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DevOps: Embrace Failure & Change
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rbias570
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rbias570,
User Rank: Apprentice
4/29/2014 | 1:05:47 PM
Re: Inherent Tensions
Breaking down the logjam between developers and operators is not a pipe dream.  Fidelity Investments was able to do exactly this and several other large enterprises I cannot name are already in the process.

This is an evolve or die moment.  Enterprises that make this change will move forward into the new world and those who don't will die.  Fixing this disconnect is no longer an option.

Here's more from Forrester on why business agility is now an overriding concern:

http://blogs.forrester.com/craig_le_clair/13-09-09-make_business_agility_a_key_corporate_attribute_it_could_be_what_saves_you
ReturnoftheMus
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ReturnoftheMus,
User Rank: Ninja
4/29/2014 | 12:57:55 PM
Are you sure this sends the right message?
I'm all for embracing change, but failure?

Well I guess there's no shortage of well documented IT project failures and a lot of lessons learned, so maybe we do need more failures so we can learn more lessons, but at what cost? 

I'm already thinking of setting up my own Risk Management Consultancy Practice :-)  
Drew Conry-Murray
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Drew Conry-Murray,
User Rank: Strategist
4/29/2014 | 11:38:16 AM
Inherent Tensions
Greg Ferro has a similar idea in the network space, which he calls "babies and dolls." Today's network infrastructure is like a baby--very needy, requires constant care and monitoring and is expensive to keep up. What we need are dolls: cheap, easily replacable components that we can get rid of when they've stopped being useful.

I think the problem with your vision, however, is that the tension you highlighted early in your article--creating value vs. managing risk--still exists in most organizations, and that's going to be a very difficult tension to resolve.

Is a CIO really going to go in front of a board and say "We made X investment in a new private cloud model and it failed--but hey, we're taking risks. Isn't that great? Can I have some more money to try again?"

There needs to be some serious changes in incentives and risk tolerance, starting at the top of the organization. It doesn't matter if the folks at the bottom are willing to embrace risk if executives won't tolerate it.
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