Alliances, Data and Startup Mentality - How we Led Three Banks through DevOps Transformations

Alliances, Data and Startup Mentality:
How We Led 3 Banks Through DevOps Transformations
DevOps Enterprise Summit 2017

The original presentation used quite a bit of animation to
present concepts.
I’ve split those animations into single slides in this pdf to
help you see the original animation progression.
Reach me at:
chris.nowak@kingsmensoftware.com
https://www.linkedin.com/in/chrisnowak42/
@KingsmenDevOps
See our Kingsmen FlowStates DevOps Advisory offerings here:
http://kingsmensoftware.com/offerings/flowstates

If I am curt with you,
it is because time is a factor.
© Kingsmen Software 2017
I think fast, I talk fast, and I need you to guys
to act fast if you wanna get out of this.

Thank you – standing on the shoulders of giants:
Scott Nasello – Learning, Safe Culture, Grass Roots
Dr. Steve Mayner – Transformational Leadership
Mirco Hering – Mental Maps

CompoundingActivityValue Problem – Principles - Action
9

Background
I work for a 32 person startup. Chief Transformation Officer, Head of DevOps Advisory Services.
15 years in NY Army National Guard.
This isn’t about DevOps in my current company.
This is about my experiences while working for the biggest US banks over the last 20 years (WFC #4, BAC
#2), and current work with financial services firms of varying sizes.
Org Sizes: 50, 5000, 20,000, 250,000 employees
Services: Worldwide – Corp Investment Banking, Capital Markets, Wholesale, Consumer, Asset Mgmt
History lesson:
First Union merged with Wachovia in 2000. WFC acquired WAC during the 2008 financial meltdown.
Fun Culture Facts:
The top 4 banks (Wells Fargo, JP Morgan, Citi, & Bank of America) were 35 separate companies in 1990.
The average age is 175 years old.

Where I fit in organization
WFC: CIO group – Corporate & Investment Banking, Wholesale
BAC: CIO & CTO groups – Consumer / eCommerce, Enterprise
WAC / WFC: Director, responsible for creating and scaling DevOps services in CIBT / Wholesale
BAC: SVP, responsible for creating and scaling DevOps for the entire Consumer / E-Commerce Banking Division.
Later, my team moved up to the enterprise level for a top of the house transformation effort.
My Org Groups: Automation Engineering, Systems / Platform Admin & Architecture, Development, Deploy
Operations, and Engagement / Service Management.
My Org Size: 50 – 150
Service Profile:
1000’s of internal customer users
10,000’s of indirect user impact
350 apps fully automated @ WFC
~800 apps fully automated @ BAC.

Where We Started & Why
“To achieve greatness, start where you are, use what you have, do what you can.”
- Arthur Ashe
Organizational maturity, politics, needs and funding will be different.
Here are examples of different starting challenges…

Wachovia:
Sell the idea (2006), grow
team, expertise and
services from scratch in a
demanding environment
Wells Fargo:
Demonstrate our service
was worthy of being
retained and scaled / funded
further
Bank of America 1:
Shift mindsets in dev and existing
automation teams, huge tool sprawl,
upgrade skills & tooling, navigate
across CIO / CTO boundaries
Bank of America 2:
Move outside divisional
boundaries and offer
services at even greater scale
Client X:
Small aggressive team in mid-
sized org, no automation, split
networks (non-prod, prod)
“To achieve greatness, start where you are, use what you have, do what you can.”
- Arthur Ashe
Organizational maturity, politics, needs and funding will be different.
Here are examples of different starting challenges…

• With Friendly Teams (Alliances)
• Solve a problem with a friendly team. Turn them into your PR team. Learn, Adapt, Repeat.
• Build Grass Roots Support
• Areas Where You Can Focus & Measure (Data, Execution)
• Do a couple things well. 80/20. Metrics from the beginning.
• With Executive Champions (Alliances, Data)
• Get Executive air-cover and support.
• Continue expanding support through regular communication and results.
• Where You Can Exercise Innovation Mindset (Startup Mentality)
• Prove out process, tech and services. Build trust, legitimacy & results. Do it again. Quick wins.
• Go Underground. Sometimes you need skunkworks before approval.
• Fail Fast, Fail Forward. Never stop moving forward and scaling. Keep an open mind and learn from others.
“…start where you are, use what you have, do what you can.” - Arthur Ashe
Start wherever you have support, resources, an impactful problem, a quick win and chance to learn / adapt.

