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The Developer Platform

By Rosalind Radcliffe, Charles Betz, Betty Junod, Ravi Maduposu, Luke Rettig, Mark Imbriaco, Levi Geinert

Run Your Platform like a Business within a Business

This paper discusses the emerging concept of the developer platform. It is written for senior leaders, especially on the infrastructure and operations (I&O) side of large enterprises. It has never been easy being an I&O leader. As vividly portrayed in The Phoenix Project, traditional infrastructure organizations are often overloaded, surprised by development initiatives, and prone to destructive multitasking and queuing issues. Infrastructure organizations bear the brunt of criticism from developers and other enterprise stakeholders; their lack of responsiveness leads to frustration. This can result in developers seeking greener pastures elsewhere.

This paper will examine what “good” looks like in terms of current developer platforms and the ways in which many organizations fall short. It will cover how to realize the value of a developer platform from engineering, product, and business perspectives.

This paper provides guidance on: what it takes to extract value from a platform, recommendations of approaches and techniques, model for maturation and scale case studies of enterprises sharing their experience

  • Publication Date September 27, 2022
  • Pages 13

Features

  • Clear Guidance

    This paper provides guidance on what it takes to extract value from a platform, including clear recommendations of approaches and techniques.

  • Case Studies

    This paper is full of case studies to help organizations see how others have successfully created their developer platform.

  • Expert Authors

    This paper is written by experienced leaders across industries who have led large transformations in enterprises across industries.

  • All Levels

    Change Agents can come from anywhere on the org chart. This paper directly provides guidance on how to lead change no matter your role or title.

About the Resource

This paper discusses the emerging concept of the developer platform. It is written for senior leaders, especially on the infrastructure and operations (I&O) side of large enterprises. It has never been easy being an I&O leader. As vividly portrayed in The Phoenix Project, traditional infrastructure organizations are often overloaded, surprised by development initiatives, and prone to destructive multitasking and queuing issues. Infrastructure organizations bear the brunt of criticism from developers and other enterprise stakeholders; their lack of responsiveness leads to frustration. This can result in developers seeking greener pastures elsewhere.

This paper will examine what “good” looks like in terms of current developer platforms and the ways in which many organizations fall short. It will cover how to realize the value of a developer platform from engineering, product, and business perspectives.

This paper provides guidance on: what it takes to extract value from a platform, recommendations of approaches and techniques, model for maturation and scale case studies of enterprises sharing their experience

Rosalind Radcliffe
Charles Betz
Betty Junod
Ravi Maduposu
Luke Rettig
Mark Imbriaco
Levi Geinert
1 7
Rosalind Radcliffe

Rosalind Radcliffe

IBM Fellow, CIO DevSecOps CTO

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Charles Betz

Charles Betz

Research director, analyst, architect, author. I talk to a lot of people about how digital and IT organizations operate at scale.

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Betty Junod

Betty Junod

Vice President Product Marketing Vice President Product Marketing VMware

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Ravi Maduposu

Ravi Maduposu

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Luke Rettig

Luke Rettig

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Mark Imbriaco

Mark Imbriaco

Senior Director of Engineering at Epic Games

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Levi Geinert

Levi Geinert

Levi is currently SVP, and Head of Engineering Advocacy and Innovation at U.S. Bank, where he is responsible for supporting, and refining the DevOps and software engineering practices, patterns, and tools to better support our Product, Agile, and DevOps ways of working. He has held multiple roles including leading the Developer Experience product engineering and agile teams. He advocates for developers, empowers engineers, and strives to create an environment of psychological safety to create an engineering culture. Prior to the Bank he was a Director of Engineering in the Target Dojo, after transitioning from Principal Engineer and helped to operate the Target Dojo which successfully helped drive Agile, DevOps, and Product adoption across Target.

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