Four years ago we introduced Continuous Delivery into a highly regulated environment for a FTSE250 company. At the time it had an engrained release process that involved weekend maintenance windows, monthly offshore regression cycles and a complex delivery process. It was all very stressful. Listen to a selection of stories starting from how we lobbied the first POC based on an initiative from a devops bookclub to releasing our trading application more times in the last month than the previous year. All without an architecture rewrite, off the shelf tooling or a companywide mandate. Come and learn our strategies for change.
This document discusses using the Danielson Framework for Teaching to change school culture. It recommends analyzing the current culture, decoding the framework to develop common understandings, creating an observation and coaching system, and encouraging personalized professional development. The framework can shift from an evaluation tool to one that drives cultural change when school leaders work with teachers to define expectations for each component, develop artifacts of proficient practice, and facilitate goal-setting focused on growth. Regular observations and meaningful conversations about practice can then support teacher development and transformation of the school culture.
Professional Development Series: Changing CultureCurtis Wech
This is the second workshop within the Professional Development Series presented by Tracy Tulle - Operations Manager of Adult & Graduate Studies at Wisconsin Lutheran College. This workshop focused on changing culture within an organization.
International Commercial Terms (Incoterms) were created in 1936 by the International Chamber of Commerce to standardize international commercial contract interpretations. The latest revision, Incoterms 2010, provides rules for 11 terms (down from 13 in 2000) that clarify obligations, risks, and costs in delivery of goods from seller to buyer. The terms are divided into two groups based on mode of transport, and four groups based on allocation of risks and costs. Incoterms aim to reduce uncertainties in international trade by achieving uniformity in contract interpretations.
Impact of changing culture on organization behaviourPriyanka Jadhav
This document discusses the impact of changing culture on organizational behavior. It defines culture as the beliefs and values of an organization that determine how work gets done and the type of leadership. Culture is learned, shared, and taught to newcomers through stories, rituals, symbols and language. The types of organizational cultures include dominant, sub-cultures, bureaucratic, clan and market cultures. Changing conditions require organizations to evolve their cultures over time to survive. A positive culture fosters commitment and collaboration while a negative culture causes resistance to change and lack of cooperation. Successfully changing culture requires understanding the old culture, supporting new ideas, modeling effective subcultures, helping employees do better work, and recognizing that significant change takes time.
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
The document discusses the evolution of nursing home design and culture from a traditional medical model to a more person-centered approach. It describes five stages of nursing home development and changes in the 1980s to focus on resident quality of life. More recent approaches like the Eden Alternative, Green House Project, and CCRC without Walls aim to reduce loneliness, helplessness and boredom by incorporating children, plants and animals, and empowering residents and staff.
1) The document discusses the cultural changes and impact on Filipino identity from 1600-1800 due to Spanish influence and rule. This included changes to names, clothing, religion, education, and the introduction of the Spanish language.
2) Spanish influence resulted in a mixing of Spanish and Filipino culture, with elements like Catholicism, fiestas, architecture, and dress becoming dominant over time as neither native nor Spanish.
3) The overall impact of cultural changes is described as both positive and enriching, bringing the Philippines into contact with the Western world, but also as negative and divisive by exploiting differences between groups.
This document discusses using the Danielson Framework for Teaching to change school culture. It recommends analyzing the current culture, decoding the framework to develop common understandings, creating an observation and coaching system, and encouraging personalized professional development. The framework can shift from an evaluation tool to one that drives cultural change when school leaders work with teachers to define expectations for each component, develop artifacts of proficient practice, and facilitate goal-setting focused on growth. Regular observations and meaningful conversations about practice can then support teacher development and transformation of the school culture.
Professional Development Series: Changing CultureCurtis Wech
This is the second workshop within the Professional Development Series presented by Tracy Tulle - Operations Manager of Adult & Graduate Studies at Wisconsin Lutheran College. This workshop focused on changing culture within an organization.
International Commercial Terms (Incoterms) were created in 1936 by the International Chamber of Commerce to standardize international commercial contract interpretations. The latest revision, Incoterms 2010, provides rules for 11 terms (down from 13 in 2000) that clarify obligations, risks, and costs in delivery of goods from seller to buyer. The terms are divided into two groups based on mode of transport, and four groups based on allocation of risks and costs. Incoterms aim to reduce uncertainties in international trade by achieving uniformity in contract interpretations.
