A Journey to Digital Transformation (Part 2): DevOps, Culture, People, ProcessMichael Cardy

Chief Strategist Red Hat Canada@realmikecardyhttps://www.linkedin.com/in/michael-cardy/

Red Hat’s Unique Point of View

OUR WHY:Because open unlocks the world’s potential

OUR BUSINESS:Red Hat is an enterprise-class software company

with an open source development model

DRIVEN BY:Our People & Culture

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Start with WHY

Simon Sinek - “Start with WHY”

Golden Circle

DevOps

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Origins of DevOps

● Convergence of Philosophical and Management Movements

● Lean Manufacturing, Theory of Constraints, Agile Software, Agile Infrastructure, Toyota “Kata”

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Origins of DevOps

10 deploys per dayDev & Ops cooperation at Flickr

John Allspaw & Paul Hammond Velocity 2009

Toronto

DevOps

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● Apply Lean Principles to IT Value Stream

● Not just a technology problem● Technology is the easy part● Movement

INSERT DESIGNATOR, IF NEEDED8

What is DevOps? And DevSecOps?

[1] https://theagileadmin.com/what-is-devops/[2] https://upload.wikimedia.org/wikipedia/commons/0/05/Devops-toolchain.svg, by Kharnagy (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons[3] http://www.devsecops.org/blog/2015/2/15/what-is-devsecops

“DevOps is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support.”[1]

“The purpose and intent of DevSecOps is to build on the mindset that ‘everyone is responsible for security’...”[3]

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The Core, Chronic Conflict“THE CORE, CHRONIC CONFLICT” – DR. ELIYAHU M. GOLDRATT, “WHEN ORGANIZATION MEASUREMENTS AND INCENTIVES ACROSS DIFFERENT SILOS PREVENT ACHIEVEMENT OF GLOBAL, ORGANIZATIONAL GOALS”

Specifically in IT:

DIAMETRICALLY OPPOSING GOALS AND INCENTIVES BETWEEN DEVELOPMENT AND OPERATIONS:•RESPOND TO THE RAPIDLY CHANGING COMPETITIVE LANDSCAPE (Dev)•PROVIDE STABLE, RELIABLE AND SECURE SERVICES TO THE CUSTOMER (Ops)

Source: The DevOps Handbook - Gene Kim, Jez Humble, Patrick Debois, & John Willis

● Systems Thinking● Constant Learning● *Feedback loops

DevOps Principles

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GENERAL DISTRIBUTION11

1. Fast Flow

2. Feedback loops

3. Constant Learning & Experimentation

DevOps Principles

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Yerkes-Dodson Law - Simple Tasks Sustain Performance

https://en.wikipedia.org/wiki/Yerkes%E2%80%93Dodson_law

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Anxiety Size = Batch Size

ComplexUnfamiliar

Difficult

Arousal Performance

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“Culture eats strategy for breakfast” - Peter Drucker

Culture

- Dr. David Bray, Exec Director, People-Centered Internet

At the end of the day, when we talk about technology change —whether it’s the Internet of Everything, big data, or machine learning —

it’s really about people and organizationalcultures, first and foremost.

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- Dr. David Bray, Exec Director, People-Centered Internet

Then it’s about how those people

get stuff done together …

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Culture

“A culture is defined as the organisation’s pattern ofresponse to the problems and opportunities itencounters.”

- Dr. Westrum

Source: “A typology of organisational cultures”, Dr. Robert Westrum - Quality and Safety in Health Care 2004

“The most critical issue for organisational safetyis the flow of information.”

“...information will provide the glue that keepsthe team focused and coordinated.”

“The culture, then, represents those habits ofthought and action by changing the culture, virtually

everything can change—trust, openness, confidence, andeven competence.”

“Conscience Inquiry”19

Safety Culture - Conscience Inquiry

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One Of The Highest Predictors Of Performance

One Of The Highest Predictors Of Performance

Cultures with Requisite Imagination - Dr. Ron Westrum

How Organizations Treat Information

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1765804/

An Example of Organizing Teams

Create shared consciousness in your organization by sharing information building genuine relationships and trust

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Other Side Of Innovation

IdeaLeader

Team+Plan

InnovationExecutives driving results over learning drive failure

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Google Project Aristotle • Psychological Safety: refers to an individual’s perception of

the consequences of taking an interpersonal risk• Dependability:members reliably complete quality work on time• Structure and Clarity:individual’s understanding of job

expectations, the process for fulfilling these expectations• Meaning:Finding a sense of purpose in either the work itself or the

output is important for team effectiveness• Impact: results of one’s work, the subjective judgement that your

work is making a difference, is important for teams.

http://www.cs.cmu.edu/~ab/Salon/research/Woolley_et_al_Science_2010-2.pdfSource: https://rework.withgoogle.com/print/guides/5721312655835136/

OPEN SOURCE IS MORE THAN CODE. IT’S CULTURE.

