While helping a range of different organizations with their DevOps transformations, I’ve ran into a challenge explaining what does the adoption of a true DevOps culture means to the whole organization. It was challenging to articulate why, when the transformation applied only to a portion of the organization, will not only yield slim results, but, in many cases, may bring more harm to the organization than good. Finally I’ve came up with a model which can explain the dynamics of such transformations as well as to expose the failures of incorrect transformations. This model heavily relies on the Value Chain Mapping technique evangelized by Simon Wardley.
The value chain, I’m using, is a depiction of an abstract organization/company containing all of the major necessary stages needed to make a software product and to deliver it to the end customers. You’re welcome to adjust the value chain to reflect your own organization, but, the model will still preserve all the major chain elements and will have the same behavior.
In this article we’re talking about the transformation model for the companies that ARE looking for agility and adoption of the DevOps culture. This transformation is not for everyone. Stop here if the organizational agility is not applicable to your company. Continue reading if you want to understand the key moving forces and to devise methods achieving your organizational transformation success.