Impact of changing culture on organization behaviourPriyanka Jadhav
This document discusses the impact of changing culture on organizational behavior. It defines culture as the beliefs and values of an organization that determine how work gets done and the type of leadership. Culture is learned, shared, and taught to newcomers through stories, rituals, symbols and language. The types of organizational cultures include dominant, sub-cultures, bureaucratic, clan and market cultures. Changing conditions require organizations to evolve their cultures over time to survive. A positive culture fosters commitment and collaboration while a negative culture causes resistance to change and lack of cooperation. Successfully changing culture requires understanding the old culture, supporting new ideas, modeling effective subcultures, helping employees do better work, and recognizing that significant change takes time.
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
The document discusses the evolution of nursing home design and culture from a traditional medical model to a more person-centered approach. It describes five stages of nursing home development and changes in the 1980s to focus on resident quality of life. More recent approaches like the Eden Alternative, Green House Project, and CCRC without Walls aim to reduce loneliness, helplessness and boredom by incorporating children, plants and animals, and empowering residents and staff.
1) The document discusses the cultural changes and impact on Filipino identity from 1600-1800 due to Spanish influence and rule. This included changes to names, clothing, religion, education, and the introduction of the Spanish language.
2) Spanish influence resulted in a mixing of Spanish and Filipino culture, with elements like Catholicism, fiestas, architecture, and dress becoming dominant over time as neither native nor Spanish.
3) The overall impact of cultural changes is described as both positive and enriching, bringing the Philippines into contact with the Western world, but also as negative and divisive by exploiting differences between groups.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that are aligned with the organizational culture in order to facilitate a successful agile transition.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that support the existing culture in order to have a successful agile transition.
An abridged (very abridged! - I had 20 minutes, but love hearing myself write) presentation on organisational change and culture for a recent job application.
This document discusses the importance of organizational culture and change management. It describes Kotter's eight steps for successful change, including increasing urgency, building a guiding team, communicating vision, empowering employees and creating short-term wins. It then provides examples of how a company called REC Wafer Herøya implemented cultural change through Kotter's framework, such as understanding the business case and culture, empowering cross-functional teams, and establishing weekly goals and communications. The key takeaway is that cultural change must start with leadership and a systematic approach is needed to change elements of an organization's culture.
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Change Community of Practice Webinar: Cosmetic Change vs Culture ChangeProsci ANZ
As many organisations embark on or continue their efforts to shift the organisation’s culture, the need for real results is becoming more important. What does it take to keep that at the centre of our work, rather than surface-level change?
In this session we will explore:
- What do we mean by culture change?
- What is it and what is it not?
- Identifying the triggers
- What is the organisation’s appetite for the outcomes?
- Identifying the actions that follow to deliver the change
- What are the success factors for effective change management?
- Getting started
Making change happen at the sharp end.The role of GPs and the primary care ...NHS Improving Quality
The contribution of GP leadership and wider primary care teams in improving local systems - resources and learning from NHS IQ's Transforming Care team. Speakers: Dr Tom Margham and Mani Dhesi.
Transitioning to an Omnichannel Culture by Using the Cultural Middleware™ App...Barry C. Collin, IDSA
Goals: Provide both companies seeking to become omnichannel and software vendors providing the enterprise tools to facilitate omnichannel culture with an introduction including:
- Perspectives
- Understanding
- Tools to ensure successful implementation
... of an Omnichannel Culture.
This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points:
- LSI is an approach for sustainable organizational change that actively involves all stakeholders through participation and collective learning.
- Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce.
- The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.
Agile principles emphasize empowered, self-organizing teams but provide little guidance in how create alignment across multiple agile teams. In this presentation, Ilio Krumins-Beens shares experiences gained trying to improve strategic and operational alignment with more than 10 agile teams. Includes recommendations on running experiments with different ways of sharing teams’ roadmaps, identifying dependencies, risks, synergies and achieving operational alignment.
Originally presented in 4/29 Agile / Lean Practitioners Meetup (http://www.meetup.com/agile-lean-practitioners/) in NYC on 4/29.
This document discusses how organizational culture can impact the success or failure of innovations. It notes that billions are wasted annually on failed initiatives despite knowledge of why projects fail. The document examines models of organizational culture, such as the competing values framework, and how culture can influence whether an innovation takes root or not. The conclusion advocates assessing an organization's cultural context before implementing changes to increase chances of success by ensuring a good fit between the innovation and culture.
Engagement_Driven to Sustain Positive Change _ SME kirk 092110Kirk Hazen, P.E.
