Even prior to the novel coronavirus pandemic, enterprise teams found themselves strained as they pressed to move digital transformation goals from whiteboard to reality. Then along came the big push to work from home and many transformations that were planned to occur years from now were put into action. So how are enterprise teams faring in their mission? There are a lot of claims of success, yet surveys continue to show many, if not most, enterprises fall short.
To get a sense of the impact this is having on staff, and gain insights into what they could be doing better, we reached out to Kevin Behr, global senior director, global transformation office at Red Hat. Kevin is also the chief scientific officer at PraxisFlow and the founder of the Information Technology Process Institute (ITPI), and a co-author of “The Phoenix Project” and “The Visible Ops Handbook.”
DevOps.com: Has the push this year, largely driven in response to the novel coronavirus, for organizations to rapidly “digitally transform” themselves had a substantial impact on staff and teams?
Kevin Behr: Yes, and one of the things that can be depressing is that management does not always understand how to manage during times of change and adapt their ways of working within the new economy. They are behind. Way behind.
And they think they can cost cut their way to success. During many transformations, they will try to cut the cost of their infrastructure to pay for the transformation. And they basically gaslight everybody in the organization that has to operate. It means management essentially just gave operations teams more things to do, more quickly, while deferring many of their priorities that, in all likelihood, contribute to reliability. And then management tells them that they’re going to have to cut costs in operations because there will be more things they have to do and manage.
Makes perfect sense, right? Of course not. Anyone who understands change theory understands that there is always a hump to get over when one changes behaviors. And that’s the other problem: When a transformation does not result in behavior change it burns people out.
Finally, many times people are saying one thing about the success of the digital transformation in public while they know the automation is just a series of Mechanical Turks and scripts executed between swivel chairs.
DevOps.com: How do such organizations allow themselves to grow so dysfunctional?
Behr: A lot of that has been by leadership not framing their efforts correctly. I think that really burns people up because they get put into efforts, especially in operations, efforts that they know have no chance of succeeding—but they can’t ever say that because the organization only embraces happy talk. But it’s toxic happy talk and “toxic positivity” everywhere. And I think toxic positivity endlessly burns people out, especially when it reaches the point where one can’t actually say anything against it because they’re just viewed as being inherently negative.
People get disillusioned and competent people just sink. And then there are organizations with so-called meritocracies. Meritocracies can be unfair because it’s the privileged who decide what has merit. The key is who decides where merit resides. I think sometimes in a meritocracy, there can be a continual skewing of merit to the same people or to the same ideas and others begin to believe that they don’t fit and feel marginalized. And, when combined with toxic positivity, the organization becomes something people just can’t crack through. It is impenetrable.
This also happens at places that are, in theory, top-down. When you watch who decides has merit, it doesn’t have to be a hierarchical top, sometimes it’s influencers.
That just becomes impossible for people to manage their way through. They have to plan to influence a ton of people in the organization just so they have a shot at making something sane happen. They conclude it’d be easier to get another job.
I think it’s that combination of such organizational stupidity and the opportunities in the job market that give people more choices. I’ve just been blown away by how many smart companies are picking up talent during COVID right now and watching all the career changes happen with great people in our industry. People getting better lives.
So, when you’re an organization that doesn’t allow you to improve your own value, let alone improve anything in your organization, that’s a no-no. It’s a lose-lose, and people leave.
DevOps.com: What impact do you think this has on enterprise transformations?
Behr: I think company actions speak louder than words. And I think a lot of these actions are very hurtful to people in technology, especially those who work in infrastructure operations. Operations is just under the scalpel’s blade all the time. And I think it’s blown up most of our transformations.
There are a lot of problems with transformations, generally. One of the areas is how we love to talk about all the happy talk about the future and serverless and all of the pizza box teams and product line orientation versus project orientation, and all of this stuff that they’re actually just distracting themselves with.
Yet, the failures come down to the fact that organizations just don’t do what they say they do and people get hurt. And reality catches up to them: that teams actually need to support all of this transformation so that they can literally run the applications and resources. Eventually, organizations have to literally deal with the fact that all they have to operate the infrastructure that actually runs all of the business and systems of record. And they realize that, despite all of the happy talk, much of the transformation was really playing around the periphery.
I think organizations may get this right over the long term. But they have to learn the lessons from what they are experiencing now. I don’t think employers understand it well enough, yet. I think they have an understanding regarding the talent problems they have. But they don’t get that the way they solve their talent problems isn’t through hiring. Long term they have to invest in their people, and they need to learn this lesson.
