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.