CompoundingActivityValueTalk Time.
The Problem Space
The Cards You’re Dealt: Trust, Motivation,
Fear of Change (Culture)
Being a Transformation Leader
The Principles Space – “Why” we did what we
did
Managing the Fear of Change
Building Trust & providing Motivation
help you manage Fear of Change

It is estimated that 50%-75% of
change initiatives fail
Trust (How Leaders Behave)
Fear of Change (How We Behave)
Motivation (How Org / Env Behaves)
Why?Transformations.

It is estimated that 50%-75% of
change initiatives fail
Only 51% of employees trust senior management.
Only 28% believe CEOs are a credible source of information.
(In DevOps language, this is collaboration & blameless post-mortems)
Trust (How Leaders Behave)
Fear of Change (How We Behave)
Motivation (How Org / Env Behaves)
…there’s a gap between what science knows and what business does.
Our current business operating system (carrot-and-stick motivators)
doesn’t work and often does harm.
We need an upgrade.
– Dan Pink, Drive: The Surprising Truth About What Motivates Us.
(In DevOps language, we have misaligned incentives)
We are biologically wired for constancy and can find … rapidly
changing environments to be quite stressful.
…people go through predictable stages of grief and
acceptance when faced with…crisis
…there is … the human psychological response to change,
which includes emotional reactions…
Why?Transformations.
…the model seemed to apply to organizational change as well.
– D. Britt Andreatta, Wired to Resist: The Brain Science of Why Change Fails and a
New Model for Driving Success.

Culture.
https://www.youtube.com/watch?v=3MuNYGAcEJM
“We lost.
Not because of effort or desire,
but because of lack of leadership,
lack of trust.
Leadership means nothing if a team
doesn’t believe in each other.”
Failed Transformations
Dysfunctional Culture
Low Trust
Ineffective Leadership

Sec
Sure glad the hole
isn’t at our end!
Clues:
Language - Us / Them,
Collaboration.

“This is how we’ve always done it…”
“…Not invented here…”
Clues:
Fear of Retribution, Lack of Collaboration, Fiefdoms.

• To create and sustain a transformation through foundational leadership principles:
• Manage Fear of Change Through Actions Which:
• Create Trust,
• Provide motivators to unleash engagement and innovative thinking
• Drive new desired behaviors which are aligned to business value
Our Goal.

DevOps Transformation Leader – What’s on your resume?
1. Salesperson / Cheerleader
2. Marketing / PR / Communications Firm
3. Psychologist / Therapist
4. Coach / Teacher / Motivator
5. Student
The new leader…is one
who commits people to action,
who converts followers into leaders,
and who may convert leaders into agents of change.
We refer to this as Transformative Leadership.
Leaders: The Strategies for Taking Charge – Bennis & Nanus
Your Resume.
• Vision (M3.0)
• Intellectual Stimulation (M3.0)
• Inspirational Communication (M3.0)
• Supportive Leadership (FΔ)
• Personal Recognition (M3.0)
2017 State of DevOps Report – DORA & Puppet Labs

As a Change Agent, you are challenging status quo. You go against the grain daily.
Are you ready for that?
Change Agent.

Courage.
Gene Kim,
IBM InterConnect
2016

It is quite possible you will
be putting yourself in
personal jeopardy
Risky BusinessCourage.
Gene Kim,
IBM InterConnect
2016

Your Job.
Leader’s 1st Job: - Lead with vision and inspiration
Courageously Forge the Path
Navigate and influence culture / behavior
Negotiate, sell and convince
Leader’s 2nd Job: - Pass the torch
Make yourself disposable
Create new leaders
Anchor the behaviors in the culture so success no longer depends on a charismatic or influential leader.
The movement must live on without you
“A leader is best when people barely know he exists, when his work is done,
his aim fulfilled, they will say: we did it ourselves.”
– Lao Tzu

• Culture drives an organization’s success and is your identity
• Culture is the sum (or more) of individual behaviors
Key Points.
•Individual choices and behaviors are:
•Driven by motivations
•Inhibited by fears (of change)
•Dictated by the Level of Trust
•Shadows of Leaders
• Change is fearful. It invokes biological, emotional and psychological responses.
•There are three leadership scopes:
• Leading the Organization Through Change
• Leading and Protecting your Transformation Team
• Leading yourself with humility, self-awareness, continual growth

Principles Space
Motivation
Fear of Change
Trust
Leadership

Principle 1a:
Self-Leadership Leading with Extreme Ownership

https://www.youtube.com/watch?v=OqmdLcyES_Q
Principle 1b:
Intent-Based Leadership

Trust Hysteresis Curve
It only takes one bad meal to lose customers,
but 10 good meals to win them back.
http://changingminds.org/explanations/trust/hysteresis_of_trust.htm
Principle 2:
Trust.

