By Megana Natarajan - February 10, 2021 3 Mins Read
Enterprise leaders believe that creating and boosting the DevOps culture needs a specific type of leader
CIOs say that the most successful DevOps leader practice conscious habits like continuous learning and consensus-building. A robust DevOps culture tends to spread wide and in an organic manner. This requires strong leaders who can manage the teams in a manner that is generative to the culture and have as many attributes that they wish to cultivate in the subordinates.
Leaders point out that DevOps needs collaboration at a high level for assured success. Thus the team members need to have good interpersonal skills and uninterrupted communication for working seamlessly with others. And as DevOps leaders, it is their responsibility to set the required tone.
The capability to bridge gaps between teams and individuals will be advantageous to managers and executives, but it’s absolutely essential for a successful DevOps leader. The knack of balancing negotiation and consensus-building skills is a key ability when handling DevOps projects.
A good DevOps environment is built on breaking silos and via collaboration. Such skills are critical to DevOps leaders as they are more concerned with the effect of their tools and processes on internal partners and clients. Thus they are interested in both how things are being done, along with what is getting done.
Building efficiency changes have an immediate effect across the entire organization, so often; the internal clients of DevOps teams are wary and pessimistic of the changes that they implement. In DevOps, it is vital to be aware of the process of a project.
CIOs say that inflexible silos enable people to remain static in specific roles. They are not concerned about the work done by a colleague with a different role than theirs. This is antithetical to the core of DevOps.
Leaders acknowledge that in most organizations, the personnel of a value chain who manage to deliver better, faster and more secure services and apps are often too focused on their part of the work. Such individuals and engineers often do not care to look upstream or downstream. This narrow view is an obstacle to improvement and understanding of the bigger picture.
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This is not always the fault of the individual either. Most enterprises offer very little incentive for development and learning, and there is often a downside to the practice. The pressure to deliver their segments in many situations doesn’t provide them the room to understand and learn other vital areas inside the value chain that can be bettered via working together.
As a DevOps leader, they will be required to provide the space and time to their teams to learn and grow- via experimentation, training, professional development, from each other, etc. It is crucial to build a team that supports each other and has a wide range of skills. It falls upon leaders to encourage an environment that allows learning and development to thrive. Cross-training and shadowing will help team members of relevant teams to learn and grow.
Megana Natarajan is a Global News Correspondent with OnDOt Media. She has experience in content creation and has previously created content for agriculture, travel, fashion, energy and markets. She has 3.9 years’ experience as a SAP consultant and is an Engineering graduate.
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