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DevOpstastic
DevOps LiftOff WorkshopLead Developer Conference 2016
Helen Beal & Ryan DobsonDevOpsologists
Fanatical about making life on earth fantastic.
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DevOpstastic
Cultural and organizational changeInteraction and process streamliningAutomation and tools implementation
Who are we?DevOps Transformation Specialist
IBM Beacon Award Winner 2015 for Outstanding DevOps Solution
Headquartered in the UK
(Covent Garden, London)
Privately held:
incorporated in 2011
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DevOpstastic
Fanatical about making life on earth fantastic.
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Success
Learning
What’s in a name?The first US spacecraft to reach a celestial body
Crash landed on the dark side!
DEVOPS
Experimentation
Failure
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“DevOps finally proves how IT can be a strategic advantage that allows a business to beat the pants off the competition. This is the moment we’ve all been waiting for.”
John Willis
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Google Trends search result for search term “DevOps”
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Introductions:• Who you are• Where you are from• What you do• Why you are here• What you want to leave with today
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Exercises1. Defining DevOps2. Baselining3. Articulating Desired Future State4. Building Investment Cases5. Setting Goals6. Understanding Motivations7. Building a Toolchain8. Understanding Flow9. Formulating a Transformation Roadmap
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DEVOPS AND AGILE
1.Defining DevOps
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What’s your definition?
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A Short History of DevOps
2007
2008
2009 2013
Andrew ShaferAgile Conference, Toronto
Patrick Dubois
Agile System AdministratorGroup
DevOps Days Belgium#devops
John Allspaw &Paul HammondFlickR
‘Gartner ExploresDevOps’Cameron Haight
Mike Gualateri, Forrester– ‘NoOps’
Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’
20142010
2011
2012
2015
2016
DevOps Days Belgium5 Year anniversary Ghent
The Phoenix Project GAME!
DevOps
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What is CALMS?
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“DevOps refers to the emerging professional movement that advocates a collaborative working relationship between Development and IT Operations, resulting in the fast flow of planned work (i.e., high deploy rates), while simultaneously increasing the reliability, stability, resilience of the production environment.”Gene Kim
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The Things that Drive DevOps
I’m all about change
I’m in charge of stability
Development Operations
CONFLICT
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What’s Different About DevOps?
Digi
tizat
ion
Tools
Agile + ITSM +
Lean
DevOps
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“Don’t fight stupid – make more awesome.”
Jesse Robbins
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DEVOPS AND AGILE
2.Baselining
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What are your metrics?
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DevOps Maturity
1
5
4
3
2
Optimising DevOps
Managed DevOps
Starting DevOps
Fundamental DevOps
Not started DevOps
DevOps DONE – fine tuning and tied tightly to business goals.
Automated build, cross-functional teams, product-focused, cultural
change happening
Thinking about cultural change, starting to write scripts, looking at test
automation
Outages, war-rooms, blame, unplanned work, delays and defects.
Happy people with integrated toolchain to pre-empt failure, automate test and
deployment – Continuous Delivery
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Practice Build management and continuous integration
Environments and deployment
Release management and compliance Testing Data management
Level 3 – Optimizing: focus on process improvement
Teams regularly meet to discuss integration
problems and resolve them with automation, faster
feedback and better visibility.
All environments managed effectively. Provisioning
fully automated. Virtualisation used if
applicable.
Operations and delivery teams regularly collaborate to manage risks and reduce
cycle time.
Production rollbacks rare. Defects found and fixed
immediately.
Release to release feedback loop of database performance and
deployment process.
Level 2 – Managed: Process measured and
controlled
Build metrics gathered, made visible and acted on. Builds are not left broken.
Orchestrated deployments managed. Release and
rollback processes tested.
Environment and application heath
monitored and proactively managed.
Quality metrics and trends tracked. Operational
requirements defined and measured.
Database upgrades and rollbacks tested with every
deployment. Database performance monitored
and optimised.
Level 1 – Consistent: Automated processes applied across whole
lifecycle
Automated build and test cycle every time a change is committed. Dependencies managed, Re-use of scripts
and tools.
Fully automated, self-service push-button
process for deploying software. Same process to
deploy to every environment.
Change management and approvals processes
defined and enforced. Regulatory and compliance
conditions met.
Automated unit and acceptance tests, the latter written with testers. Testing
part of development process.
Database changes performed automatically as
part of deployment process.