Principle 2:
Trust.
1. Integrity – Congruent?
2. Intent – Agenda?
3. Capability - Legitimacy
4. Results – P(success)

Principle 2:
Trust.
13 Trust
Building
Actions

Principle 2:
Trust.
13 Trust
Building
Actions
1. Talk Straight.
2. Demonstrate Respect.
3. Create Transparency.
4. Right Wrongs.
5. Show Loyalty.
6. Deliver Results.
7. Get Better (check your ego)
8. Confront Reality.
9. Clarify Expectations.
10. Practice Accountability.
11. Listen First.
12. Keep Commitments.
13. Extend Trust.
http://www.speedoftrust.com

…there’s a gap between what science knows (3.0) and what business does (2.0).
Our current business operating system – which is built around external, carrot-and-stick
motivators – doesn’t work and often does harm.
We need an upgrade.
Motivation Upgrade
(Dan Pink – Drive: The Surprising Truth About What Motivates Us)
3rd Drive – Intrinsic Motivation, Higher Purpose, Motivation 3.0
1st Drive – Basic Survival, Biological, Motivation 1.0
2nd Drive – Extrinsic Motivation, Reward / Punishment, Motivation 2.0
Principle 3:
Motivation.

• Autonomy: The desire to direct our own lives
• Over:
• Task
• Time
• Team
• Technique
• Mastery: The urge to make progress and get better at something that matters
• Purpose: The yearning to do what we do in the service of something larger than
ourselves. (Startup Mentality)
3.0 Motivation Upgrade
(Dan Pink – Drive: The Surprising Truth About What Motivates Us)
Principle 2:
Motivation.

Routines are safety nets, they prevent decision fatigue
Proud of their expertise or creations
Fear of being undermined if things change
Fear of retribution
Fear of losing control or influence
Fear their job is at risk
Don’t trust leadership or peers
We are biologically wired to resist change
Principle 3:
Fear / Change.
https://www.youtube.com/watch?v=3MuNYGAcEJM
Why do People Fear or Resist Change?

Change and Fear of Change – The Grief Curve
(Dr. Britt Andreatta – Wired To Resist)
Principle 3:
Fear / Change.

Fear of Change
Principle 3:
Fear / Change.

Shock Acceptance Commitment
Time
Productivity&Morale
Denial
Fear, Anger
Concern for Past and Potential Losses Concern for future and Potential Gains
Fear of Change
Principle 3:
Fear / Change.

Anger
Time
Productivity&Morale
Denial
Fear, Anger
Anxiety
Stress
Frustration
Confusion
Depression
Fear
Fear of Change
Principle 3:
Fear / Change.

Anger
Time
Productivity&Morale
Denial
Fear, Anger
Anxiety
Stress
Frustration
Confusion
Depression
Resignation
Acceptance
Skepticism
Fear
Fear of Change
Principle 3:
Fear / Change.

Anger
Time
Productivity&Morale
Denial
Fear, Anger
Anxiety
Stress
Frustration
Confusion
Depression
Resignation
Acceptance
Skepticism
Curiosity
Creativity
Hope
Fear
Fear of Change
Principle 3:
Fear / Change.

Anger
Time
Productivity&Morale
Denial
Fear, Anger
Anxiety
Stress
Frustration
Confusion
Depression
Resignation
Acceptance
Skepticism
Curiosity
Creativity
Hope Engagement
Impatience
ExcitedFear
Fear of Change
Principle 3:
Fear / Change.

Action Space
Flipping the Script
Build Alliances
Data &
Communications
Where does Startup
Mentality Fit In?
Wrap-Up
Everything we’re about to cover is about building Trust by
addressing motivations or removing fear.
We will do this by building alliances and using data to demonstrate
results. Startup Mentality is how we focus on results.

Minimize Impact…Flipping The Script.

