“It is virtually impossible to make any business decision that doesn’t result in at least one IT change.” — Gene Kim Copy Share Image
“Every company is a technology company, regardless of what business they think they’re in. A bank is just an IT company with… — Gene Kim Copy Share Image
“In ten years, I’m certain every COO worth their salt will have come from IT. Any COO who doesn’t intimately understand the… — Gene Kim Copy Share Image
“She flips to the second page. “The projects seem to fall into the following categories: replacing fragile infrastructure, vendor upgrades, or supporting… — Gene Kim Copy Share Image
“Even high-profile product and feature releases become routine by using dark launch techniques. Long before the launch date, we put all the… — Gene Kim Copy Share Image
“Ensure releases can always be performed during normal business hours with zero downtime.” — Gene Kim Copy Share Image
“They read in an airline magazine that they can manage their whole supply chain in the cloud for $499 per year, and… — Gene Kim Copy Share Image
“One of the inherent challenges with initiatives such as DevOps transformations is that they are inevitably in conflict with ongoing business operations.… — Gene Kim Copy Share Image
“Up-front analysis helps us identify the smallest possible piece of work that will usefully achieve a business outcome using” — Gene Kim Copy Share Image
“Shaking his head, he continues, “It’s harder than ever to convince the business to do the right thing. They’re like kids in… — Gene Kim Copy Share Image
“for those organizations that provided a stock ticker symbol, we found that high performers had 50% higher market capitalization growth over three years. They… — Gene Kim Copy Share Image
“A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone’s queue—or… — Gene Kim Copy Share Image
“when something does go wrong, we conduct blameless post-mortems, not to punish anyone, but to better understand what caused the accident and how to… — Gene Kim Copy Share Image
“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick,… — Gene Kim Copy Share Image
“To even get feedback from our integration process would require twenty-four to thirty-six hours.” — Gene Kim Copy Share Image
“work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely… — Gene Kim Copy Share Image
“practicing five minutes daily is better than practicing once a week for three hours. And if you want to create a genuine culture of… — Gene Kim Copy Share Image
“20% on detailed planning (Their poor throughput and high lead times were misattributed to faulty estimation, and so, hoping to get a better answer,… — Gene Kim Copy Share Image
“Features are always a gamble. If you’re lucky, ten percent will get the desired benefits.” — Gene Kim Copy Share Image
“I listen to Wes and Patty brainstorm ideas to reduce yet another dependency on Brent when something starts to bother me. Erik called WIP,… — Gene Kim Copy Share Image
The status quo (of development) pre-ordains failure from the very beginning. — Gene Kim Copy Share Image
![“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick, you nurse them back to health. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” quote by Gene Kim](https://sms4smile.com/quotes/img-quotes/e7b/gene-kim-2268_health_bill-baker-a-distinguished-engineer-at-m_187582.jpg)