Level 0 – Repeatable: Process documented and
partly automated
Regular automated build and testing. Any build can be re-created from source control using automated
process.
Automated deployment to some environments.
Creation of new environments is cheap. All
configuration is externalised / versioned.
Painful and infrequent, but reliable releases. Limited
traceability from requirements to release.
Automated tests written as part of story development.
Changes to databases done with automated scripts
versioned with application.
Level -1 – Regressive: process unrepeatable, poorly controlled and
reactive
Manual processes for building software. No
management of artifacts and reports.
Manual process for deploying software. Environment specific
binaries. Environments are provisioned manually.
Infrequent and unreliable releases.
Manual testing after development.
Data migrations unversioned and
performed manually.
Continuous Delivery Maturity Matrix
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Ideation MaturityLevel 1 Level 2 Level 3 Level 4 Level 5
Written Requirements
Organized Structured Traced Integrated
Documented and shared, regular collaboration between teams, backup and restore enabled
Formatted consistently, stored and secured. Version tracked and easily accessible to those with rights
Types (e.g. functional/non-functional) are specified. Attributes and prioritization is applied. Querying and filtering is possible.
Determine and track requirements relationships, has a hierachy of requirements: user needs, features and use cases. Coverage analysis reports implemented.
Requirements management fully integrated with software development environment: used directly in design, development, change tracking, testing and PM.
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Operation MaturityLevel 1 Level 2 Level 3 Level 4 Level 5
Manual Packaged Scripted Complex On DemandBespoke, unpractised process. Authorization and sign off incidental. Roll back via back up copy or scripts.
Some packages (e.g. MSIs) and scripts. Release authorization considered.
Multiple scripts allowing automation. Can deploy to multiple parts of route to live. Possible roll back through redeployment. Some version control.
Can deploy composite applications. Role based security available. Multiple platforms services through single interface.
Push button deployments when code is ready – continuous delivery and deployment achieved. Full auditability and compliance.
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What are your business metrics?
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Ideation
Integration
ValidationOperation
Realisation
DevO
ps
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DEVOPS AND AGILE
3.Articulating Desired Future State
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"Change is the process by which the future invades our lives."
Alvin Toffler
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What is your current state?
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Practice Culture Automation Lean Measurement Sharing
Level 5: Nirvana
The organisation’s evolutionary purpose
or ‘why’ is led by customer need and understood by all.
Technology support business processes with
minimal IT effort. Innovation & support value
streams automated.
Customer focus, problem-solving as norm, management
coaching, continuous learning
Measure to customer value
Effective knowledge sharing and individual
empowerment
Level 4: Adopted
Ability to adapt to changing customer
needs is now a strategy with goals and defined metrics
that matter.
Automation supports business
goals and processes, not just
technology processes
Customer focus is norm. Staff engaged to support innovation and
continuous improvement.
Monitoring from customer focus back to value stream with appropriate
feedback and improvement loops
Communication leads to cooperation &
improvement based on aligned indicators
and goals
Level 3: Fundamental
Desired future state identified with
support for change at all levels and a plan formulated.
Central automated processes across the value stream
lifecycle. Technology
mapped to silo’d business areas or
processes
Customer focus begins. Staff empowered to try and learn in no-blame
environment.
Monitoring of resources (people, processes, tools,
suppliers) linked to indicators of key
performance. Some alerting & escalation.
Collaboration, shared decision making and accountability begins
& is reviewed for ways to improve
Level 2: Started
Aware of aspects in culture that may
help or hinder customer focused
value. Has appetite to change.
Automation silo’d or process
enabling with minimal
integration or cross value
stream communication
Top down typical org chart being questioned.
Consideration of changing to value or
product focus org structure
Measurements are project focused.
Decisions are reactionary or do
not alert soon enough when
decisions should be made
Visual management begins but not
integrated to allow for cross value
stream knowledge or decision sharing
Level 1: Not started
Technology strategy is not led by
business values and customer needs.
Lack of KPIs.
No automation or several similar tools which are not integrated
Reactive problem solving approach,
Little/no direct management involvement,
Ad-hoc learning,
Vanity measures used, non reactive & simply reporting,
measures not guiding
development, change or
improvement
Poor, ad-hoc communication and coordination. Many
meetings and unread reports.
DevOps Values Maturity Matrix
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Should you build a devops team?
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“Traditional” ITCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
Silos, hand offs and a wall of confusion
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DevOps StartsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
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Are you a change agent?