Shock, Denial Acceptance CommitmentFear, Anger

Reduce
Negative
Impacts

Reduce
Negative
Impacts
Accelerate
Change

InvertFlipping the Script.
I was
inverted…

I was
inverted…

Shock, DenialAcceptanceCommitment Fear, Anger
I was
inverted…

Engagement
Impatience
Excited
I was
inverted…

Engagement
Impatience
Excited
Alliances
Data, Validation, Communication
I was
inverted…

Engagement
Impatience
Excited
Alliances
References, Remake Mental Map
I was
inverted…

Reduce
Negative
Impacts
Engagement
Impatience
Excited
Alliances
I was
inverted…

Reduce
Negative
Impacts
Accelerate
Change
Engagement
Impatience
Excited
Alliances
I was
inverted…

Reduce
Negative
Impacts
Accelerate
Change
Engagement
Impatience
Excited
Alliances
I was
inverted…
(Trust ☺ )

Seem Familiar? Tech Adoption Life Cycle, Crossing Chasm
Heavy plagiarism credit to: https://platformsandnetworks.blogspot.com/2011/07/business-model-analysis-part-8-crossing.html
Flipping the Script.

Your “transformation” is a “product / service”.
DevOps / CICD is a “product / service”.

Relative%OfCustomers/
MarketShare
Visionaries Pragmatists Conservatives Skeptics
Customers want Tech,
Service & Performance Customerswant Solutions& Convenience

Solution for starting and then crossing chasm?
D-Day Strategy.
Target a single segment.
Engineer a whole-product solution with clear segment benefit:
• E2E Value Stream
• CICD from Src to Prod
• High service levels
Overwhelm with an integrated, intensive marketing campaign.
Establish Beachhead.
Leverage referrals to capture nearby segments.
Relative%OfCustomers/
MarketShare
Visionaries Pragmatists Conservatives Skeptics
Customers want Tech,
Service & Performance Customerswant Solutions& Convenience
25%
1
2
1

Adoption Curve – Customer PersonaFlip the Script.
InitialFearorResistanceFactor
Adoption Rate

Enthusiastic Adopters
“Let’s do it! I don’t care
what breaks”
Adoption Rate

Cautious Supporters
“I like it, but I need to
see some success first,
let someone else take
the initial risk.”
what breaks”
Adoption Rate

Late Adopters & Doubters
“I don’t think it will work. I have too
many other things to worry about. I
have to do project X first.”
Cautious Supporters
what breaks”
Adoption Rate

Steadfast Opponents
“It wasn’t invented here, they don’t know what
they’re doing, I don’t want to change, I like my
control. I’m going to stall until they fail ”
Cautious Supporters
what breaks”
Adoption Rate

Adoption Curve - Alliances
Building Alliances.
Adoption Rate

Steadfast Opponents
Cautious Supporters
what breaks”
Building Alliances.
Adoption Rate

Steadfast Opponents
Cautious Supporters
what breaks”
Build Consensus, trust, legitimacy, probability of success with
consistent small but meaningful wins. Piece of Action, Skin in Game.
Engagement and communication are continuous.
Stick with a consistent, focused message.
If a customer loses enthusiasm, put on pause and come back later.
Building Alliances.
Adoption Rate

Steadfast Opponents
Cautious Supporters
what breaks”
Enthusiastic Adopters spread the word.
Other groups envious of their experience.
Cautious supporters now decide there is enough data for
legitimacy & probability of success. Easier for them to commit.
Continue bypassing teams that lost their enthusiasm.
Building Alliances.
Adoption Rate

Steadfast Opponents
Cautious Supporters
what breaks”
Tipping point was hit somewhere around 25%
Problem is managing demand and scale.
Now has to defend why they’re not onboard.
New groups and new capability is easier because we have
trust, relationships, legitimacy, data and success.
Stay Focused. Do a few things well E2E.
Building Alliances.
Adoption Rate

Steadfast Opponents
Cautious Supporters
what breaks”
Don’t spend time here. Keep momentum.
Take periodic checkpoints to see if their
viewpoint has changed as you build volume,
legitimacy and success.
Tipping point was hit somewhere around 25%
Problem is managing demand and scale.
Now has to defend why they’re not onboard.
New groups and new capability is easier because we have
trust, relationships, legitimacy, data and success.
Stay Focused. Do a few things well E2E.
Building Alliances.
Adoption Rate

How to Build Alliances & Coalitions
Review:
Alliances.

