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After watching this video, you will be able
to:

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Describe how major companies are embracing
DevOps and recognize that DevOps requires

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a cultural change.

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DevOps takes a completely different mindset
so you must first unlearn what you have learned.

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To really embrace the culture of DevOps you
must unlearn your current culture.

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It is easier said than done.

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For companies that are startups who are not
steeped in enterprise culture, it is easier.

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New startups begin with a new culture, but
the big enterprise businesses must unlearn

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what they have learned and change their ways.

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This is extremely difficult to do.

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But consider this: What if you could fail
fast and rollback quickly?

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You could limit your blast radius of a change.

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You could put something out into production
and if it goes wrong, it doesn't bring the

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whole system down by limiting the blast radius
of that change.

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What if you could test in market instead of
second-guessing and analyzing?

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Companies do this all the time.

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They will be A/B testing and you will say
to your friend, “Hey, did you see that widget

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on the website?

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You click on that thing in and it...”

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And your friend is looking at you like, “What
are you talking about?”

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Your friend didn’t see it, they didn’t
see any widget.

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Your friend doesn’t see it because the site
was A/B testing.

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You were in the A group, they were in the
B group. They did not get to see that new

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widget.

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Companies take a subset of their customers
and show them something new and see how they

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react, instead of trying it out on everyone.

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This is testing in market and it can be very ,very
powerful.

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What if you had an application design that
allowed you to change individual components

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to be replaced?

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You wouldn’t have big bang releases.

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This is how apps like Spotify are designed.

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Spotify is not just one big monolithic app.

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It is a bunch of little microservices.

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They have a recommendation engine, it's a microservice
that shows up on the app. If they want

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to roll out a new recommendation algorithm,
that team can roll that new recommendation

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out without affecting any other part of the
app.

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It might make totally wacky recommendations,
but it’s not bringing the whole Spotify

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service down.

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You just get some recommendations that seem
a little ridiculous, but you are listening

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to your music.

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What do you care?

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These are things that enable you to move fast
in market.

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In 2009, at the Velocity conference, it opened
a lot of people's eyes.

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John Allspaw and Paul Hammond gave their now
famous presentation at the Velocity 2009 conference,

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entitled "10+ Deploys per day – Dev and
Ops Cooperation at Flickr".

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Allspaw was at Flickr at the time, and he
talked about how they are doing 10 deploys

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per day and people's heads exploded - 10 deploys
per day!

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They were happy if they could just get a deploy
out every six months.

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But they were not deploying all of Flickr
10 times a day.

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People did not realize this at first.

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They had a different application design.

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They were deploying little pieces.

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This opened a lot of people's eyes to the
possibility of what could be if Dev and Ops

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worked together to move things out instead
of Ops being the gate for Dev.

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In that talk, they said that in the last week
there were 67 deploys of 496 changes by 18

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people at Flickr.

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And that was back in December of 2008.

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In January 2011, Etsy talked about deploying
to production 517 times that month.

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What they actually said was that in January
2011, a month, they had over a billion views,

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their code was committed by 76 unique individuals
and deployed to production a total of 517

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times.

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I did a little back of the napkin calculation
and estimated that they are deploying every

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25 minutes.

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People were looking at this and saying, “How
are they doing it?”

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Chad Dickerson was the Chief Technical Officer
of Etsy.

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He said that Etsy’s deployment environment
requires a lot of trust, transparency, communication,

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and discipline across the teams.

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He and his teams, working together for a common
goal, not working against each other in silos.

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You might think these are mythical companies,
right?

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These are the sparkly unicorns.

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You could never do this in a big enterprise.

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No way, no how.

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Enterprises cannot change and move that fast.

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They just cannot do it.

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It won’t happen.

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Then in 2016 at the DevOps Enterprise Summit,
which had 1,300 attendees, Gene Kim from IT

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Revolution, and author of The Phoenix Project,
began outlining where the industry stands

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and what is driving DevOps adoption in the
enterprise.

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You had major companies, like Ticketmaster,
Nordstrom, Target, USAA, ING.

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Major retail companies, insurance companies,
banks… standing up and singing the praises

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of DevOps.

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This is when other enterprises started to
notice this "DevOps thing" was not just for

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startups.

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It actually works in big enterprises.

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Ticketmaster talked about 98% reduction in
mean time to recovery.

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Traditional IT is measured in mean time to
failure, but DevOps is all about mean time

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to recovery.

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Stuff is going to fail.

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How quickly can you recover is the question?

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Nordstrom had achieved 20 percent shorter
lead times.

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Target’s full stack deploy went from three
months to minutes.

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Obviously, they did a lot of automation.

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Sometimes that three months is not all work.

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Sometimes the three months is having to go
before a change review board, and they only

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meet the first Tuesday of every month and
today is the Wednesday after that Tuesday,

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so I have to wait another whole month to get
something reviewed.

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This is how big corporations work.

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If you want to move faster, you have to break
down those barriers and to push changes faster.

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USAA releases went from 28 days to 7.

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That is pretty good: from a month down to
a week.

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And ING has 500 applications teams doing DevOps.

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CSG went from 200 incidents per release down
to 18.

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That's amazing.

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These are major companies that are singing
the praises of DevOps at the DevOps Enterprise

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Summit back in 2016.

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People were starting to take notice.

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This is not just the unicorns anymore.

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So, how are they doing this?

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What is their secret?

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Is it some magic tool? ...and where can I
buy it?

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No!

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They have embraced the DevOps culture.

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It is not a tool that they bought.

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It is not some procedure that they follow.

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They actually changed the culture of their
company, something very hard to do but necessary

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to gain the advantages that DevOps has to
offer.

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Until and unless you change the culture of
your company, you will fail at attempting

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DevOps because DevOps is not about tools.

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It's about trust, transparency, communication,
coordination, and discipline.

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You can't buy DevOps in a box.

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In this video you learned:
The impact of John Allspaw’s “10+ Deploys

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per Day – DevOps at Flickr” in 2009.

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And that DevOps is a cultural change that
requires trust, transparency, and discipline

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across teams.