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Are You a Change Leader?Level Capability Focus
1 Accepts Need for Change
At this level the change leader can publicly describe a change and persuasively defend the need for the change within the organization. The individual is able to tolerate ambiguity and create an open and receptive environment.
Level I change leaders can be successful working on small change initiatives when given clear direction and access to more experienced change leaders for advice and confirmation.
2 Defines/Initiates Change
This change leader can define a specific area where change is needed and can identify the leverage points for change in processes and work habits.
Level II change leaders can identify the need for and initiate change at the local level.
3 Manages Change
This change leader is able to define an explicit vision for change based on broad organizational visions. They will make the effort to deliver the message or refine a vision for change to everyone affected. This change leader is able to redirect individual or team approaches in the face of new opportunities and involve people in the change. At this level the change leader ensures the success of change through implementation of a communication strategy, the refinement of work and organizational design models, and the facilitation of staff development.
Level III change leaders are able to translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization.
4 Manages Complex Change
This change leader understands the cultural dynamics of the current state of an organization, including the hidden assumptions and the differences between the stated values and the values in practice. At this level the change leader is able to create a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality.
Level IV change leaders are able to generate change in a productive vs. destructive way.
5 Champions Change
At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to implement the change effort. This change leader is responsive to and responsible for planning evolution, causing change, and transforming the organization.
Level V change leaders are asked to revolutionize organizations.
http://jimcanterucci.com/change-leader/
Over 68% of the respondents to an
online poll conducted by
Transition Management
Advisors seek their change leadership
education externally.
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"I alone cannot change the world, but I can cast a stone across the waters to create many ripples."
Mother Teresa
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DevOps SpreadsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs Test Security Release SupportInfrastructure
THE BUSINESS
For DevOps to make advances, executive sponsorship and increasing engagementwith the rest of the business needs to happen
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DevOpstastic
Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Product Owners
Arranging teams around product is a common initial step, not without its challenges.
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Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Arranging teams around product is a common initial step, not without its challenges.
Product E Product F Product G Product H
Testers
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Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Developers
Arranging teams around product is a common initial step, not without its challenges.
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G Product H
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Organisational ChangeCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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DevOps ProliferatesCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
DevOps is an evolutionary and transformational movement
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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DevOps NirvanaCIO
Digital Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone is on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busin
ess
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"I have accepted fear as part of life, specifically the fear of change. I have gone ahead despite the pounding in the heart that says: Turn back."
Erica Jong
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“If you can’t change the people, change
the people.”
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"If you want to make enemies, try to change something.”
Woodrow Wilson
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What is a devops engineer?
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DEVOPS AND AGILE
4.Building Investment Cases
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High Performers Are More Agile
30x 200xmore frequent deployments
faster lead times than their peers
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report
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High Performers Are More Reliable
60x 168xthe change success rate
faster mean time to recover (MTTR)
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report
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High Performers Win In The Marketplace
2x 50%more likely to exceed profitability, market share & productivity goals
higher market capitalization growth over 3 years*
Source: Puppet Labs 2014 State Of DevOps
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793 releases July to October 2014
CI SYSTEST UAT STAGING PRODUCTION0
100
200
300
400
500
600529
10860 58 38
Releases per Environment
Automation Benefitsfrom Hiscox (Gareth Wharton,
CTO)
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Automation Benefitsfrom Hiscox (Gareth Wharton,
CTO)Staff needed Time taken /
releaseCost / release
Manual Release 8 3 hours £1,650
Automated Release 2 20 minutes £45
Reduction 89% 97%
In the go-live week we did 47 releases, not only did we save £75k on release costs, but there’s no way we could physically done that many releases without significantly increasing team size.
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Using the metrics you gathered in Exercise 2, how would you write an investment case?
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DEVOPS AND AGILE
5.Setting Goals
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What is your organisational why?
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SMART Goals pecificMeasurable ttainable elevant ime-based
S
M
A
R
T
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What are your SMART goals?
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DEVOPS AND AGILE
6.Understanding Motivations
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"The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking."
Albert Einstein
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“Culture eats strategy for breakfast.”
Peter Drucker
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“The big theory behind DISC is that if you know what kind of person you’re dealing with, you can understand how to interact with them. Someone like me is probably going to have trouble working with a C personality, because my personality type tends to be impatient, overbearing, and judgmental, and C personalities tend to be lazy nitwits.”
Dan Lyons in ‘Disrupted: Ludicrous Adventures in the Tech Start-Up Bubble’
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What is SCARF?What are you?
