00:00:03

Hello, everybody. Welcome back. It is day two and we're ready for some more lightening talks.

00:00:09

Hey Damon, did you change your shirt from yesterday?

00:00:11

I did. I washed, I washed the clothes. I'm not wearing the same thing as I was yesterday. I'm locked down, but not that lockdown. Uh, yes. So, uh, John we've gotten, uh, Roselin Radcliffe and Josh at-will let's uh, what'd you find interesting about this period?

00:00:29

Yeah. You know, I mean, for those who saw in Vegas, uh Rosen's um, amazing diversity, uh, ignite. It was great. And so she sort of doubled down with a quality and just going to be great. And Josh is always amazing. So this will again be a treat for everybody.

00:00:44

Yeah. So here we go. Next pair of lightning talks, dev ops enterprise virtual summit.

00:00:50

Hello, my name is Roselin Radcliffe and I'm happy to be here again with you to do the lightning talks. Last year, I did one on women in stem this year. It's all about expanding the aperture to diversity. Overall, what is diversity? Diversity encompasses race, gender, ethnic group, age, personality, education, socioeconomic status, and many other factors. Diversity is what makes us different diverse teams perform better. So why diversity diverse teams perform better, both in the team and in the overall organization. So having this diversity gives you a better understanding of your client, allows you to understand the users of your products, because you have a better representation of the world. At large, having that diversity gives you that better understanding. It drives that innovation and creativity, because you have the different thoughts. You have the different perspectives coming from people with different backgrounds and they drive that creativity.

00:02:05

It is easier to hire and retain talent. If you have this creative culture within the organization, people want to work for diverse organizations. They want to work in an organization that they feel they're going to belong. And this increases employee engagement, which then improves the overall reputation of the company within the industry. And this helps the company in many different ways. It improves the insights and reduces racism within the company and within the organization, by having people work together and see the differences between people recognize and value the differences between people and fundamentally diverse companies have better financial results. So the bottom line says, diversity matters. If diversity matters, what should we do while can we deal with it? First, we have to be intentional and inclusive. We have to recognize that diversity matters and be inclusive in our process. Bring the people together, working together to deliver value.

00:03:21

We need to seek out those different mindsets, those different ways of thinking. Bring them together to drive this growth and innovation, to drive the change within the company and have accountability for this change. You have to change to recognize that you need diversity to bring it into the culture and have accountability for that to ensure it happens. Get comfortable with being uncomfortable for awhile. You need to recognize that this diversity does cause discussion. It does cause some amount of conflict, but that is good because it drives the creativity. This expands your talent pool because you can hire from the entire base. You're not limited to the set you're looking at today. Look at greater know different universities. Look at a broader spectrum of people to see who's available. And we need to look at the entire spectrum. We have enough of a problem with a college graduates as it is.

00:04:28

We need to figure out how to broaden this aperture, to look for all the possible candidates and improve the process. It is policy of this organization to hire people who have the personality, talent, and background necessary to fill a given job, regardless of race, color, or creed. What year was this written? 19 53, 11 years before the civil rights act by Thomas J. Watson Jr IBM company, being in a company that recognizes that diversity matters from the very beginning drives innovation. And this is a simple list of things that IBM has done, including hiring DISA disabled candidates, making sure we have a diverse population and that's helped us drive the innovation. We've founded the P-TECH program to bring education stem education into high schools in socioeconomic challenged areas across the world to drive the stem. This culture of diversity and inclusion drives innovation. It is allowed IBM to be what IBM is today. It's allowed us to transform every time we've needed to transform. Now it's your turn. Thank you.

00:05:54

Hi, my name is Josh Atwell and I'm really to be here to talk to you about something I think is incredibly important in supporting our fellow dev ops journey people. And it's addressing shaming. Now you may be someone who said such things like that's not dev ops, or if you're building a dev ops team, that's not really how dev ops is supposed to work. You don't understand SRE. And these types of phrases are not really constructive. I think gender and Henry says something really important and that the definition of dev ops changes continually because it's defined by outcomes and not as methodology. And I think we have to keep that deeply in mind when we look at people's journeys, but let's ask a question. Why are people shaming other people on their DevOps journey? Is it self entitlement? Is it simply a lack of empathy and understanding that other people are at different stages or is it a desire to help others see the error of their ways?

00:06:54

We have to keep in mind that shame has negative consequences. It closes a person down and it disconnects them from the community. They become hesitant to share, and they may develop trust issues as a result of that shame. These are all common things, right? And let's face it. Shaming people is not very DevOpsy right. It's exclusive behavior and we want inclusivity, right? We want to bring everyone together in order to move everything forward. That's why we're all here at DevOps enterprise summit. We also have to keep in mind that if we're not engaging positively, who is going to be engaging positively and what messages are they going to send people along their journey? They may not have that person's best interest in mind and maybe focused on something completely different. Now, uh, Ben Haynes had commented recently that we are really early, like we're in the cave painting age of digital, right?

