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DevOps as cuckoo's egg: turning your organisation Teal
- 1. DEVOPS AS CUCKOO’S EGG: TURNINGYOUR ORGANISATION TEAL ChrisPatten, Centrica
- 2. ABOUT ME • Backgroundin strategy, architecture and innovation • Experienced engineering lead,Agile/DevOps practitioner • Cloud mode 2 evangelist and disruptor within central IT • Run guild network • Leading Enterprise DevOps transformation chris.patten@centrica.com
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- 4. Past Present Future Physicalassets, SCADA, IoT Physical data centre Private and Public Cloud Waterfall, outsourcing Agile, DevOps Customer and Enterprise platforms Inovation platformsLegacy platforms “The future is already here – it's just not evenly distributed” ― William Gibson …OR PUT ANOTHER WAY: WE’RE GREAT AT AGILE/ DEVOPS AND HAVE NEVER HEARD OFTHEM
- 5. OUR FIVE CORECHALLENGES Centralised mode 1 influence over decentralised mode 2 • Distraction of large DC migration • Bureaucracy, risk aversion and outsourcing • Some conflicts of interest 1 2 2 2 2 2 2 2 No alternative operating model • Constitution • Org • Tooling Uneven culture, experience and skillsets • “Both ends of Cloud maturity model simultaneously” • Communication challenges • Prisoner’s dilemma Trust issues • Between silos • Lack of empathy • Blame culture No value proposition for satellites • Treated as mavericks not customers • Autonomy erosion • One way influence © Lovethispic.com
- 6. WETACKLEDTHEM BYVIEWING CENTRICA ASA COMPLEX ADAPTIVE SYSTEM IN NEED OF SOME HELP ATEAL ORGTRYINGTO EMERGE FROMTHE CHAOS WE DIDN’T ASK PERMISSION,WE JUST GOT ON WITH IT :-)
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- 8. THE ENGINE ROOMOF CHANGE: WE FORMED A GUILD The Haarlem Painter’s Guild, Jan de Bray 1675 First 3 months • Guild creed • Informal, grass roots, non-hierarchical, servant leadership • Focus on quality of dialogue rather than outcome • First opportunity for many like-minded people to meet: we were stronger together • Transparency — no blame — non-transactional • Growing cross functional attendance • Developed mindshare and vision — the gilded cage Next 6 months • Variable attendance but influence network established • SIGs, POCs,Teams, Slack? — different vehicles • Specialist vs. generalist tension - a social media experiment Highlights • Microsoft and Amazon account teams meeting each other and discovering common cause • Hackathons: Microsoft,AWS • Improved comms and helped change culture • Satellites sharing their innovations • Truth and reconciliation • Built confidence to take to senior management Reinvention
- 9. http://www.plays-in-business.com/culture-hacking-the-essentials/ Agile experiences for Ops Active listening Strike the shepherd Mixingit up: secondments Outside speakers Meeting on their turf Relationship building & networking Knowledge sharing
- 10. WORKED ON EMPATHY BerkeleyProfessor of Sociology, Arlie Russell Hochschild, set out to understand why poor whites in Louisiana, one of the most polluted states in US, passionately oppose federal environmental intervention. She wrote “Strangers in their own land” about her experience. What she uncovered over 5 years of study was an empathy wall, longstanding grievances going back to civil war era and cultural values misunderstood by liberal commentators and a hidden narrative about “line cutters” holding them back from achieving the American Dream. How this inspired us: ❖ Cloud strategy SIG brought mavericks and traditionalists together ❖ DevSecOps team as cultural ambassadors ❖ Trained Ops in Cloud, Agile and DevOps technologies ❖ Took balanced arguments to senior leadership to undo stale narratives e.g. benefits of Automation, Canary transforms change management ❖ Uncovered hidden narratives: traditional Ops flexible but not proactive — dependent on others to rewrite rulebook. See themselves as process police rather than providers to internal customers - fed into principles ❖ Transparency: feedback, grievances aired, self reflection, amnesties