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Autonomy
Mastery
Purpose
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DEVOPS AND AGILE
7.Building a Toolchain
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"The people who resist change will be confronted by the growing number of people who see that better ways are available, thanks to technology."
Bill Gates
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What’s the point of a toolchain?
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Core platform capabilities• Source code management• Artefact management • Automated application
deployment• Automated server
configuration• Load performance test • Automated functional test• Continuous Integration and
automated code build• Application Performance
Management• Agile planning • Defect management• More...
Example from Gareth Wharton, CTO at Hiscox
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What are the parts of a toolchain?
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Continuous Delivery change approach
Dev
Version control
(SVN)
1. Check in changes
Build(Maven)
3. Build
Artefact repository
(Artefactory)
4. Store artefacts
Regression test
(Selenium)
8. Test
Performance test
(JMeter)
9. Load testSysTest
UAT
Production
10. Deploy
CI Test servers 7. Deploy
CI(Jenkins)2. Monitor for changes
Continuously automated On demand – click button to
deploy
Deployment(uDeploy)
5. Instruct deployment
Server config(Puppet)
Example from Gareth Wharton, CTO at Hiscox
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Draw your own toolchain.
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Where are the gaps?
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Continuous Integration
Each check-in is validated by• An automated build• Automated unit,
integration and acceptance tests
Continuous integration is a development practice that requires developers to integrate code into a shared repository on a daily basis.
85
Integrating regularly in production-like environments makes it easier to quickly detect and locate conflicts and errors.
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Continuous Delivery (1)
• Extends continuous integration• Provides fast, automated
feedback on the production-readiness of systems
• Prioritizes keeping software deployable over working on new features
• Enables push-button deployments on demand
• Reduces deployment risks and enables quicker user feedback
Always
Deployable
86
Continuous delivery is a methodology that focuses on making sure software is always in a releasable state throughout its lifecycle.
Continuous delivery does not mean that you are deploying every day or every hour.
It means that you COULD release when needed.
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Continuous Delivery (2)
Commit Code
Build and Test
Acceptance Test
Deploy to Prod
and Test
Release
Automated Trigger
Manual Trigger
Stop the line when tests fail
Test StagingProd
Feedback – test results, monitoring data, etc.
.
Dev
87
Automated tests in production-like environments assure the code and environment operate as designed and are always in a deployable state
Deployment is the installation of a specified version of software to a given environment (e.g., promoting a new build into production).
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Continuous Deployment (1)
• Removes the manual step in the Continuous Delivery pipeline
• Results in multiple deployments per day
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Continuous deployment is a set of practices that enable every change that passes automated tests to be automatically deployed to production.
Continuous deployment may not be practical or possible forcompanies constrained by regulatory or other requirements.
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Continuous Deployment (2)
Commit Code
Build and Test
Acceptance Test
Deploy to Prod and
TestRelease
Automated Trigger
Manual Trigger
Stop the line when tests fail
Test StagingProd
Feedback – test results, monitoring data, etc.
Dev
89
Code deployed into production may be invisible to customers, but features can be run and tested by internal staff.
Release is the process or event of making a feature (or set of features) available to a segment of customers.
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What is “shifting left”?
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Software is shifting from being a driver of marginal efficiency to an enabler of fundamental innovation and disruption.
World Economic Forum:Digital Transformation of Industries - 2016
Open source components underpin all of our mission critical applications – therefore, we must ensure that we are using the highest quality components at every stage of the development cycle.
Don Duet, Goldman SachsCo-head of Technology - 2016
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How do you build security in?
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Ideation
Integration
ValidationOperation
Realisation
DevO
ps
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DEVOPS AND AGILE
8.Understanding Flow
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The Three Ways
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“Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.”
Antoine de Saint-Exupery
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Play Featureban!
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DEVOPS AND AGILE
9.Formulating a Transformation Roadmap
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"It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg."
CS Lewis
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What do all these people have in common?
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Organizing around people...
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AgileDevelopment
Service Management
Organisational Management
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“Holacracy structures your organisation for
evolution.”
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Organisational EvolutionStage Typified by Current
ExamplesKey
BreakthroughsGuiding
Metaphor
REDConstant exercise of power by chief to keep troops in line. Fear is the glue of the organisation. Highly reactive, short-term focus. Thrives in chaotic environments.
• Mafia• Street Gangs• Tribal militia
• Division of labour• Command
authority
Wolf pack
AMBERHighly formal roles within a hierarchical pyramid. Top-down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of past.