Lincoln Industries is a 450-person metal finishing company that has achieved significant growth and improvements through employee engagement and lean principles. They define engagement as employees committing discretionary effort to their work due to an emotional connection to the company. Lincoln Industries focuses on developing a strong culture through communication, recognition programs, wellness initiatives and cultural surveys. They also emphasize commitment at all levels and track performance through daily improvement meetings and lean tools like visual management and Pareto charts. Implementing these engagement and lean strategies has resulted in outcomes like 20% revenue growth, 35% scrap reduction and $1 million in annual productivity improvements.
SpringOne Platfrom 2016
Speaker: Justin Erenkrantz; Head, Compute Architecture, Bloomberg
Learn how Bloomberg transformed their platform and their culture.
This document discusses implementing an omnichannel culture through the Cultural Middleware approach. It involves identifying internal employees from across the organization who understand company processes and culture to act as connectors between people, systems, and the new omnichannel operations. These employees address human challenges to change, ensure smooth transitions, and prevent issues by listening to concerns and connecting teams. The approach provides tools for these employees to facilitate change while maintaining cohesion across the company's transition to an omnichannel model.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
This document discusses the concept of sustainable development. It provides definitions of sustainability from both a normative and operational perspective. The major components of sustainability are identified as environmental, economic, social, and political. Key aspects of environmental sustainability discussed include reduce, reuse, recycle approaches as well as cradle-to-cradle manufacturing. The concepts of economic, social, and appropriate technology are also summarized. The document stresses the importance of stakeholder analysis to ensure all affected parties are considered in product development.
Sustainable development aims to meet the needs of the current generation without compromising the ability of future generations to meet their needs. It has environmental, economic, social, and political components. Environmental sustainability focuses on reducing waste through techniques like cradle-to-cradle manufacturing. Economic sustainability considers who pays for products and if they will continue paying. Social sustainability ensures products fit their social contexts and don't harm people. Appropriate technology uses simple, low-cost, and local methods to create socially and economically sustainable solutions. Markets are good for allocating resources but bad at serving unprofitable markets. Stakeholder analysis systematically addresses all those affected by a product to help ensure its success.
The document discusses the three pillars of continuous delivery as culture, practices, and tooling. It states that culture is expressed through practices which are carried out using tools. However, when first starting a continuous delivery program, it is better to focus on practices and tools first before culture in order to get quick wins. Implementing practices and tools can help bootstrap a culture over time through communicating successes. The document provides examples of practices and tools as well as tips for getting started with continuous delivery.
The document discusses two ongoing revolutions - a convenience revolution in retailing and a revolution in compressing supply chains. It argues that converging these revolutions will take achievements beyond ECR and open new business models. It then provides examples of how companies like Wrigley have applied lean thinking to create end-to-end flows aligned with customer demand, reducing costs and improving customer service. The document advocates treating most products as "green" that flow regularly and a smaller number as "red" that are produced to order, to unlock benefits for retailers and suppliers through stable production and orders.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that are aligned with the organizational culture in order to facilitate a successful agile transition.
The document discusses how to make an organization's culture work for adopting agile practices. It recommends using Schneider's culture model to assess the existing culture and identify whether it is collaboration, control, competence, or cultivation oriented. Based on the dominant culture, certain agile practices like Kanban or software craftsmanship may be better fits than others to work with the existing culture rather than try to change it. The key is to adopt practices that support the existing culture in order to have a successful agile transition.
An abridged (very abridged! - I had 20 minutes, but love hearing myself write) presentation on organisational change and culture for a recent job application.
This document discusses the importance of organizational culture and change management. It describes Kotter's eight steps for successful change, including increasing urgency, building a guiding team, communicating vision, empowering employees and creating short-term wins. It then provides examples of how a company called REC Wafer Herøya implemented cultural change through Kotter's framework, such as understanding the business case and culture, empowering cross-functional teams, and establishing weekly goals and communications. The key takeaway is that cultural change must start with leadership and a systematic approach is needed to change elements of an organization's culture.
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Change Community of Practice Webinar: Cosmetic Change vs Culture ChangeProsci ANZ
As many organisations embark on or continue their efforts to shift the organisation’s culture, the need for real results is becoming more important. What does it take to keep that at the centre of our work, rather than surface-level change?
In this session we will explore:
- What do we mean by culture change?
- What is it and what is it not?
- Identifying the triggers
- What is the organisation’s appetite for the outcomes?
- Identifying the actions that follow to deliver the change
- What are the success factors for effective change management?
- Getting started
Making change happen at the sharp end.The role of GPs and the primary care ...NHS Improving Quality
The contribution of GP leadership and wider primary care teams in improving local systems - resources and learning from NHS IQ's Transforming Care team. Speakers: Dr Tom Margham and Mani Dhesi.
