Cloud Native Transformation: Practical Patterns for Innovation

Conflict arises when new technology gets applied through the old way of doing things. Trying to do cloud native by using methods from your previous paradigm will wreck your initiative. This is in fact the root cause of most of the problems we find when we get called into a company to rescue a stalled cloud native transformation.

the single most important metric for executives to focus on is time-to-value, which can be instrumented most easily as committing to deploy latency for each team. Many companies can’t innovate because they can’t get out of their own way, and short time-to-value (target less than a day) releases pent-up innovation from your teams. Third, there is fa

Cloud native computing uses an open source software stack to deploy applications as microservices, packaging each part into its own container, and dynamically orchestrating those containers to optimize resource utilization.

Taking creativity too far: digital transformation is the balance between innovation and pragmatism. When faced with the pressure to evolve due to some new disruptive competitor, some companies go all in on innovation and get lost. They miss the point of balance: you need to be more creative, not all creative. For example, Google is one of the most

You can no longer be “just” a healthcare or financial services or retail enterprise: like it or not, realize it or not, all companies are now software companies.

other. In short, culture is the way your enterprise goes about creating and delivering your service or product.

A Collaborative organization tends to have big but not deeply specific goals (i.e., there may be a wide vision but without a detailed specification or a fixed delivery date). This culture embraces learning and consistent,

First, most of the customers I meet think they have a technology adoption problem, when in reality they have an org-chart problem. The most successful orgs are made up of many small independent business teams communicating via clear APIs. If that’s your org chart, you will inevitably build a microservices architecture, a trick known as the Reverse

This is how we de-risk change: by building continual evolution and learning into the architecture itself. If you do it all the time, suddenly change is no longer scary.