• Catholic church• Military• Most government
agencies• Public school
systems
• Formal roles (stable and scalable hierachies)
• Processes (long-term perspectives)
Army
ORANGEGoal is to beat competition, achieve profit and growth. Innovation is key to staying ahead. Management by objectives (command and control on what; freedom on the how).
• Multinational companies
• Charter schools
• Innovation• Accountability• Meritocracy
Machine
GREENWithin the classic pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation.
• Culture driven organisations (e.g. Southwest Airlines, Ben & Jerry’s…)
• Empowerment• Values-driven
culture• Stakeholder
models
Family
TEALSelf-organising and self-managed teams with coaches when needed. Coaches do not have P&L responsibility or managerial authority.
• Spotify, FAVI, Morning Star, Waterstones
• Trusting those doing the job
• Autonomy, mastery and purpose
SystemFrom ‘Reinventing Organisations’ by Frederic Laloux
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Things DevOps and Holacracy Have in Common
• Self-organising teams• No job titles – focus on roles• Continuous funding• Amplified feedback loops /
processing tensions• Flattened hierarchies and distributed
authority• Incremental, iterative improvement
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StructureOrange Practices Teal Practices
1. Organisation Structure Hierarchical pyramid - Self-organising teams- When needed, coaches (no P&L
responsibility, no management authority) cover several teams
2. Coordination Coordination through fixed meetings at every level (from executive team downward), often leading to meeting overload
- No executive team meetings- Coordination and meetings mostly ad
hoc when needs arise
3. Projects Heavy machinery (program & project managers, Gantt charts, plans, budgets, etc.) to try and control complexity and prioritise resources
- Radically simplified project management
- No project managers, people self-staff projects
- Minimum (or no) plans and budgets, organic prioritisation
4. Staff Functions Plethora of central staff functions for HR, IT, purchasing, finance, controlling, quality, safety, risk management, etc.
- Most functions performed by teams themselves, or by voluntary task forces
- Few staff remaining have only advisory role
From ‘Reinventing Organisations’ by Frederic Laloux
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Human ResourcesOrange Practices Teal Practices
1. Recruitment Interviews by trained HR personnel, focus is on fit with job description - Interviews by future colleagues, focus is on fit with organisation and with purpose
2. Onboarding (Mostly administrative onboarding process) - Significant training in relational skills and in company culture- Rotation programs to immerse oneself in the organisation
3. Training - Training trajectories designed by HR- Mostly skill and management training
- Personal freedom and responsibility for training- Critical importance of common training that everybody attends
4. Job Titles and Job Descriptions
Every job has job title and job description - No job titles- Fluid and granular roles instead of fixed job descriptions
5. Individual purpose (It’s not the organisation’s role to help employees identify their personal calling)
- Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose
6. Flexibility and time commitment
- Honest discussion about individual time commitment to work vs. other meaningful commitments in life
- High degree of flexibility in working hours, as long as commitments are upheld
7. Performance Management - Focus on individual performance- Appraisals established by hierarchical superior- Appraisal discussion aims for objective snapshot of past
performance
- Focus on team performance- Peer-based processes for individual appraisals- Appraisal discussion turned into personal inquiry into one’s learning journey
and calling
8. Compensation - Decision made by hierarchical superior- Individual incentives- Meritocratic principles can lead to large salary differences
- Self-set salaries with peer calibration for base pay- No bonuses, but equal profit sharing- Narrower salary differences
9. Appointment and promotions
- Intense jockeying for scarce promotion leads to politics and dysfunctional behaviour
- Silos – every manager is king of his castle
- No promotions, but fluid rearrangement of roles based on peer agreement- Responsibility to speak up about issues outside of one’s scope of authority
10. Dismissal - Boss has authority (with JR approval) to dismiss a subordinate- Dismissal mostly a legal and financial process
- Dismissal last step in mediated conflict resolution mechanism- In practice very rare- Caring support to turn dismissal into a learning opportunity
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Daily LifeOrange Practices Teal Practices
1. Office Spaces - Standardised, soulless professional buildings- Abundant status markers
- Self-decorated, warm spaces, open to children, animals, nature- No status markers
2. Meetings (Many meetings but few meeting practices) - Specific meeting practices to keep ego in check and ensure everybody’s voice is heard
3. Decision-making - High up in the pyramid- Any decision can be invalidated by hierarchical superior
- Fully decentralised based on advice process (or on holacratic decision-making mechanisms)
