own to address the challenges of today's highly dynamic markets. While DevOps aims to optimize flow, feedback loops, and continuous learning, embedding it in a broader context is needed. This requires rethinking IT approaches to focus on goals like speed, effectiveness, and continuous improvement. Achieving these goals involves changes across processes, governance, organization, people, and technology, not just DevOps practices alone.
6. DevOps
“Another buzzword for build and
deployment automation”
“A team that moderates
between Dev and Ops”
“You build it,
you run it!”
“Isn’t that just a
new word for ‘agile’?”
“It’s a mindset thing”
“Of course the new version
of our product is ‘DevOps’!”
Perfect confusion of ideas
9. The 3 ways of DevOps
Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/
10. • Maximize flow (minimize cycle times)
• Optimize for global goals (holistic view)
• Never pass defects downstream
• Limit work in progress
• Build systems and organizations that are safe to change
Ops
Dev
Business
IT value chain
Customer
Holistic optimization
Systems thinking
11. • Facilitate constant flow of fast feedback from right-to-left
• Create quality at source (provide knowledge where needed)
• Create shared goals and shared pain for everyone involved
• Implement fast automated test suites
• Pervasively measure outcome (customer value), not output
Ops
Dev
Business
IT value chain
Customer
Amplify feedback loops
12. • Create a culture that fosters two things
• Continual experimentation, taking risks and learning from success and failure
• Understanding that repetition and practice is the prerequisite to mastery
• Allocate at least 20% of available cycles to non-business requirements
• Constantly reinforce that improvements are encouraged & celebrated
Ops
Dev
Business
IT value chain
Customer
Continual experimentation and learning
17. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
The “bathtub” curve
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
18. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Pre-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Tailor-made
solutions
“Mastery
is key to success”
19. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Cost-efficiently
scale production
“Get more done with less people
is key to success”
20. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Post-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Continuously respond
to changing demands
“Continuous
customer communication
is key to success”
23. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(Business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
24. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
We are
here …
25. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
… but we still base most of
our decisions on that
We are
here …
26. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Remember the bathtub curve?
This adds an additional twist …
27. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
… but we still base most of
our decisions on that
We are
here …
Business is very different today …
… than it was back then
28. Business
Market
IT today is a …
… Nervous System
… Medium
… Product
… Differentiator
Disruptive
Technologies
Business
Support
Systems
Continuous
Conversation
Digitization
29. IT today is a key success factor to survive
in a post-industrial market
30. The traditional IT “best practices” are
counterproductive because they solve
a completely different problem
34. IT
Post-Industrialism
Highly dynamic markets
Economic Darwinism
Lean startup/lean enterprise
Continuous design
Digitization
IT as a product
Digital conversation
Social media
Contextual computing
Disruption
Innovation through disruption
Cloud, mobile, IoT, storage class memory
Big data analytics
Data-driven enterprise
force
change
on
36. IT
… be quick
Short response times
Holistic IT value chain consideration
… be effective
Focus on outcome, not output
… improve continuously
Improvement as planned activity
needs
to …
… be efficient
Provide required throughput
… be robust
High availability and adaptability
… be flexible
Flexible response to changing needs
37. Process & Org
needs to be …
Quick
Flexible
Effective
Software
needs to be …
Secure
Changeable
Robust
… and improve continuously
38. Process & Org
needs to be …
Software
needs to be …
Quick
Flexible
Effective
Secure
Changeable
Robust
… and improve continuously
How can we achieve the new goals?
43. The 3 ways of DevOps
Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/
44. If taken seriously DevOps will eventually
rotate your IT organization by 90°
45. Ops
Dev
IT value chain
Businesscapabilities
Specialistteam(e.g.,productmanager)
Specialistteam(e.g.,UXexpert)
Specialistteam(e.g.,developer)
Specialistteam(e.g.,QAexpert)
Specialistteam(e.g.,sysadmin)
Specialistteam(e.g.,DBA)
…
Traditional IT organization
46. Ops
Dev
IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization
Cross-functional product team
Cross-functional product team
Cross-functional product team
47. Ops
Dev
IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization (optimized)
Cross-functional product team
Cross-functional product team
Cross-functional product team
Platformteam
API
63. “Can we help teams getting faster
on the technological level?”
64. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
65. “How can we ensure
the required speed and flexibility
at the infrastructure level?”
66. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
67. “How can we guarantee
high speed and high quality delivery?”
68. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
69. “How can we guarantee
high availability in production?”
70. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
71. “How can we manage
all those moving parts in production?”
72. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
73. “How can we make sure
the services of different teams
work smoothly together?”
74. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
87. Wrap-up
• Markets have changed
• IT has changed
• The role of IT has changed
• New drivers
• New goals
• New building blocks
• DevOps results in a re-org of IT
• DevOps drives implementation of a new IT
88. We need to rethink IT!
Join the most disruptive and exciting change
we have seen in IT for many years