Alliances Goal: Use alliances on the adoption curve to get the initial foothold with innovators, and then get the beach-
head w/ Early Majority. Build Legitimacy with quick results.
Review:
Alliances.

Alliances Principle: Create alliances and support by providing immediate relief if possible, and keeping our own “work”
completely transparent and current to everyone. Progress generates excitement and support, no matter how small.
Review:
Alliances.

Find enthusiastic adopters to help you create the transformation. They become your protectors, mavens and salesforce.
Review:
Alliances.

Review:
Alliances.
Enlist both grass roots and executive sponsorship.

Review:
Alliances.
Find Early Adopters.
Reward early supporters.
Get everyone’s skin in the game.
Go for quick wins. Be transparent.
Recruit Influencers / Evangelists.

Review:
Alliances.
Improve horizontally. Targeted efforts.
Communicate every week to everyone.
Bypass resistance. No tangle-foot.
Mandate Hammer as a last resort.
Treat customers like partners.

Review:
Alliances.
Create Mavens and Protectors.
Give your biggest critics success.
Be reasonably flexible.
Give teams more autonomy.
Use Kotter’s Leading Change steps.
Improve horizontally. Targeted efforts.
Communicate every week to everyone.
Bypass resistance. No tangle-foot.
Mandate Hammer as a last resort.
Treat customers like partners.

Adoption Curve – Data, Startup, from the beginning.Data & Startup Mentality

Steadfast Opponents
“It wasn’t invented here, they don’t know what they’re
doing, I don’t want to change, I like my control. I’m
going to stall until they fail ”
Cautious Supporters
what breaks”
Adoption Curve – Data, Startup, from the beginning.Data & Startup Mentality

Steadfast Opponents
Cautious Supporters
what breaks”
Adoption Curve – Data, Startup, from the beginning.
Focus.
Reference Proofs for CICD, Process, and Behavior (Culture).
Baselines for Metrics.
Communicate Weekly
Data & Startup Mentality

Steadfast Opponents
Cautious Supporters
what breaks”
Focus.
Communicate Weekly
Data is: (Trust)
Visibility, Defense, Sales, Funding, Support, High-Octane Service.

Steadfast Opponents
Cautious Supporters
what breaks”
Focus.
Communicate Weekly
Manage your Delivery Team like a Startup.
Experiment, Iterate, Improve.
Every day could be your last day.
What was your “P/L” today?
Act like a small business within the corporation.
Focus and Deliver. Do a few things well.
Customer Experience is all that matters.
Data is: (Trust)
Visibility, Defense, Sales, Funding, Support, High-Octane Service.

Data & Communications
Review:
Data.

Data Goal: Use D&C to defend, promote, improve, grow. Data ensures executives, partners and clients continue
supporting you.
Review:
Data.

supporting you.
Data Principles: Move fast, put points on the board, gather data to learn and adapt. Focus on doing a few things well.
Measure and Report. Data helps you defend against those who want to sink your effort or are afraid of it.
Review:
Data.

supporting you.
People “buy” with emotion and justify with logic. Data is how you help them justify their “purchase” with logic.
Review:
Data.

supporting you.
Data is: Visibility, Defense, Sales, Funding, Support, High-Octane Service.
Review:
Data.

supporting you.
Data is Trust.
Review:
Data.

supporting you.
Data is Trust.
Visibility: Can’t improve what you don’t measure.
Build metrics in everything, from the beginning.
Defense: Spot Bottlenecks, Avoid Quicksand,
Quote Decimals, Streamline Conversations.
Sales: Initial business case and expansion.
Review:
Data.

supporting you.
Data is Trust.
Visibility: Can’t improve what you don’t measure.
Build metrics in everything, from the beginning.
Defense: Spot Bottlenecks, Avoid Quicksand,
Quote Decimals, Streamline Conversations.
Sales: Initial business case and expansion.
Funding: Efforts get defunded through inattention.
Someone else always wants your funding.
Support: Keeps your sponsors in the game. No surprises
for execs. Communicate constantly.
Service: Scaled DevOps requires measuring your teams to
keep high service levels.
Review:
Data.