4. Conflicts (Conflict often glossed over, no conflict resolution practices) - Regular time devoted to bring to light and address conflicts- Multi-step conflict resolution process- Everyone trained in conflict management- Culture restricts conflict to the conflicting parties and mediators; outsiders are
not dragged in
5. Information Flow - Information is power and is released on a need-to-know basis- Secrecy toward the outside world is the default position
- - All information available in real-time to all, including about company financials and compensation
- Total transparency invites outsiders to make suggestions to better bring about purpose
6. Values (Values often only a plaque on the wall) - Clear values translated into explicit ground rules of (un)acceptable behaviours to foster safe environment
- Practices to cultivate discussions about values and ground rules
7. Reflective Spaces - Quiet room- Group meditation and silence practices- Large group reflection practices- Team supervision and peer coaching
8. Mood Management - Conscious sensing of what mood would serve the organisation’s purpose
9. Community Building - Storytelling practices to support self-disclosure and build community
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Major Organisational Processes
Orange Practices Teal Practices1. Purpose (No practices to list to the purpose; self-preservation against
competition is the key driver of decision-making)- Organisation is seen as a living entity with its own evolutionary purpose- The concept of competition is irrelevant; “competitors” are embraced to pursue
purpose- Practices to listen into the organisation’s purpose
- Everyone’s a sensor- Large group processes- Meditations, guided visualisations etc- Responding to outside prompting
2. Strategy Strategy course charted by top leadership - Strategy courses organically from the collective intelligence of self-managing employees
3. Innovation and Product Development
- Outside in: customer surveys and segmentation define the offer- Client needs are created if necessary
- Inside out: offer is defined by purpose- Guided by intuition and beauty
4. Supplier Management Suppliers chosen based on price and quality - Suppliers chosen also by fit and purpose
5. Purchasing and Investments
- Authorisation limits linked to level in hierarchy- Investment budgets steered by top management
- Anybody can spend any amount provided advice process is respected- Peer based challenging of team’s investment budget
6. Sales and marketing - Brands positioned to fit consumer segmentation (outside in)- Sales force driven by targets and incentives
- Marketing as a simple proposition: this is our offer to the world (inside out)- No sales targets
7. Planning, Budgeting and Controlling
- Based on “predict and control”- Painful cycles of mid-term planning, yearly and monthly budgets- Stick to the plan is the rule, deviations must be explained and gaps
closed- Ambitious targets to motivate employees
- Based on “sense and respond”- No or radically simplified budgets, no tracking of variance- Workable solutions and fast iterations instead of searching for “perfect”
answers- Constant sensing of what’s needed- No targets
8. Environmental and Social Initiatives
- Money as extrinsic yardstick: Only if it doesn’t cost too much initiate- Only the very top can begin initiatives with financial consequences
- Integrity as intrinsic yardstick: What is the right thing to do?- Distributed initiative taking, everyone senses the right thing to do
9. Change Management - Whole arsenal of change management tools to get organisation from A to B
- (“Change” no longer a relevant topic because organisation constantly adapts from within)
10. Crisis Management - Small group of advisors meet confidentially to support CEO in top-down decision making
- Communication only when decision is made
- Everyone involved to let the best response emerge from the collective intelligence
- If advice process needs to be suspended, scope and time of suspension is defined
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What are the barriers to Holacracy in your organisation?
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"For the past 33 years, I have looked in the mirror every morning and asked myself: 'If today were the last day of my life, would I want to do what I am about to do today?' And whenever the answer has been no for too many days in a row, I know I need to change something."
Steve Jobs
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What’s your action plan?
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DEVOPS AND AGILE
How can Ranger4 help?
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DEVOPS AND AGILE
“If only we knew what we know.”
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DevOps Transformation Services
Discovery• LiftOff Workshop• Assessment• Toolchain Review
Transformation• Coaching• VSM• Process Mapping• The Phoenix Project
Game• Toolchain Build• Change Workshops
Mastery• DevOps Foundation• Agile Service
Manager• Agile Process Owner
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BeDevOpstastic
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To Review After the Workshop
• The Phoenix Project (book by Gene Kim, George Spafford and Kevin Behr)
• The Brain at Work (book by David Rock)• Reinventing Organisations (book by Frederic
Laloux)• Brian Robertson TED Talk• Simon Sinek TED Talk• Dan Pink TED Talk• Spotify Engineering on YouTube
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