If we accept that organisations that don’t adapt will be obsolete within 10 to 15 years, it’s no longer a question of whether they should shift to the digital economy, but rather when and how fast.
This premise may seem blunt or threatening, but we feel any softening of the importance and urgency of this message only masks organisations’ biggest fears: loss of relevance and viability. Customer preferences for simpler, faster and more humanised delivery of services has accelerated the increase in digital transformations within many organisations.
DevOps – an organisational capability that’s still largely misunderstood and under-appreciated – plays a pivotal role in enabling strategic and operational outcomes for not only IT, but the entire organisation, and its customers, both of whom depend on, and expect, this level of service delivery.
However, the problem many organisations are facing is how to implement DevOps to achieve the potentially game-changing benefits on offer, without burning resources and further fatiguing hard-working staff. Our capability model and implementation methodology addresses core problems and common, avoidable mistakes, increasing the chances of sustained implementation success for IT and the broader organisation.
Principle of Alignment
The central principle of the CSC DevOps capability model is the principle of alignment (also referred to as congruence) which states: there is more value created with overall alignment than local excellence.
Similarly, organisation design expert Dr Jay Galbraith stated “for an organisation to be effective, all the policies must be aligned, interacting harmoniously with one other”.
Alignment then translates into desired behaviours that significantly influence organisational performance and culture. To simplify, the goal is to achieve the highest degree of alignment between all levers in the model.