After watching this video, you will be able to:
Describe how major companies are embracing DevOps and recognize that DevOps requires
a cultural change.
DevOps takes a completely different mindset so you must first unlearn what you have learned.
To really embrace the culture of DevOps you must unlearn your current culture.
It is easier said than done.
For companies that are startups who are not steeped in enterprise culture, it is easier.
New startups begin with a new culture, but the big enterprise businesses must unlearn
what they have learned and change their ways.
This is extremely difficult to do.
But consider this: What if you could fail fast and rollback quickly?
You could limit your blast radius of a change.
You could put something out into production and if it goes wrong, it doesn't bring the
whole system down by limiting the blast radius of that change.
What if you could test in market instead of second-guessing and analyzing?
Companies do this all the time.
They will be A/B testing and you will say to your friend, “Hey, did you see that widget
on the website?
You click on that thing in and it...”
And your friend is looking at you like, “What are you talking about?”
Your friend didn’t see it, they didn’t see any widget.
Your friend doesn’t see it because the site was A/B testing.
You were in the A group, they were in the B group. They did not get to see that new
widget.
Companies take a subset of their customers and show them something new and see how they
react, instead of trying it out on everyone.
This is testing in market and it can be very ,very powerful.
What if you had an application design that allowed you to change individual components
to be replaced?
You wouldn’t have big bang releases.
This is how apps like Spotify are designed.
Spotify is not just one big monolithic app.
It is a bunch of little microservices.
They have a recommendation engine, it's a microservice that shows up on the app. If they want
to roll out a new recommendation algorithm, that team can roll that new recommendation
out without affecting any other part of the app.
It might make totally wacky recommendations, but it’s not bringing the whole Spotify
service down.
You just get some recommendations that seem a little ridiculous, but you are listening
to your music.
What do you care?
These are things that enable you to move fast in market.
In 2009, at the Velocity conference, it opened a lot of people's eyes.
John Allspaw and Paul Hammond gave their now famous presentation at the Velocity 2009 conference,
entitled "10+ Deploys per day – Dev and Ops Cooperation at Flickr".
Allspaw was at Flickr at the time, and he talked about how they are doing 10 deploys
per day and people's heads exploded - 10 deploys per day!
They were happy if they could just get a deploy out every six months.
But they were not deploying all of Flickr 10 times a day.
People did not realize this at first.
They had a different application design.
They were deploying little pieces.
This opened a lot of people's eyes to the possibility of what could be if Dev and Ops
worked together to move things out instead of Ops being the gate for Dev.
In that talk, they said that in the last week there were 67 deploys of 496 changes by 18
people at Flickr.
And that was back in December of 2008.
In January 2011, Etsy talked about deploying to production 517 times that month.
What they actually said was that in January 2011, a month, they had over a billion views,
their code was committed by 76 unique individuals and deployed to production a total of 517
times.
I did a little back of the napkin calculation and estimated that they are deploying every
25 minutes.
People were looking at this and saying, “How are they doing it?”
Chad Dickerson was the Chief Technical Officer of Etsy.
He said that Etsy’s deployment environment requires a lot of trust, transparency, communication,
and discipline across the teams.
He and his teams, working together for a common goal, not working against each other in silos.
You might think these are mythical companies, right?
These are the sparkly unicorns.
You could never do this in a big enterprise.
No way, no how.
Enterprises cannot change and move that fast.
They just cannot do it.
It won’t happen.
Then in 2016 at the DevOps Enterprise Summit, which had 1,300 attendees, Gene Kim from IT
Revolution, and author of The Phoenix Project, began outlining where the industry stands
and what is driving DevOps adoption in the enterprise.
You had major companies, like Ticketmaster, Nordstrom, Target, USAA, ING.
Major retail companies, insurance companies, banks… standing up and singing the praises
of DevOps.
This is when other enterprises started to notice this "DevOps thing" was not just for
startups.
It actually works in big enterprises.
Ticketmaster talked about 98% reduction in mean time to recovery.
Traditional IT is measured in mean time to failure, but DevOps is all about mean time
to recovery.
Stuff is going to fail.
How quickly can you recover is the question?
Nordstrom had achieved 20 percent shorter lead times.
Target’s full stack deploy went from three months to minutes.
Obviously, they did a lot of automation.
Sometimes that three months is not all work.
Sometimes the three months is having to go before a change review board, and they only
meet the first Tuesday of every month and today is the Wednesday after that Tuesday,
so I have to wait another whole month to get something reviewed.
This is how big corporations work.
If you want to move faster, you have to break down those barriers and to push changes faster.
USAA releases went from 28 days to 7.
That is pretty good: from a month down to a week.
And ING has 500 applications teams doing DevOps.
CSG went from 200 incidents per release down to 18.
That's amazing.
These are major companies that are singing the praises of DevOps at the DevOps Enterprise
Summit back in 2016.
People were starting to take notice.
This is not just the unicorns anymore.
So, how are they doing this?
What is their secret?
Is it some magic tool? ...and where can I buy it?
No!
They have embraced the DevOps culture.
It is not a tool that they bought.
It is not some procedure that they follow.
They actually changed the culture of their company, something very hard to do but necessary
to gain the advantages that DevOps has to offer.
Until and unless you change the culture of your company, you will fail at attempting
DevOps because DevOps is not about tools.
It's about trust, transparency, communication, coordination, and discipline.
You can't buy DevOps in a box.
In this video you learned: The impact of John Allspaw’s “10+ Deploys
per Day – DevOps at Flickr” in 2009.
And that DevOps is a cultural change that requires trust, transparency, and discipline
across teams.