- 11. TOOK 3 STEPSTO CONFLICTRESOLUTION* Stop calling each other names Understand each other’s future fears Go for a beer together *From “Ending the crypto wars”, Keith Martin, Royal Holloway https://www.wikihow.com/Deal-with-Name-Calling-Bullies/ https://www.lollydaskal.com/leadership/how-to-be-an-empathetic-leader/ https://www.marketingweek.com/2018/05/11/yougov-beer-report/
- 12. THE JOHARI WINDOW Feedback ❖Your behaviour exposes organisation to risk ❖ You are disorganised and use Agile as an excuse ❖ What you are building is not sustainable or secure Self-disclosure ❖ The last person from central IT gave bad advice and we hold a grudge ❖ We are hiding something Self discovery ❖ There is a lot about InfoSec and Ops best practice we don't know ❖ We are putting the organisation at risk Others observation ❖ If I changed this about myself… INNOVATORS Feedback ❖ You come across as unhelpful, making excessive demands ❖ You refuse to put skin in the game ❖ You are not as expert as you claim ❖ You use FUD to your own advantage Self-disclosure ❖ We have blind spots:Alex Stamos, Black Hat 2017 ❖ Sometime you know more than we do ❖ Corporate standards need work Self discovery ❖ We need to refresh our skills ❖ There is a lot about central IT we can improve ❖ Our customers can help us Others observation ❖ If I changed this about myself… CENTRAL ITJoseph Luft and Harrington Ingham 1955 Shared views: we all want to make Centrica a better place to work
- 13. KEY ARGUMENTS WEHADTO WIN DevOps is a better flawed model • DevOps can be secure and available IN OUR ORG • Automation and smaller DevOps teams superior model to low cost outsourcing for many services We don’t have a choice • Cloud providers eating their way up the stack means Ops has to change — when not if DevOps requires changes to how IT operates • It means ceding power — and mitigating the risks • Transparency and dialogue key • Autonomy of DevOps teams requires segregation: architectural, organisational • Bimodality necessary to allow us to manage old and new with different models cf. Netflix People are key • People can change - though it can be hard - change continuum • Mavericks must become more responsible and transparent • Traditionalists must become more creative, hands-on, flexible and customer-focussed
- 14. Lack of autonomy Inflexibility GroupSRE SecDevOps function ADO AppD DevOps operating model Greater security No vehicle for sharing best practice Guilds Partnership approach e.g. K8S Revised permissions model Automation Agile CDM Incubation Challenge of introducing new tech CxO level support Greater transparency and trust Behavioural principles Assured agility Official footing Enterprise support Needs not met
- 15. WE ADDEDTEN BEHAVIOURALPRINCIPLES 1. Put the customer at the heart of everything 2. Be frugal 3. Secure and operable by design 4. Embrace an engineering culture 5. Automate and solve problems at an industrial scale 6. Allow for incremental improvement 7. Be responsibly Agile 8. Optimise use of Cloud 9. Make it easy to do the right thing 10.Act as one team Tuned to our deficiencies and ambition …good start but open to interpretation
- 16. DEVOPS OPERATING MODEL Enablers DevOpsstandard+ constitution Common hygiene factors: InfoSec, Operations Autonomous DevOps teams Collaboration forum and working group Participate in Guard rails Monitor, alert and remediate Adhere to, measured against SecDevOps tooling Protects Known good patterns, templates Used by Central IT Participate in Inform Distil Responsible for Group SRE team SecDevOps team “Shim” Runs in parallel to traditional Ops
- 17. WHERE WE ARENOW Grassroots momentum behind a new Teal organisation and practices for DevOps • Treated org like complex adaptive system • We went where the energy was — and created it when necessary — avoided leaving people behind • Powerful influence network facilitated by the guildTechnology and standards maturing - Guard rails, SecDevOps,Azure DevOps • Satellites now moving from defection to collaboration and proactive engagement • We’re becoming moreTeal At start of formal transformation - getting the Orange org behind us • Leadership buy-in, funding, sponsorship • Aligned to wider organisational change We now understand DevOps in a wider context of organisational evolution, people, and the psychology of change — an exciting future lies ahead!
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