Transitioning to an Omnichannel Culture by Using the Cultural Middleware™ App...Barry C. Collin, IDSA
Goals: Provide both companies seeking to become omnichannel and software vendors providing the enterprise tools to facilitate omnichannel culture with an introduction including:
- Perspectives
- Understanding
- Tools to ensure successful implementation
... of an Omnichannel Culture.
This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points:
- LSI is an approach for sustainable organizational change that actively involves all stakeholders through participation and collective learning.
- Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce.
- The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.
Agile principles emphasize empowered, self-organizing teams but provide little guidance in how create alignment across multiple agile teams. In this presentation, Ilio Krumins-Beens shares experiences gained trying to improve strategic and operational alignment with more than 10 agile teams. Includes recommendations on running experiments with different ways of sharing teams’ roadmaps, identifying dependencies, risks, synergies and achieving operational alignment.
Originally presented in 4/29 Agile / Lean Practitioners Meetup (http://www.meetup.com/agile-lean-practitioners/) in NYC on 4/29.
This document discusses how organizational culture can impact the success or failure of innovations. It notes that billions are wasted annually on failed initiatives despite knowledge of why projects fail. The document examines models of organizational culture, such as the competing values framework, and how culture can influence whether an innovation takes root or not. The conclusion advocates assessing an organization's cultural context before implementing changes to increase chances of success by ensuring a good fit between the innovation and culture.
Engagement_Driven to Sustain Positive Change _ SME kirk 092110Kirk Hazen, P.E.
Lincoln Industries is a 450-person metal finishing company that has achieved significant growth and improvements through employee engagement and lean principles. They define engagement as employees committing discretionary effort to their work due to an emotional connection to the company. Lincoln Industries focuses on developing a strong culture through communication, recognition programs, wellness initiatives and cultural surveys. They also emphasize commitment at all levels and track performance through daily improvement meetings and lean tools like visual management and Pareto charts. Implementing these engagement and lean strategies has resulted in outcomes like 20% revenue growth, 35% scrap reduction and $1 million in annual productivity improvements.
SpringOne Platfrom 2016
Speaker: Justin Erenkrantz; Head, Compute Architecture, Bloomberg
Learn how Bloomberg transformed their platform and their culture.
This document discusses implementing an omnichannel culture through the Cultural Middleware approach. It involves identifying internal employees from across the organization who understand company processes and culture to act as connectors between people, systems, and the new omnichannel operations. These employees address human challenges to change, ensure smooth transitions, and prevent issues by listening to concerns and connecting teams. The approach provides tools for these employees to facilitate change while maintaining cohesion across the company's transition to an omnichannel model.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
This document discusses the concept of sustainable development. It provides definitions of sustainability from both a normative and operational perspective. The major components of sustainability are identified as environmental, economic, social, and political. Key aspects of environmental sustainability discussed include reduce, reuse, recycle approaches as well as cradle-to-cradle manufacturing. The concepts of economic, social, and appropriate technology are also summarized. The document stresses the importance of stakeholder analysis to ensure all affected parties are considered in product development.
Sustainable development aims to meet the needs of the current generation without compromising the ability of future generations to meet their needs. It has environmental, economic, social, and political components. Environmental sustainability focuses on reducing waste through techniques like cradle-to-cradle manufacturing. Economic sustainability considers who pays for products and if they will continue paying. Social sustainability ensures products fit their social contexts and don't harm people. Appropriate technology uses simple, low-cost, and local methods to create socially and economically sustainable solutions. Markets are good for allocating resources but bad at serving unprofitable markets. Stakeholder analysis systematically addresses all those affected by a product to help ensure its success.
The document discusses the three pillars of continuous delivery as culture, practices, and tooling. It states that culture is expressed through practices which are carried out using tools. However, when first starting a continuous delivery program, it is better to focus on practices and tools first before culture in order to get quick wins. Implementing practices and tools can help bootstrap a culture over time through communicating successes. The document provides examples of practices and tools as well as tips for getting started with continuous delivery.
The document discusses two ongoing revolutions - a convenience revolution in retailing and a revolution in compressing supply chains. It argues that converging these revolutions will take achievements beyond ECR and open new business models. It then provides examples of how companies like Wrigley have applied lean thinking to create end-to-end flows aligned with customer demand, reducing costs and improving customer service. The document advocates treating most products as "green" that flow regularly and a smaller number as "red" that are produced to order, to unlock benefits for retailers and suppliers through stable production and orders.
