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Bringing down the silos in an enterprise can be a challenge. It requires grit along with a solid understanding of organization change management and group dynamics. I had the privilege of supporting two teams this past year, one that was an operations team learning development practices, and a development team that was discovering operations while introducing continuous delivery. Both approached Chef from different viewpoints, but in the end were united by this common tool set. This talk will cover what I wish I had known a year ago about leading change (with specific examples), including: - The ups and downs your team will experience. - Who to put on your full stack team. - Why empowering teams is hard. - Where to focus the adoption of new ideas. - How to make those ideas stick.
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DevOps Roller CoasterChefConf 2014 – Rob Cummings – @opsrobInfrastructure Engineering – Nordstrom
https://flic.kr/p/mnbf5
Agenda
• Why CD/DevOps?• Enterprise scale
change is hard• One way Nordstrom
is driving change• Lessons learned
• Rob Cummings - @opsrob• Worked for Bose, EMC, Accenture, and
Nordstrom in operations roles over the past 16 years.
• Today – Program Manager, Infrastructure Engineering, Nordstrom
About Me
Why take the roller coaster ride?
DevOps and CD in the enterprise.
Changing an enterprise is hard.
And that is ok, it is supposed to be.(an exercise in empathy)
Accountable for repeatable and
predictable performance
Optimized for incremental
change
www.flickr.com/photos/26782864@N00/3296379139/
https://flic.kr/p/8P394p
Your org is a performance engine.
The performance engine has probably tried to change.
Probably didn’t work out so well.
http://www.flickr.com/photos/braintoad/2504094983/
1964
http://www.flickr.com/photos/monojussi/7598292754/
1966
http://www.flickr.com/photos/55593929@N00/575999466/
1968
1974
“Innovation may very well signify the future, but the performance engine is
the proven foundation, and if it crumbles, there is no future.”
–pg 13, “The Other Side of Innovation”
So, how do we change?
Science!
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
TheChasm
Rogers Innovation Adoption Curve
http://en.wikipedia.org/wiki/Diffusion_of_innovationshttp://en.wikipedia.org/wiki/Technology_adoption_lifecycle
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
TheChasm
Adopters
Time
Rogers Innovation Adoption Curve
http://en.wikipedia.org/wiki/Diffusion_of_innovationshttp://en.wikipedia.org/wiki/Technology_adoption_lifecycle
…57 years later
http://www.forbes.com/sites/margiewarrell/2014/03/25/culture-of-courage/
“With the latest Gallup figures categorizing over half of the workforce as disengaged, and nearly one in five workers as “actively disengaged,” organizations need leaders who not only engage employees, but moves them to think more daringly, to take smarter risks, and to challenge the very assumptions that may have underpinned their success to date.” – Forbes, 3/25/2014
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
TheChasm
Rogers Innovation Adoption Curve
Disengaged
30%
Actively Disengage
d20%
One way Nordstrom is approaching this
Full stack team of early adopters
http://www.flickr.com/photos/7603557@N08/7323995580/
Cherry picked a team:
Devlopers (vocal)
QA Tester (mentoring)
SysAdmin (empowering)
Scrum Master (new)
Product Owner (new)
Focus on minimizing outside dependencies.
Challenge: Empowerment
Goats and Fences
http://www.flickr.com/photos/noii/3093367803/
Goats look for opportunity
Goats wander
Big fence != empowerment
Start small, then grow
Challenge: The Stink
From excited to not.
Exc
item
ent
Time
The Stink
There will be hard times.
Challenge: Bias
Fundamental Attribution Error
People's tendency to place an undue emphasis on internal characteristics to explain someone else's behavior in a given situation,
rather than considering external factors.
http://en.wikipedia.org/wiki/Fundamental_attribution_error
Fundamental Attribution Error
Homework
• Large organizations have been trained to resist large, rapid change.• Focus on early adopters at the beginning, even if this is not the
highest business value.• Build full stack teams for rapid change.• Empowering teams will take significant leadership work.• There will be rough times in your awesome project, brace for it
ahead of time.• Watch for bias, especially the Fundamental Attribution Error when
times are rough.
Summary
