there is no talent shortage Andrew Clay Shafer @littleidea DEVOPSDAYS DOWN UNDER 12 JULY 2013
start with history
you can either easily manage complex systems at scale... or you can’t...
3 people developer sysadmin 2008
more people developer sysadmin 2013
confession: I was never particularly passionate about operations
confession: I was never particularly passionate about development
I was paid to develop
I am easily impassioned
I became fascinated with the dynamics of high performance
fascinated with the dynamics of high performing organizations
and the individuals that comprise them
mentally and physically unprepared for reality
the game had changed
In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market
the game had changed
the game has changed
10 deploys a day 50 deploys per day understand the flow of work all about culture what about ITIL? all about the business the game has changed quit your job feedback and visibility measure everything infrastructure is code antifragile tools really do matter continuous this, that, and the other
the game has changed
What should we DO? Who should we HIRE? the game has changed We can never do that! devops isn’t working! WE CAN’T FIND TALENT!
the game has changed A WAR FOR TALENT!
the game has changed What makes the difference?
devops doesn’t work people do
a word about jobs stone cutting doesn’t work?
Three Stone Cutters “I’m paid to cut stones” “I use special techniques to shape stones in an exceptional way, here let me show you.”
I build cathedrals. a sense of purpose
dev ops we reduce people to their job
we talk about culture like culture is a checkbox on a list
we talk about culture then abstract everything into boxes with labels
we talk about culture then hire based on a laundry list of buzzwords
‘commitment’ ‘values’ ‘vision’ we talk around culture ‘cultural fit’ ‘motivation’
do we cultivate culture?
do we cultivate individuals? this is the original meaning
incentives and behaviors the games people play
game theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers
rational chooses to maximizing utility function
Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally.
Pareto Efficiency an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off
Pareto Inefficient Nash Equilibrium possible to make an individual better off without making any individual worse off no one will change their strategy
Pareto Inefficient Nash Equilibrium until the game changes
you are either building a software business... or you will be losing to someone who is...
everyone is starting to understand this
you are either building a learning organization... or you will be losing to someone who is...
organizational learning “a dynamic process of creation, acquisition and integration of knowledge aimed at the development of resources and capabilities that contribute to better organizational performance” “support the acquisition of information, the distribution and sharing of learning, and that reinforce and support continuous learning and its application to organizational improvement” “Thus, organizational learning culture is under constant construction, moving along an infinite continuum towards a harmonious learning environment”
7 dimensions of Organizational Learning
continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
inquiry and dialogue an organization’s effort in creating a culture of questioning, feedback, and experimentation
team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams
empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank
embedded system establish systems to capture and share learning
system connection actions to connect the organization to its internal and external environment
strategic leadership the extent to which leaders act strategically using learning to create change