Improve your speed on the web: The devops “harder, better, faster, stronger”

by bold-lichterman

Devops. Or how to drastically reduce the time to market for innovative products and services. But, at the risk of disappointing more than one, you do not become devops with software solutions (only), just as, in the 90s, you did not secure your system with a firewall without training your employees to be more careful.

Also, any company whose objective is to produce better and faster, internally and with its service providers, will have no other choice but to do violence to itself, by fully embracing the devops culture as a whole.

But how are the others doing?

What do some major accounts that have opened innovation units responsible for intervening at all levels of the company and flamboyant StartUps have in common? The assurance that neither the siled organization nor the traditional management have a chance to prosper in a frenetic market.

While it seems that StartUps were born with this culture running in their veins, large accounts still suffer a legacy of rigidity and heaviness, padlocked by processes from another age. To remedy this, the almost permanent questioning of methods has led companies towards an approach of excellence that must be welcomed. All companies? Alas, many of them note the failure of Lean, Scrum, Kanban and others theories learned on the benches of specialized consulting firms. Far from questioning the appropriateness of these methods, it is rather interesting to question the existence of the gap that persists between theory and practice.

Innovation = change = risk: CQFD

Why, even with strong sponsorship, are companies failing on the agility they seek to achieve? Because there is a primordial equation rarely taken into account.

Very simple, it is equivalent to the following translation: innovation = change = risk.

In other words, all general management agrees to recognize the benefit of innovation. From there to admitting the resulting changes and the risks associated with them, that’s another story.

This is why, very often, it is easier to expect from service providers a methodology that we hope will rub off on its internal teams, without necessarily accompanying and helping this transition. The result is up to the resources given to the process: mixed.

Fast fail and so much the better

Fast fail or try and fail, as its name suggests, comes to us from across the Atlantic, where the strategy of rapid failure seems to be at the heart of the success of many young business start-ups, not only technological but also industrial.

It is a paradigm, a state of mind, a culture of failure as an essential step for success. It is a small death which we will be all the less afraid of as it will pass quickly. The whole logic lies in the idea that the fear of failure cancels out the capacity for innovation. Even more, postmortem culture is the breeding ground for innovation and change. Knowing how to learn from your mistakes is more than essential.

It seems steep at first glance, but it would be naive to believe that you can go from a release every three to six months to more than ten releases per day without taking the slightest risk. Which will also increase in proportion to the traffic and therefore to the success of the product and the service provided.

From general management, through middle management, to employees, risk and failure are the parameters inherent in devops, the basis of which must be accepted. This is the first step to the gradual integration of a devOps culture within the company. This will result in a succession of changes, which together will make future products successful.

Starting with the teams letting go of this notion of risks and failure and the liberation of exchanges and information. A letting go allows, among other things, the automation that reassures in the implementation of new opportunities to advance the business. Closely followed by a clear improvement in the supplier-customer relationship, with a view to innovative collaborative work. Especially when the supplier is himself devops.

Massive industrialization

The will to learn and to be inspired by its partners is commendable and beneficial to everyone. It is the principle of Open innovation according to which the company must extract itself from its cocoon and open up to its ecosystem if it wishes to innovate better.

A service provider who has integrated the devOps culture, through its processes, its management and its recruitment will therefore be a major ally for the company.

It will give it the benefit of its devOps tools, in other words, its industrialization. The automation of low value-added tasks (such as infrastructure deployment, monitoring, backups) makes processes more reliable while allowing teams to redeploy on subjects requiring human genius, the development of new services and the freeing of time for customer support.

Culture, tools and… organization.

The three pillars of devops, the trio to succeed. It is up to the company to draw inspiration from this industrial know-how and to take into account that its partner, for a long time now, has been working with this awareness of risk. A shared culture, shared processes, through multidisciplinary teams, convinced of the need to get out of their comfort zone. The support of a company ripe for devops is done with its unconditional consent. The transfer of skills will be enhanced. And that is what we are looking for.

Hay of the theory. The devops culture of a company is acquired through stubborn and progressive practice alongside partners experienced in the method.

[Contenu réalisé en partenariat avec Oxalide]