DOES20

@jon_moore (Comcast), @scottprugh (CSG), @RossClanton (American Airlines), @ieslick (US Bank)

DevOps transformations work on the "architecture" of the organization. I think there is a lot of overlap in the concepts and work (scaling, coordination, systems thinking, etc.)

As @nicolefv says, "architecture matters, technology doesn't". Architects are always taking the systemic point of view, which is also the 1st way of DevOps! It's a natural fit.

It might also be a sign that the old battle of "Agile" versus "Architecture" is finally subsiding.

@jon_moore that's a very hopeful view!

seeking and promoting feedback, banning 'experts', no stupid questions

First and foremost, show its okay to fail. Show yourself failing. Be humble. Demonstrate what you learned.

Learning demands vulnerability. When we authentically learn, we take a risk that we'll learn something about ourselves that changes our self-image. If you want to build a learning culture, you first have to build a culture of care. Care makes learning safe.

Some routine of sharing recent learning within teams, across teams

It might seem silly, but just ask: "what did we learn last week/sprint/year?" a lot.

I like asking the question "what should we swarm on next?" That provides the frame that we have joint problems that we need to learn how to solve.

We used to set aside time specifically to get this ball rolling. At our regular onsites, teams would present something to the rest of the company either about their work, or something the found interesting. When the bar to sharing is low, more people step over it.

What @jon_moore said... :). You have to show people that learning is valued and it's important.

Show them the connection between flexibility and resilience. How those who find ways to revel in the unknown mathematically end up doing better and being happier than those stuck in the fear of risk.

Change isn't something you accept--it's something you create. If teams aren't creating change themselves, then it's not a transformation.

get them to propose it

Show the how change brings in value, and how their/customers life will shift to the better.. nothing drives change more than alignment

Don't surprise them; sell the benefits of the change; make sure they have support to make the change (training, time, budget).

teams are eager to change when they feel they have a voice. If they aren't being listened to, why should they accept it?

More importantly still, show them how change binds them and how resilience is part of their #PsychologicalSafety team magic and they'll ask for more opportunities to change course!

I've found so much more success with embedding continuous change and improvement when the focus is not a KPI but reducing friction and stress in the workplace and getting everyone focused on how much easier they can make their colleagues jobs

I always lead with Kaizen. We can always get better right? If you think that the way things are working are the best they could ever possibly be, then you should definitely not change anything. ;)

build a movement. Grow energy and excitement around change. Make it fun, reward those that are changing, and more of the late adopters will start to pivot.

Empathize with them. Show them that you understand the things that are causing them pain now and that you're open to change, but to do it you need to work together. Make the discussion engaging - whiteboards, post-its, whatever drives excitement in the team

Also, the Kotter steps are a good template for that. In fact @short_louise is giving a talk on that exact thing right now at @DevOpsNotts!

I'm looking forward to participating in a live Q&A over slack while people watch my pre-recorded talk. I've never done that as a speaker before.

The seniority of the speakers are amazing — and agree @RossClanton that it'll be so interesting to see how dynamics change w/perspective of senior leaders!

@realMattKParker It is huge fun! Both as a speaker and as an audience member.

I'm excited to see the senior leaders (Biz & IT) speak and see what kind of impact that will have for the community

me too, hoping the Biz leaders stick around to learn too

I'm looking forward to three days being immersed in with the DOES audience, a tribe of people who all care about getting better.

I've heard so many great things about the interactions on Slack. I've been prepping my links and *polls* to really have a great interaction during my talk.

@davemangot You've prepped them already?! Blimey!

@DuenaBlomstrom I love to move things to Done. :) Who doesn't??

Yes, so excited about the #does20 programming! So delighted to share the lineup with y'all!

It's like all the talks I've wanted to see, but haven't gotten around to, with some of the latest content. Will be a great mix and a valuable 3 days.

You don't. If you're starting with a position that you want others to "buy into", you've already lost. If you want someone to change, you have to make it *there* idea.

Have them read the Accelerate State of DevOps report and furnish them with a handout of the financial figures of the respondents. “That’s what they do. This is how they’re winning.” Really have them read it though, stand by their shoulder. Sending links won’t do!

Convince them with real use cases! Living examples of other enterprises doing great transformations works the best!

All leaders (and humans!) want to know what's in it for them and the business. Now that we've got great stuff like Accelerate, that's not hard to do!

I've had the most success with the "roadshow" : meeting the members of the senior leadership team in 1on1 settings. You are more likely to be able to target your pitch to their individual interests and questions, and you can often get more candid feedback this way.

by focusing on business problems with the transformation as the means, not the end.

@jon_moore I'm so excited that you're sharing your philosophies about the role of the Chief Architect at #does20 — it's fascinating for me to see the spectrum of "gentle nudge" to "everyone must."

I don't see buy in as a huge challenge (who doesn't want move value, cheaper, better, faster). It's the lean in that leaders need to do, their words, actions, etc., to champion and support the change throughout the org thats a bit harder.

helping leaders understand how their role and approach needs to change will help with the lean in..

Small and quick wins might get you some interest from sponsoring parties, however when it comes to bigger changes and sustained efforts, it'll be easier if you find a strong champion that is already promoting other isolated initiatives to solve the issues that DevOps addresses

Ji everyone

Glad to be here!

@realMattKParker glad to have you!

@Ben_Grinnell hey Ben!