Is it difficult or even impossible for you or your team to introduce transformative practices and methods like DevOps, continuous delivery, automation, among others, into your organization? When you try to implement them do you find they just don’t seem to get traction?
The theory of disruptive innovation was described by Harvard Business professor Clayton Christensen in his book “The Innovator’s Dilemma” and show hows certain kinds of innovations create a new value network and ultimately a new market thereby “disrupting” the status quo. He explains that many companies and organizations cannot innovate disruptively themselves and consequently lose their market position. Christensen’s proposed solution is that organizations must disrupt themselves and cannibalize their own existing value networks. The challenge then becomes how to do introduce and sustain this into the organization. DevOps practices, tools, and culture, from a traditional enterprise operation perspective, can be modeled as disruptive innovation. Organizations can use the disruptive innovation model to drive their transformation to DevOps.
This presentation will provide a successful pattern for introducing DevOps into an organization using the disruptive innovation model with examples from Ancestry.com’s transformation to DevOps and continuous delivery.
-Introduction to the model of disruptive innovation
(15m) The Model of Disruptive Innovation
-disruptive vs sustaining innovation
-characteristics of the existing value network
-why organizations can’t innovate or respond to innovation threats
-how DevOps challenges most enterprise operations value networks
(15m) The Innovator’s Solution: how to cannibalize your existing value
-The innovation leader
-Organizational model for disruption
-Establishing the vision and plan
-Executing the plan
-Integration back to the core
(30m) Case Study: DevOps “disruption” at Ancestry.com
-the challenge and existing situation
-leading the innovation
-the DevOps team and why it is/was important
-maturing the innovation
-bringing others along
-killing the old
-integration back into the core business
-mistakes and challenges
-results, effect on the business, and ongoing impact
(5m) How to evaluate your situation: disrupt or not
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