How We Led Three Banks Through DevOps Transformations
summary
Leads three banks through four large transformations, moving from ~150 to ~350 to about 800 automated applications while surviving a 50-tool sprawl and running ~100 concurrent on‑boards. Builds alliances by starting with friendly teams and beachheads, collects baselines (version control, artifact repo, build, simple deploy, app config) to show weekly progress, and focuses on end‑to‑end value streams. Operates like a startup—measure daily, pivot fast—and treats 25% penetration as the tipping point for momentum.
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chapters (32)
- 0:00Intro
- 1:13Recap
- 2:37Cultural Barriers
- 2:57Background
- 4:14Where We Started
- 6:24Problem Space Principles
- 6:55Why Transformations Fail
- 8:16Culture
- 8:59Our Goal
- 9:18Whats On Your Resume
- 10:17Change Agent
- 10:27Personal Jeopardy
- 10:49Integrity
- 11:10Key Points
- 12:00Principles
- 12:11Leadership
- 12:55Turn the Ship Around
- 15:59Intrinsic Motivation
- 16:51Autonomy
- 17:33Fear of Change
- 18:04Organizational Fear of Change
- 18:40Flip the Script
- 19:03Minimize the Impact
- 20:51Cross the Chasm
- 22:27Who are you dealing with
- 24:44Building alliances
- 25:28Data startup mentality
- 26:38Emotion vs logic
- 27:11Startup mentality
- 27:57Roadmap
- 28:59Big Ideas
- 29:30Motivation
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