Imagine that you work as an IT manager, agile coach, senior developer, architect or other position where you need to demonstrate leadership skills and coordinate objectives with cross-functional teams in a large company. When I say big company, I mean a global enterprise with these characteristics:
- More than 160,000 employees over the world
- $32 Billion average revenue per quarter
- Ranked #14 in Fortune 500 list
- 150 offices around the world
A challenging new role
So, imagine that one day you are at your office working with your mates on some technical project. Suddenly, your boss asks you to talk privately, the kind of 1:1 session that scares us sometimes when we are not used to it. Your boss and you are in her office, a big room with black curtains, shadows everywhere and looking like Emperor Palatine’s command center room (ok I am overreacting, It must be an effect of the Star Wars movie). The boss asks if you like agile, and if you can see yourself involved in some team initiatives about it. She knows that you have experience and training in agile development. Because of this, she and the other bosses decided that you are a good fit to be new DevOps champion for the company.
You feel happy, because it sounds like a promotion or something good, but ask her what that means exactly. She says that now you are in charge of leading a transformation to DevOps ways of working in the entire company. Afterwards, your feel terrified, and with an uncomfortable silence from your end and a smile from her end, your boss says “Good, see you in the upcoming Town Hall meeting to learn the results”.
Despite your agile and DevOps knowledge, this challenge is remarkable due all the variables. Imagine how difficult it is to change the work practices of a team of five people. Now you need to be a change agent for the entire organization.