DevOps and Business

Chapter 8. Conclusion

The principles described in this report have been successfully used by IT groups to streamline intergroup communication and improve operational efficiency for technical groups. But technology is useless unless it supports business needs. The same principles can (and should) be applied across all the teams to improve organizational value.

As with any major organizational shift, this one is not without challenges. As a DevOps leader championing change from a grassroots angle, especially if you do so without full executive support, you would likely see resistance to change from various groups. You might encounter reactions ranging from direct dismissal of proposed ideas to unwillingness to share information, to refusal to include IT in nontechnical matters. Resistance to change is a normal human reaction; the onus will be on you to educate each group about the benefits this change will bring them.

Perhaps the best method to nontechnical groups excited about DevOps is to show success, even a small one. Find a point of frustration for that group or a person and improve on it. Whether it’s automating a report for finance, creating an online form for HR to replace email submissions, or adding a direct line of communication for sales. Small wins help to build organizational trust in you and in your process, and encourage people from different groups who have benefited from these wins to champion for change.

In this report, I’ve talked about the need for a business-first ...