DOES20

@jon_moore has the most amazing story about how they were able to able to enlist finance to enable technology teams to do amazing things!!!

I honestly don't know.

I don't find myself convincing Finance; it's usually convincing the people who own the budget, in reality. But Finance can be excellent thought partners--enlist their expertise to HELP you and make sure your business case holds water.

If your transformation proposal is a "PR" against your company's operating code, then have Finance be the code reviewers.

In our case Finance felt IT was drunk and disorderly with our money. As they saw how product based funding can give full financial transparency in to how the money was actually being spent, they were ready to lead our change to a new product based funding model.

I've just demonstrated a five fold increase in build progress in 6 months during Covid through better collaboration and ways of working. Now they are on board! Never really managed to do it ahead of having and example to show though

Finance can be like Security, the place where people say No. With the right finance team, like the right security team, we can apply DevOps principles to show Finance how they can empower the business to succeed.

I've always found it super interesting to watch how CEOs interact with their CFOs — at a distance, it looks like the CFO is there to "keep us from doing stupid things."

..."the one thing that would make me look for another job is..."

What a great way to get people primed to talk about problems, and overcome the habits of keeping it to themselves (either out of habit, fear of retribution/offending people/etc.)

She says that these warm-up exercises helped people get in the habit of complaining!

I wonder if you have to be careful about soliciting more complaints than you have bandwidth to fix?

@jon_moore I like the honesty firehose :) Here's the video/article on How To Organise a Team B!tch Fest
https://www.linkedin.com/pulse/how-organise-team-b...

adding a Slack channel to connect speakers and attendees show how remoteness has added some affordances, not just taken them away. I wouldn't want to give up live events, and I wouldn't want to give up the channel of live interaction.

If I could watch the talks I'm interested in and ask the questions they throw up I'd need a six day conference so its great but needs amazing focus/time management

I have no idea but I'm excited to try it out this year. It will be kinda cool to interact with folks live in slack while my talk is live.

having worked with distributed teams since 2001, beyond excited to see more people discovering #remotework can work. Done right, it's incredibly powerful. It will be interesting to see the balance when things are "normal". Distributed teams still need in-person time.

I'm honestly wondering how all this will affect physical conferences when they finally return! I hope some of these amazing dynamics will be brought there! cc @RossClanton

@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??