Global Optimization over local optimization. Don’t
just move your bottlenecks around with no final
output changes. The First Way is King.
Measure and baseline everything. Don’t build
anything without building metrics into it. Let the
data speak.
80/20 is your friend. To make a big impact, you
don’t need to do 1000 apps, you need the right 200.
Improve horizontally rather than vertically with a
DevOps “MVP”.
Go for quick wins and experimentation instead of 9
month perfection.
More Data Tips
Quick wins – put points on the board early and
often. Give your customers something to cheer and
brag about.
Triage the onboard portfolio. Assess technologies,
processes, and skill alignment. 80/20.
Start in a deterministic place. Baseline, and lock in
success.
Communicate, Communicate, Communicate.
Measure the Cost of Delay.

Startup Mentality: When and Why do you need it?

Startup Mentality Goal: Think and Act like a Startup to create focus, urgency and passion.

Startup Mentality Principle: Be hungry every day, deliver in increments, adjust to the “market”. Focus on just a
couple efforts at a time (80/20), and pivot rapidly. Deliver small, consistent wins to build a track record and credibility
and trust as a DevOps Services Team.

ATTITUDE: Startup Mentality is crucial.
At the end of every day, you and your team should think “If
I were a small company, what was my P/L for today?”
Listen to peers, customers, your team.
PURPOSE: Create a Burning Platform.
You and team need to believe you’re engaged in a higher
purpose, leading the company in a better direction.
INSPIRATION: You are the torch.
Your team’s attitude will be infectious and other teams will
want to support and join you.
FOCUS: Don’t spread thin.
Choose just 2-3 big things that will move the dial.

ATTITUDE: Startup Mentality is crucial.
At the end of every day, you and your team should think “If
I were a small company, what was my P/L for today?”
Listen to peers, customers, your team.
PURPOSE: Create a Burning Platform.
You and team need to believe you’re engaged in a higher
purpose, leading the company in a better direction.
INSPIRATION: You are the torch.
Your team’s attitude will be infectious and other teams will
want to support and join you.
FOCUS: Don’t spread thin.
Choose just 2-3 big things that will move the dial.
PAYOFFS: Prioritize relentlessly.
Use 80/20 rules and don’t chase diminishing returns. Keep
your team tuned for trouble spots and focused on results.
DELIVERY: Quick, repetitive wins.
Small, adaptable teams.
No-guilt pivots if the data says it’s time to course correct.
Deliver increments of success.
Bypass resistance.
RESULTS: Focus on Results.
Create reference models and behaviors.
Lead with outcome-driven behaviors, not tools.
Always focus on the end customer and the business value.
Layer successes.

Pulling it all Together - Mechanics:
A 9 Step Path – Mapping Adoption to Action
• Start in a deterministic place, with advocates.
• Establish a Reference Transformation (app, team, service, behavior)
• Define starting point – Core Version / Artifact Control, Build, Deploy.
• Baseline, measure and report.
• Deliver an increment of foundational E2E success. Report.
• Lock it down, like a ratchet.
• Build on the success and the technical / cultural foundation.
• Advance the ratchet forward for success. Layer your successes.
• Broadcast results and praises – continuously.
Patterns.

• Humility. Grow yourself.
• Be Trust. Build Trust by example. 13 Trust Actions.
• Vision. Talk about the future. Inspire.
• Communicate. Everything, continually, with full transparency.
• Alliances. Swarm solutions, skin in game. Champion Autonomy, Mastery and Purpose.
• Focus. Do a few things well that align to business goals. If it moves, measure it.
• Deliver. Quick Wins, Learn & Adapt.
• Value Streams. Create end to end value streams, not vertical silos.
• Emancipate. Create new leaders. Anchor behavior in culture. Become obsolete.
The Big Ideas – Leading Your Transformation

Here are the problems that still remain, the stickiest problems.
Leadership challenges
Getting Execs to understand there is a high probability their leadership(humility / own it /
decentralize control) and motivation styles (3.0) may need an upgrade.
Building Trust and taking personal risk for the greater good are still in short supply.
Most leaders still think they can “buy” DevOps instead of “be” DevOps.
Culture is the shadow of the Leader.
Technical / Process challenges
Vendor Code Integration
External Services Integration
The right levels for centralized services and which services should be centralized
Letting processes grow without ever pruning or questioning their current validity

Most leaders still think they can “buy” DevOps instead of “be” DevOps.
Culture is the shadow of the Leader.

