The document discusses the barriers to digital transformation. It begins by looking at how there was initially oblivion, then the development of language led to ambiguity and dogmatism around concepts like CI/CD. This then led to misunderstandings as different levels of an organization adopted new practices at different rates. Incentives and education were also barriers as outdated management principles clashed with new technologies. Overcoming these barriers requires valuing continuous improvement, creating a shared understanding of processes, and believing in the power of new technologies.

1. NEW BARRIERS OF
TRANSFORMATION
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2. 2
ABOUT ME
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Mirco Hering
Global DevOps Lead
@mircohering on Twitter
And now authorBlog at http://notafactoryanymore.comAt work
• Run a team of passionate
transformation agents
• Create solutions for clients
• Fix problems

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AT FIRST THERE WAS OBLIVION
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THEN THERE WAS LANGUAGE
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Ambiguity
Dogmatism Creativity
CI or CI
PBI or Story Delivery
facilitator vs
Scrum Master

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THEN AMBITION
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THEN MISUNDERSTANDING
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67%
22%
CLOUD NIST
Impression of standard process across organisational levels (Quality
Software Management: First-Order Measurement (Quality Software
Management) by Gerald M. Weinberg 1991 )
58%
46%
37%
C-SUITE MANAGER ENGINEER
Adoption across 15 criteria

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THEN INCENTIVES
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Automation
AVG$
Total$
High
Medium
LowAutomation
Complexit
y
AvgTime
%1st
time
#Tickets

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THEN EDUCATION
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“Rigth now, your company has
21st century Internet enabled business
processes,
Mid 20th century management processes all
built
Atop 19th century management principles.”
- Gary Hamel, American Management
Expert

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THEN THE NEED TO BE DONE
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THEN THE BELIEVE IN A PLAN
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THEN CULTURAL EVOLUTION
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THEN BELIEVE IN TECHNOLOGY
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AND THE NEW DARK AGE
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HOW CAN WE BREAK THROUGH THESE BARRIERS?
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Value Stream Map Reporting RealityRigorous Continuous
Improvement