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“Every company is now a software company” — Satya Nadella.
The last few years have transformed every industry into a technology-enabled sector. The competitive edge for a software organization is velocity. Winning on the competitive and cutting edge requires rapidly shipping new products, features, and updates. The more complex an organization is, the harder this becomes. Inconsistent team communication, process variance, gaps, and divergent technology stacks create silos.
No one wants to talk about it and everyone has it. It’s a topic of discussion no engineering organization can avoid, yet most teams don’t have a way to understand and quantify it. Welcome to the underbelly of the software development lifecycle — operational issues, security issues, quality issues, reliability issues, and overall technical debt.
Recent macro events have resulted in a large number of businesses finally accelerating their digital transformation. This transformation had already started a few years back with the migration to the cloud, but the past few months have underscored the point that business patterns are fundamentally going to change, and we are entering a whole new world.
A good design process can transform engineering teams, yet very few engineering teams follow best processes. It can enable teams to tackle scale security and performance problems proactively, leading to happy customers and engineers. The last five years were all about cloud adoption. I strongly believe that the next five will be about attaining operational maturity and productivity.