Similar to Changing a culture to a culture of change (20)
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
1. Changing a culture to a culture of
change
Joseph.mckevitt@ig.com
Follow us on
https://twitter.com/lifeatig
https://www.linkedin.com/company/igcom
Changing a culture to a culture of change
2. The butterfly effect
• A couple of book suggestions….
Changing a culture to a culture of change
3. Agenda
• The journey of CD adoption in a highly regulated financial institution
• A few stories (40 mins)
• Q & A (10 mins)
Changing a culture to a culture of change
4. This is not a talk on
• Introduction to Continuous
Delivery
• Selling Continuous Delivery
• Continuous delivery engineering
practices
• Test automation
Changing a culture to a culture of change
5. Take away
Strategies for CD adoption in your organisation
Changing a culture to a culture of change
6. World’s No.1 spread
betting provider
Established global markets
lead over 40 years
FTSE 250 company
Changing a culture to a culture of change
12. Monthly Releases
• 8 week release cycle
• 4 weeks development cycle
• 4 weeks regression cycle
• Release out of hours
Changing a culture to a culture of change
13. Positive aspects of release trains
• Monthly deliverables
• Clear delivery alignment
• Good team collaboration
Changing a culture to a culture of change
28. Promote our success - Friday nights are back!
Changing a culture to a culture of change
29. The reaction
“Sounds great, but its unlikely we can apply it to our critical workflows”
[Development]
“Doubling up your infrastructure. What a waste of resource!”
[Operations]
“Releasing during core hours…cowboys!”
[Development & Operations]
Changing a culture to a culture of change
32. Lets get Serious
Act 3 - 2013
Don’t waste time learning the "tricks of the trade." Instead, learn the trade - Brown
Changing a culture to a culture of change
33. Focused on solving a single problem
Can we do zero downtime deploys on mission critical apps?
Changing a culture to a culture of change
45. The Reaction
“Okay this is cool, tell us how we can do it”
[Development]
“What can we do to help you guys scale this?”
[Operations]
“The guys don’t murder me for asking for late changes”
[Trading API Product owner]
Changing a culture to a culture of change
57. Moved from Monthly releases, to weekly
releases to daily releases over a few months
The more confidence, the more aggressive
the release cadence
Changing a culture to a culture of change
59. Quality improvements
Before CD
55 Man days of regression –
10,000 test cases
After CD
6 Man days of regression –
tailored to each release
Changing a culture to a culture of change
60. Team Culture
• I feel empowered [QA Lead]
• Forces close collaboration
• Time to think
Changing a culture to a culture of change
61. Promote our success – Releasing every day
Changing a culture to a culture of change
62. The Reaction
“You deploy 3 or 4 times a week…seriously?”
[IT department]
“Why can’t all the teams do this?”
[Operations]
Changing a culture to a culture of change
65. a lot done, more to do
Act 5 - Today
Excellence/Perfection is not a destination; it is a continuous journey that never
ends - Tracy
Changing a culture to a culture of change
69. Summary
• Started with a simple Pilot
• Practised on more simple Pilots
• Migrated Trading API
• Migrated the Web Trading Platform
Changing a culture to a culture of change
70. Focus on one problem at a time
• Introduce zero downtime deploys to non-critical flows
• Introduce zero downtime deploys to critical flows
• Done means in Production
• Greenfield CD projects – One click releases
• Migrating the crown jewels onto a CD friendly architecture
• Releasing WTP outside the release cycle (every 2 weeks)
• Releasing WTP 3-4 times a week
Changing a culture to a culture of change
71. Transparency - Alignment from the start
Respect People
Tell everyone what you are doing and why
Keep everyone updated
Share the lessons (good or bad)
Changing a culture to a culture of change
72. Build on your results
• CD enables better quality software
• CD practisers will help CD adoption
• Successful adoption cannot be mandated
• Incremental improvements and a clear vision over detailed upfront
planning
• Target your adoption strategy towards uncertainity
Changing a culture to a culture of change
73. References
Online Content
• Continuous Delivery with Jez Humble
• http://www.meetup.com/London-Continuous-Delivery/
• Spotify engineering culture
Audio Content
• SE Radio
• Episode 221: Jez Humble on Continuous Delivery
• Episode 234: Barry O’Reilly on Lean Enterprise
Changing a culture to a culture of change
75. Culture is how we do things around here in order to succeed
Changing a culture to a culture of change
76. Questions
Help us go further with Continuous Delivery…
http://www.iggroup.com/careers/teams/technology
https://labs.ig.com/blog
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https://www.linkedin.com/company/igcom