The Bookshelf

Appendix

Success Meta-Pattern: Leading Change (1996 & 2014)
Leaders drive and support change throughout the organization. Here is a proven model to follow.
Harvard Business Review Article
Patterns:
Success.

Success Meta-Pattern: Leading Change (1996 & 2014)
Leaders drive and support change throughout the organization. Here is a proven model to follow.
Harvard Business Review Article
Create the guiding coalition
Develop a vision & strategy
Communicate the change vision
Empower employees for broad-based action
Generate short-term wins
Consolidate gains and produce more change
Anchor new approaches in the culture
Establish a sense of urgency
1996
Enlist a volunteer army
Enable action by removing barriers (emancipate)
Sustain Acceleration
Institute Change
2014
About the same
About the same
About the same
About the same
Patterns:
Success.

Align Actions to Business via Behavior – Align, Act, Amplify
Principles:
Alignment / Why.

Business
Objectives
& Value
Principles:
Alignment / Why.

Business
Objectives
& Value
Principles:
Alignment / Why.
We can’t change culture, but we can change behavior which influences culture.

Clarify & Communicate the Business Value, Objectives & Priorities.
Define your “Why” for your IT actions, expressed in Business Value.
Business
Objectives
& Value
Principles:
Alignment / Why.

Business
Objectives
& Value
Identify the new behaviors you need which will support your
“Why” and the Business Objectives.
Principles:
Alignment / Why.

Business
Objectives
& Value
New Behaviors to Support your Why
All IT behavior aligns to your “Why” and the Business Objectives.
Stop doing things that don’t align to Why.
Start doing things to align to Why.
Principles:
Alignment / Why.

Business
Objectives
& Value
New Behaviors Influence Culture
Principles:
Alignment / Why.

Business
Objectives
& Value
Culture that Supports Business Value
Principles:
Alignment / Why.

Business
Objectives
& Value
Create Leaned Process Guardrails to amplify new behaviors
(example – remove unnecessary approvals / reviews)
Principles:
Alignment / Why.

Business
Objectives
& Value
Create automation Guardrails to amplify desired behaviors
(example – R/T Monitoring, automated acceptance testing)
Principles:
Alignment / Why.

Business
Objectives
& Value
Create automation Guardrails to amplify desired behaviors
(example – R/T Monitoring, automated acceptance testing)
Principles:
Alignment / Why.
Notice we don’t start with tools…

TRUST
OWNERSHIP
LEADERSHIP
BEHAVIOR
CULTUREDRIVERS
CompoundingActivityValue
Leadership Drives Culture, Culture Drives Compound Value.
Principles:
Leadership.

TRUST
OWNERSHIP
LEADERSHIP
BEHAVIOR
MANAGE
CULTUREDRIVERS
Principles:
Leadership.
AVOIDS
LOW TRUST
SELF-SERVING

TRUST
OWNERSHIP
LEADERSHIP
BEHAVIOR
CULTUREDRIVERS
Principles:
Leadership.
LEAD
ASKS FOR
EMPATHY

HIGH TRUSTTRUST
OWNERSHIP
LEADERSHIP
BEHAVIOR
CULTUREDRIVERS
Principles:
Leadership.
CREATE NEW LEADERS
SELF-ACCOUNTABILITY
PEOPLE / MISSION FIRST

Principles:
Summarize.

Leadership
Principles:
Summarize.

Leadership
Ownership
Principles:
Summarize.

Leadership
Ownership
Trust
Principles:
Summarize.

Leadership
Ownership
Trust
Align
Purpose
(The same “Why”)
Principles:
Summarize.

Leadership
Ownership
Trust
Align
Purpose
Align
Behavior
(Common Incentives)
Principles:
Summarize.

Leadership
Ownership
Trust
Align
Purpose
Align
Behavior
(Common Incentives)
Share /
Empathize /
Collaborate
Principles:
Summarize.

High
Performance
Culture
Leadership
Ownership
Trust
Align
Purpose
Align
Behavior
(Common Incentives)
Share /
Empathize /
Collaborate
Principles:
Summarize.

Principles:
Trust.

George Dom – Blue Angel Leadership: The Power of Trust
Blue Angel, Top Gun Instructor
https://www.youtube.com/watch?v=Xmk03Vc48o0
Principles:
Trust.

