A TRADITIONAL SOFTWARE company releases its flagship
product maybe every few years. Each release can
include hundreds of new features and improvements.
Because releases are infrequent, users can grow
impatient waiting for each new release and are thankful
when it finally arrives.
Disappointment sets in, however, when bugs are
found and features don’t work as expected. Under
great stress and with great turmoil, an emergency
release is produced and put into production (hurried
through the regular release process, often achieved
by skipping tests), which has still more bugs, and the
process repeats with more emergency releases, leading
to more frustration, stress, and disappointment.
Worse yet, new business opportunities are missed or
ignored because of doubt, uncertainty, and distrust in
the IT department’s ability to deliver value.
Isn’t there a better way?
Such practices are a thing of the
past for companies that subscribe to
the DevOps method of software development and delivery. New releases are
frequent: often weekly or daily. Bugs
are fixed rapidly. New business opportunities are sought with gusto and
confidence. New features are released,
revised, and improved with rapid iterations. In one case study, a company
was able to provide a new software feature every 11 seconds. 17
Which of these software teams
would you rather be? Which of these
companies will win during their industry’s digital transformation?
DevOps presents a strategic advantage for organizations when compared
with traditional software-development
methods (often called phase-gate or
waterfall. 7 Leadership plays an important role during that transformation.
Article development led by
An executive crash course.
BY ANNA WIEDEMANN, NICOLE FORSGREN, MANUEL WIESCHE,
HEIKO GEWALD, AND HELMUT KRCMAR