Book Image

DevOps Paradox

By : Viktor Farcic
Book Image

DevOps Paradox

By: Viktor Farcic

Overview of this book

DevOps promises to break down silos, uniting organizations to deliver high quality output in a cross-functional way. In reality it often results in confusion and new silos: pockets of DevOps practitioners fight the status quo, senior decision-makers demand DevOps paint jobs without committing to true change. Even a clear definition of what DevOps is remains elusive. In DevOps Paradox, top DevOps consultants, industry leaders, and founders reveal their own approaches to all aspects of DevOps implementation and operation. Surround yourself with expert DevOps advisors. Viktor Farcic draws on experts from across the industry to discuss how to introduce DevOps to chaotic organizations, align incentives between teams, and make use of the latest tools and techniques. With each expert offering their own opinions on what DevOps is and how to make it work, you will be able to form your own informed view of the importance and value of DevOps as we enter a new decade. If you want to see how real DevOps experts address the challenges and resolve the paradoxes, this book is for you.
Table of Contents (21 chapters)

Nokia – the fall of a giant

Viktor Farcic: A while ago, I spoke with a friend who worked at Nokia. I asked him, is it really possible that Nokia didn't see the smartphone coming? Because you'll remember that, back in the day, Nokia was at the top of its game. Their Nokia 1100 series of phones have, to this day, sold over half a billion units and remains—combining the 2003 and 2005 model—one the two most popular handsets in the word. In fact, seven out of ten of the best-selling handsets of all time are Nokia devices. Yet, in Q4 of 2017, the company only grabbed one percent of the market share, shipping only 4.4 million units.

I asked my friend if it was really possible that Nokia didn't see the coming smartphone wave and the impact smartphones would have on the industry. He answered by saying that everyone at Nokia knew what was coming and, more importantly, what needed to be done, but nobody dared tell that to management. That's the...