After 2 years of implementing the philosophies and practices of Agile and DevOps, I felt it was time to share my learning and experiences with…

Origins: An article describing the change journey from management techniques used to manage manual workers to those needed to manage knowledge workers.

Following on from Origins, One Ring is the next in the series of articles to describe DevOps philosophies using well known stories and focussing on the importance of shared goals and organisational alignment.

We all know of great leaders who have inspired significant change. Martin Luther King, Ghandi, Winston Churchill, Moses, Alex Ferguson, William Wallace, Jeff Bezos, Eric Schmidt, Elon Musk, Richard Branson are a few examples amongst many others that have impacted the history of the world. Some have changed the way we live, transformed lives, entertained us and some have delivered freedom to countless many.

This is the next in the series of articles on DevOps. Today, the topic is about teams and productivity. Now, like most of you, I am conditioned to find out what needs doing before finding the people who need to do it. This sounds sensible and logical and for most 'Good' organisations, this is fine. However, Collins, found that Great Companies start with 'Who' first - the difference between Level 4 and Level 5 Leadership.

All great artists have their tools - Thor has a hammer; Captain America, a shield; Lara Croft, a bow; David Hasselhoff, Kit; Iron Man, a multi-functional suit; Michelangelo, a chisel; Yehudi Menuhin, a violin; Picasso, a paint brush; Ronaldo, a football; etc. These tools generally amplify the character of the user. They become an extension of the individual and as a result, the wielder can do significantly more than without them, a good quality tool is worth it's weight in gold.

The dimensions that optimise Knowledge Work differ to those that optimise Manual Work: Complex Work over Complicated Work. Value, Flow, Quality over Cost, Time and Scope. Culture over Processes. Using the same terminology as the Agile Manifesto, although we value the statements on the right, we value the statements on the left more...

In previous articles, we have talked about the Force which consists of great leaders, vision, product teams, tools and environment, let's now discuss the principles behind the practices.

"The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts" Good to Great, Collins

Do you know that as Superman's powers are destroyed by Kryptonite, DevOps powers are destroyed by Anti-Patterns - read on.

Digital Transformation are two words being used by so many people - But do we really understand what this is? Using the "Iron Man" analogy, I have had a go at explaining...

High Performance Business is predicated by High Performance Leadership, High Performance Culture and High Performance Engineering. This article looks at the importance of High Performance Engineering.