Architecture Culture DevOps Engineering Culture 
Dzone - DevOps
FEBRUARY 24, 2021
At its essence, a DevOps culture involves closer collaboration and a shared responsibility between development and operations for the products they create and maintain. This helps companies align their people, processes, and tools toward a more unified customer focus.
Capgemini
AUGUST 27, 2020
Within IT, DevOps answers the global call for organizational transformation. The case for DevOps leadership. DevOps represents a change in IT culture. However, shifting to DevOps is only possible when there are capable and transformative leaders at the helm. How do we bring this to life?
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Xebia
NOVEMBER 1, 2023
Perhaps your focus is on breaking down traditional boundaries through DevOps practices. By harnessing these patterns, organizations can streamline their development workflows, cultivate a culture of transparency, and drive innovation through collective efforts.
Datavail
APRIL 6, 2022
This should include asking questions like: What is the system architecture? You can also take this opportunity to implement new methodologies such as DevOps and agile that help make your IT teams more productive and efficient. This could include changes to the database’s software, architecture, data schema, or security practices.
Honeycomb
AUGUST 2, 2022
My first DevOps role was at a startup consulting for other startups. My last company, a data analytics startup, was probably the biggest I’ve worked at (~500 people) where I split my time between “traditional DevOps” (i.e. There’s also a strong debugging culture. I’ve spent most of my time at startups or smaller companies.
Honeycomb
JULY 12, 2023
Nonetheless, I think it’s useful to share what I can about my experience in the hope that it might encourage others to seriously consider this role, especially those from backgrounds, identities, and genders poorly represented in the VP of Engineering ranks today. The whole tech industry would benefit from more perspectives in this role.
Xebia
APRIL 21, 2022
Changing hard controls, such as reward schemes and changing the organization architecture, are not always available for managers as tools to achieve enterprise change. Part of this playing field is that they are both managing people while at the same time being managed themselves.
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