The objective of this paper is to identify the individual(s) that could be considered critical to the organization and are the lone holdouts to the DevOps transformation. These holdouts are often longer term employees that have historically experienced false starts around transformational change. These failed attempts at driving toward a new framework or culture may have disenfranchised the individual contributors and caused them to withdraw from supporting the efforts.
This paper will seek to identify practical approaches to categorizing the personalities of the resistant individuals and help identify a clear path that will align them closer to the movement. Developing an understanding of the root cause of the behavior will be derived through the evaluation of incentives, drivers, fears, and the contextual knowledge of the employee. The approach must be lightweight, easy to implement, non-destructive/non-threatening, and provide value to transformation.
Pauly Comtois, VP DevOps, Hearst
Chris Hill, DevOps Manager, Jaguar Land Rover
Scott Nasello, Senior Manager, Platforms & Systems Engineering, Columbia Sportswear
Avigail Ofer, Electric Cloud
Anders Wallgren, CTO, Electric Cloud
Publication: June 27, 2017