DevOps Pro seminar

"How to become a high performing organisation". Covers some of the themes that mean organisations have to change, some approaches and principles to focus on, and a few stories along the way.

Transcript

1. How to be a high-performing organisation James Stewart james@jystewart.net @jystewart
3. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
4. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
5. Communications tools don't get socially interesting until they get technologically boring. Clay Shirky Here Comes Everybody
6. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
7. @jystewart In a recent survey of over 10,000 consumers from around the world, 78% of consumers said it is ‘somewhat or very important for a company to be transparent.’ And 70% said that ‘these days I make it a point to know more about the companies I buy from’ http://trendwatching.com/quarterly/2017-03/truthful-consumerism/transparency/
8. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
9. In the first three months after the NCSC was created, the UK was hit by 188 high-level attacks that were important enough to warrant NCSC involvement. Not that many of them were terribly sophisticated though. Ciaran Martin, NCSC https://www.ncsc.gov.uk/news/defending-borders-your-business-digital-era
10. One of these attacks is not a strategic national risk. Hundreds of thousands of them constitute a strategic risk to economic prosperity because people will lose confidence in the digital economy. So large scale commodity cyber attack is the second reason Governments care about cyber security and it’s the main threat most people face in their everyday personal and professional lives. Ciaran Martin, NCSC https://www.ncsc.gov.uk/news/defending-borders-your-business-digital-era
11. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
12. I w I w well over half of US tobacco sales happens at gas stations, and there are meaningful indications that removing distribution reduces consumption - that cigarettes are often an impulse purchase and if they're not in front of you then many smokers are less likely to buy them. Car crashes kill 35k people a year in the USA, but tobacco kills 500k. Benedict Evans, A16Z http://ben-evans.com/benedictevans/2017/3/20/cars-and-second-order-consequences Photo - https://www.flickr.com/photos/memestate/3381786500
13. Changing user expectations Hyper-transparency Cyber threat Financial pressure Fight for skills
14. Talent wars will decide the winners and losers in the next decade. Getting access to and unleashing the motivation and discretionary effort of great talent is arguably the most important job of leaders in all areas of every business and government agency Dave Aron & Richard Davies, Leading Edge Forum https://leadingedgeforum.com/publication/unleashing-digital-talent-report/
15. “Software that treats people like people, not like cogs in the machine” techblog.netflix.com/2017/02/introducing-netflix-stethoscope.html
16. Our principle challenge is not to decide where we want to go but rather to stay upright as we go there. Clay Shirky Here Comes Everybody
17. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
18. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
19. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
20. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
21. @jystewart https://twitter.com/amontalenti/status/831972243660034048 @jystewart
22. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
23. https://thenewkingmakers.com @jystewart
24. Purpose, mission, strategy Situational awareness Manageable overheads Freedom to collaborate Impetus to change
25. And then there’s competition…
26. Every decision shapes culture
27. Good culture won’t tolerate bad strategy Good strategy accounts for and improves culture
28. @jystewart • Build quality in • Work in small batches • Computers perform repetitive tasks, people solve problems • Relentlessly pursue continuous improvement • Everyone is responsible https://continuousdelivery.com/principles/
29. GDS
30. https://www.gov.uk/design-principles & https://www.flickr.com/photos/psd/9120523574/
33. GDS Unclassified Protect Restricted Confidential Secret Top Secret IL0 IL1 IL2 IL3 IL4 IL5 IL6 & & baseline control set, accreditation, assurance, SIRO, RMADS, IAO, GPG, CIAN, PGA, CLAS, (business) impact level
34. Ministers are accountable for everything produced by their departments, so you need to show them your service before it goes live. https://www.gov.uk/service-manual/service-standard/test-with-the-minister
35. National Cyber Security Centre
36. @jystewart No more than seven words per line Minimum font size of 36pt GDS GDS GDS @jystewart
37. Moving vehicle safety to the cloud
38. In each case there was a clear mission and a big goal
39. https://flic.kr/p/dSQB4h @jystewart
40. things Make open, it makes things better Look outwards & understand purpose
41. Observe, orient (measure)
42. Agree outcomes, devolve decisions
43. Think global, act local
44. Reflect, learn, adapt. Together.
45. Thank you James Stewart james@jystewart.net @jystewart
46. @jystewart • Build quality in • Work in small batches • Computers perform repetitive tasks, people solve prob • Relentlessly pursue continuous improvement • Everyone is responsible ( Jez’s pricinples - https://continuousdelivery.com/principle