Principles:
Trust.
5 C’s

Character
Communication
Commitment
Competence
Connection
Principles:
Trust.
5 C’s

Character
Communication
Commitment
Competence
Connection
Principles:
Trust.
Do I walk my talk?
Do they believe I understand them?
Do they understand me?
Am I skilled and relevant?
Can I be counted on during good times and bad?
5 C’s

3 Big Ideas About Speed of Trust
1. Trust is an Economic Driver, not just a Social Value
There is a business case for Trust, and it is a compelling one. High Trust:
• Increases speed / reduces cost in relationships, interactions, transactions.
• Increases value to shareholders and customers.
• Organizations outperformed low-trust organizations in total return to shareholders by 286%.
(Wyatt 2002)
2. Trust is the #1 Competency of Leadership Needed Today
More than anything else, Leaders need to be trusted, create trust, inspire trust, extend trust.
• The first job of any leader is to inspire trust; the second job is to extend it.
• Most organizations are overmanaged and underled.
• Managers aren’t trusted when they’re not credible or when they behave in ways that dilute trust.
3. Trust is a Learnable Competency (Practical Mechanics)
Focus on:
• Credibility
• Behaviors that grow Trust
Principles:
Trust.

7 Low-Trust Organizational Taxes
1. Redundancy
2. Bureaucracy
3. Politics
4. Disengagement
5. Turnover
6. Churn
7. Fraud
Principles:
Trust.

7 High-Trust Organizational Dividends
1. Increased Value (286%)
2. Accelerated Growth (customers buy more, more often, and refer)
3. Enhanced Innovation (high creativity, Motivation 3.0)
4. Improved Collaboration (coordination -> cooperation -> collaboration)
5. Stronger Partnering (40% dividend of the contract, Warwick study)
6. Better Execution
7. Heightened Loyalty
Principles:
Trust.

2008 Helliwell Huang study:
A 10% increase in trust inside an organization has the equivalent
effect on employee satisfaction as a 36% increase in pay.
Principles:
Trust.

Challenge:
Problem Statement.
The Perfect Storm: A Composite
Technical, Process, Organizational, Regulatory and Cultural barriers stacked against you

Technical
Sprawl. If it was for sale, we bought it. If it was open source, we downloaded it. If obsolete, too hard to remove.
Multiple implementations in different groups, sometimes customized
Silos / Shadow IT
Challenge:
Problem Statement.

Technical
Silos / Shadow IT
Process / Regulatory
Audit & Compliance a constant presence, often creating huge spikes that derailed funding and priorities
Delivery chain often split amongst 3-4 groups. Different tools, different processes, different people.
Processes never pruned, always bloated. Cost of Delay rampant. Process originator often no longer there.
Invisible Work.
HR, Finance, Supply Chain, Vendor Management and PMO all operate in ways that do not support lean delivery.
Challenge:
Problem Statement.

Technical
Silos / Shadow IT
Process / Regulatory
Audit & Compliance a constant presence, often creating huge spikes that derailed funding and priorities
Delivery chain often split amongst 3-4 groups. Different tools, different processes, different people.
Processes never pruned, always bloated. Cost of Delay rampant. Process originator often no longer there.
Invisible Work.
HR, Finance, Supply Chain, Vendor Management and PMO all operate in ways that do not support lean delivery.
Cultural
Multiple mergers and geographies create multiple cultures and power centers, silos
Fear of Change
Group overlap and protectionism
Politics, Agendas, Subversion, Misaligned Incentives
Turnover, Engagement, Leader Churn
You don’t have to unlock and influence just one culture; you will encounter a half dozen
Favorite “vendors” (includes internal groups) which may not have the best solutions or services
Low Trust, Low Transparency, Poor Communication
Low Focus – Boiling Oceans
Challenge:
Problem Statement.

Principles:
Leadership Leading with Extreme Ownership

Ch 1: Extreme Ownership:
Admit your failures. Don’t blame. Take responsibility. Have humility.
Ch 2: No Bad Teams, Only Bad Leaders:
Set high standards for yourself.
Ch 3: Believe:
Know and communicate the “Why”, focus on mission and purpose.
Ch 4: Check the Ego:
Ego clouds your judgment and blinds you to better ideas.
Principles:

Ch 3: Believe:
Principles:
Culture is the Shadow of the Leader.

Ch 3: Believe:
Principles:
Culture is the Shadow of the Leader.
This is the cultural version of Conway’s Law.

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