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The Third Way enables the creation of a generative, high-trust culture that supports a dynamic, disciplined, and scientific approach to experimentation and risk-taking, facilitating the creation of organizational learning, both from our successes and failures.

DevOps is the outcome of applying the most trusted principles from the domain of physical manufacturing and leadership to the IT value stream.

the proportion of process time to lead time serves as an important measure of efficiency—achieving fast flow and short lead times almost always requires reducing the time our work is waiting in queues.

The Second Way enables the fast and constant flow of feedback from right to left at all stages of our value stream. It requires that we amplify feedback to prevent problems from happening again, or enable faster detection and recovery.

The constant cycle of establishing desired future states, setting weekly target outcomes, and the continual improvement of daily work is what guided improvement at Toyota.

Instead of a culture of fear, we have a high-trust, collaborative culture, where people are rewarded for taking risks.

kaizen blitzes, which are periods when engineers self-organize into teams to work on fixing any problem they want.

We also hold internal technology conferences to elevate our skills and ensure that everyone is always teaching and learning.