00:07:47

So we are really, really early in dev ops, even though we're 10 years forward, most organizations are still trying to get a handle on it, right? And some haven't even started yet, right? Because not everyone has been disrupted modernization. Hasn't been critical. Although with recent, uh, uh, world activities, it has become more critical. And the risk of inaction for most people have been really, really low. It's also important to keep in mind that the first steps are really the hardest and adopting a new methodology or framework for working. Everybody has worked in specific ways, a certain way, a very long time. And there's first steps in learning. Anything is difficult also while it's wonderful hearing all of the great outcomes of organizations adopting dev ops, uh, there's a lot of unknowns and that destination feels really, really far away. And there's a lot of work to be had in order to get there.

00:08:40

So keep in mind that everyone's situation is different. The applications that they build vary, the customer expectations, vary the platforms and the, and the services that they're able to consume are different. The personnel that they have are different. So when talking with people about dev ops, make sure you align your language to the outcomes, to avoid the shaming demonstrate empathy, because that, that creates a common point of view and helps people move forward in the conversation. So as such, here's an example. If we think about development as a race car, they want to go fast and they want to be able to iterate and get that lap fast every single time. Now, in order to do that, they need a stable racetrack, right? So, um, your developers are in a race car, your operations side, and your infrastructure folks, or maybe your cloud operations people they're involved with making sure that application, the race car, uh, has somewhere to drive that is stable and has structure underneath that is supported your dev ops engineering team, uh, may be specifically tasked with, uh, creating the surface that the developers are working, right.

00:09:50

They're going to optimize that surface through the implementation of tools so that that track can move as quickly as possible through also the pit crew. And then you have the SRE team who are making sure that that developer can race that race quickly and safely because without stability, that speed can be a liability and can be very dangerous. So using a common context and using this as an example, you can see how, um, there's really no right or wrong answer. Everybody is actually actually working together to come to the exact same outcome. So yeah. Think about that. When you're looking at another person's journey, it's also really important to maintain pragmatism. I think we get lost in that, in our excitement to move things forward. But when we look at the journey of other people, we need to be pragmatic about what their outcomes are and the challenges that they're facing, right. Instead of telling them that I had to rewrite everything. So practice empathy, be respectful and mindful of constraints and be a journey guide and helping people through the steps of their journey. And remember the rule of opinions. Everybody's entitled one, but doesn't necessarily want to be heard by everyone, but that thank you and enjoy the DevOps enterprise summit.

00:11:06

I hope you had an amazing day too, and we have an incredible program for you tomorrow as well. We have John smart presenting his incredible insights on how leadership has changed. And this is explored in his amazing new book, sooner, safer, and happier. Paul McMahon and Tim Dempsey will speak from coats and organization founded in the year 1755. And I'll share an amazing panel. I did with Dr. Carlotta Perez, who Sam Cooke. And Himer mentioned earlier in his remarks today and also with Dr. Mccarsten on the upcoming age of software and Dr. Cloud presents incredible optimistic view of the future. And Peter Moore will teach us about the three horizons and zone management. Uh, both of which were featured prominently in the unicorn project and Peter Fassbender and Carson Speece will share their amazing experience report of a horizon three digital initiative at Siemens healthcare. So as with yesterday, I'm looking forward to seeing all of you tonight during all of the fantastic networking sessions. So I will see you there and catch you for more amazing programming tomorrow. Thank you.

00:12:12

Another great day of the DevOps enterprise summit is in the books. Please, please, please get your session feedback in for the sessions that you attended. Feedback is a gift and sharing is caring. We really want to hear from you. We have the session slides and the videos available. The videos of the keynote talks for today and yesterday are available. Now, the videos of all the breakout talks for all three days are also available. The slides are available for download on Dropbox and get hub. And just like yesterday, we have another happy hour to get the info for that navigate to network and the top level menu and connect with attendees sponsors and authors. We have more, it revolution authors hosting ask me anything sessions. Some of our sponsors are hosting tables at the happy hour. And then we also have a general happy hour. I mentioned that the it revolution authors are hosting. Ask me anything sessions, check out the general channel in slack to fit, figure out which authors those are. And just like yesterday, we've got a lesson that we can learn from donuts and croissants when you're having your discussions tonight. And you're engaging with other attendees and conversation, don't be closed off like a donut, be open to new participation at new conversation like or croissant. So the lesson I leave you with is don't be a donut, have a lot of fun at the happy hour, and I'll see you soon.