OPEN SOURCECULTURE

Engaged communitiesmore rapidly adapt change

Transparency forces honesty and authenticity

Open standardspreserve business agility

Shared problems are solved faster

Manifested in many ways:● Collaborative Communication

Platforms (Slack)● Meetups, User Groups, etc.● Modernize HR policies to allow

associates to participate in this activities

Ensure Open Source Policy is up to date

● Allow for code sharing and collaboration across government/industry

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THE OPEN ORGANIZATIONJIM WHITEHURST, RED HAT CEO

CONVENTIONAL ORGANIZATION“TOP DOWN”

OPEN ORGANIZATION“BOTTOM UP”

WHAT

HOW

WHY

WHAT

HOW

WHY

SETTING DIRECTION

GETTING THINGS DONE

MOTIVATING AND INSPIRING

COMMAND ANDCONTROL

CENTRALPLANNING

TITLE ANDRANK

HIERARCHY

PROMOTIONAND PAY

CATALYZINGINCLUSIVE

DECISION-MAKING

MERITOCRACY LET THESPARKS FLY

PURPOSEAND PASSION ENGAGEMENT

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People

"Open-source software (OSS) industry saturation is complete: Today, 95% of mainstream IT organizations leverage nontrivial

open-source software assets within their mission-critical IT portfolios — whether they know it or not."

Gartner, Hype Cycle for Open Source Software 2016

[1] Driver, Mark. Gartner Hype Cycle report, Hype Cycle for Open-Source Software 2016, July 2016. #G00308949

Use Open Source as a Talent Management Solution

Create a Culture of Innovation

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Open Source DevelopmentDrives Rapid Innovation

Build Your Own

Communities

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Using Open Source as a Talent Solution

SOURCE: How Open Source Tech Helps Feds Solve Workforce Turnover Issues

OPEN SOURCE CAN HELP BRIDGE THE KNOWLEDGE & SKILL GAP AND HELP TEAMS:

● Capture & preserve information for current and future use

● Facilitate “automation” across systems● Reduce vendor lock in● Spur the creation of an innovative culture

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Process

Show us. We need a way to experience Red Hat technology and culture

in a tangible, hands-on way …

- Red Hat Strategic Advisory Board - 2015

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OPEN INNOVATION LABSOPEN SOURCING OUR DNA TO ACCELERATE APPLICATION DEVELOPMENT

MISSION

VISION

To accelerate the delivery of our customer’s innovative ideas, and createinfectious enthusiasm for building applications the Red Hat Way, by leveraging

community-powered innovation to deliver an outstanding labs experience.

To empower our customers to deliver the most innovative softwaresuccess stories of the 21st century.

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CONFIDENTIAL - FOR INTERNAL USE ONLY

DISCOVERY SESSION

AGENDA

RESULTS

In a 1-day no cost session, the client and Red Hatter work together to scope Labs and make Red Hat sticky.

• Understand business priorities and IT landscape• Identify future state objectives• Define value hypothesis• Define minimum viable product to build in Lab

• Well-documented consulting proposal + SOW• Clear understanding of objectives• Established credibility and thought leadership

INTERATE ENABLE

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CREATE THE SPACETO INNOVATE

RAYMOND YEESchool of Athens

https://www.flickr.com/search/?license=4%2C5%2C6%2C9%2C10&ad-vanced=1&text=the%20school%20of%20athens

Original image: https://en.wikipedia.org/wiki/File:Sanzio_01.jpg

Call to Action • Consider Open Innovation Lab with your Account

Executive• Open Organization by Jim Whitehurst• Reach out to me on Social Media:

• https://ca.linkedin.com/in/michael-cardy• #realmikecardy• mcardy@redhat.com• Subscribe to the Red Hat Canada Youtube

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THANK YOU