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DevOps in action

Blog: Capgemini CTO Blog

While organizations are relying on their leaders to answer the call to DevOps and steer the ship through turbulent times, organizational culture ultimately ensures that ships safely reach shore.

As we discussed in part 1 of this blog, leadership plays the essential role in helping drive the setup of necessary tooling and processes for DevOps. By automating deployments, test and security, and enabling collaboration, employees are free to innovate or manage the workplace response to remote working.

The call for DevOps culture

However, these tools and processes are only as effective as the DevOps culture that supports them. 82% of companies considered Agile frontrunners cite culture and mindset change as significant obstacles in achieving agility. These companies realized that existing siloes become exacerbated in remote workplace environments. Without a culture rooted in collaboration and support that drives innovation, high performance, and customer-centricity, the organization risks sinking in its efforts before reaching its destination.

Culture in action

What does a misaligned culture look like? Let’s look at one of our clients.

Last year in New York, we found one of our clients, a highly regulated financial services trade, in an unusual state. They had launched a DevOps initiative two years ago, and despite having a large, capable IT department, they faced difficulty in executing the transformation. The organization excelled at optimizing its tools and processes within its own functional teams, but there was still friction between internal departments, leading to their inability to address customers’ problems.

Our team realized that even if we addressed technical issues, the ongoing tension between the silos and lack of communication were a result of underlying cultural issues. We needed to get to the root of the culture and change the organization from inside-out for their DevOps transition to become a true transformation, by turning their initiative from a top-down to a bottom-up approach.


We proactively created a culture transformation roadmap that revolved on accelerating the teams’ delivery time and increasing quality to ensure customer needs were met.

Our overall approach to DevOps culture change centered on two main principles:

  1. Continuous innovation
  2. High performance in execution

Building a continuous innovation stream from the customer perspective requires focusing on four topics:

We also accelerated high performance in execution by focusing on three topics:


Culture change is not done overnight. We continuously measure progress with our DevOps culture assessment that is based on the four focus topics around continuous innovation and three focus topics around high performance in execution. Our client asked all its members to place customer needs at the center of their operating model, product development, processes, and business model – rather than the other way around, as it had done for years. But despite the challenges, they recognized how truly crucial it was to change. And now, they are recognizing the benefits of shifting their cultural DNA, able to adapt to the uncertainty of business disruption more smoothly than they would have before.


Company culture matters, and this is true more than ever. Remote working can exacerbate siloes and difficulties in streamlining processes. DevOps empowers organizations to break down these silos, collaborate, and deliver to customers in an accelerated way, even when teams are all operating apart. By embedding the DevOps culture of continuous innovation and high performance into your organization, you too can navigate the unknown waters and cut through to the new destination.


Michelle Lam


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