May 17, 2020

Expert insight: DevOps Culture: A hierarchy of needs

Data preparation
Automation
Automation
Bob Davis, CMO, Plutora
6 min
Over 70 years ago, US psychologist Abraham Maslow created a hierarchy pyramid of human needs. The pyramid outlined that some human needs, for example, p...

Over 70 years ago, US psychologist Abraham Maslow created a hierarchy pyramid of human needs. The pyramid outlined that some human needs, for example, physiological and safety needs, are more basic than others. Higher-level needs should only be addressed once the more basic needs have been met.

When we look at the evolution of technologies, similarities come to light. Using the right technologies has allowed developers to pursue greater achievements and find solutions to more complex problems.  It’s a pattern that exists at every stage of technological growth as we are driven to satisfy higher motivations. It’s also happening in organisational structures as our work becomes more tied to the capabilities of technology.

This progression deserves particular examination in the role that DevOps strategy plays as organisations mature. The DevOps culture encourages communication, collaboration, integration and automation among software developers and IT operations, but it can also be swept up by a motivation to go beyond the scope of its basic needs and seek constant advancement. Through this lens, it’s helpful to look at how DevOps culture strives to meet the need for a more holistic approach to the end-to-end software delivery lifecycle (SDLC), and how it will continually mature as needs change and evolve.

Level 1: Physiological

At the base of the pyramid are the basic needs for humans – physiological needs, or the requirements for survival, such as air, water, food, and shelter. In the world of technology, this is where manual processes are found, where operators flick a switch, crank a handle or spin a wheel. It’s the basic functions of machinery.

The base of the DevOps pyramid is the notion that organisations have to use software at all, much less manipulate it to fit business objectives. Further development cannot begin until this basic need is recognised. Initially, development teams build applications for quality assurance (QA) teams to then test. The production environment in these early stages gets the job done, but lacks cohesion. Teams could harbour mistrust and production environments could become destabilised by poor communication or differing points of view. Like a simple machine, tasks were performed separately and passed from team to team only after the basics were completed.

Recognising the need for software was the first step; in fact, it’s a basic requirement for most businesses and organisations. To make progress, they must take the next step towards addressing more complex problems and make choices that promote structural growth and organisational progress.

Level 2: Safety

Moving up Maslow’s pyramid, human motivation addresses concerns for safety and well being, as choices of preference are made and a degree of order is sought. In organisations, expanding DevOps teams seek greater usefulness and functionality. It’s not enough for teams to perform a basic function; they need to adapt to get beyond a lack of cohesion. Organisations need a level of comfort (compared to Maslow’s safety) in knowing that the development and operations teams can work together successfully. This stage promotes an upgraded approach to software delivery and a reduction in production issues.

Once it’s realised that software is a basic need for organisations, their focus turns to how best to make it happen across multiple teams with a common goal. And, if a level of internal stability and order can be achieved, the organisation can begin to look beyond itself to develop outside relationships in the manner that Maslow describes in the third layer of his pyramid: belonging.

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Level 3: Social

In the third stage, human motivation shifts to interpersonal relationships and feelings of belonging. For an organisation that services customers or constituencies, once internal structures are in place, greater resources can be allocated elsewhere. This stage in the business mindset is when the focus on outcomes shifts from being vendor-focused to customer-focused. They ask the question: what answers or solutions does the customer want from me? Just like in Maslow’s acceptance stage when humans consider what it takes to be a friend or to find love, organisations decide how to provide customers what they need.

The automation of DevOps contributes here as teams integrate into a structured community that can provide those answers. Teams begin working together and develop the early stages of a feedback loop and full visibility into the SDLC. The workflow takes on an increasingly automated role as a cultural shift toward full-lifecycle ownership occurs, and teams take full responsibility.

Level 4: Esteem

If organisations succeed in putting customers first, the next step is reacting to customers’ needs at an accelerated pace. In Maslow’s pyramid, the next stage, commonly referred to as the esteem or status level, is divided into two elements: internal and external.

Maslow classified these two categories as: (1) esteem for oneself through dignity, achievement, mastery and independence, and (2) the desire for reputation or respect from others.  To achieve everything that they want to for the customer, internally organisations must improve how they function; meanwhile externally, they must demonstrate to the customer that they are listening and the goal is to respond to their needs directly.

Internally, the organisation requires its teams to communicate, collaborate and integrate better, and it puts pressure on its production activity to be responsive. When achieved, this not only demonstrates that an organisation is listening to the customer, but that it is providing solutions at a cadence that makes the customer more successful.

Level 5: Self-actualisation

The final stage of Maslow’s hierarchy is self-actualisation. This is the point of realising potential or being the most that one can be. In any organisational structure, this may not be an end goal, because striving to improve should always be a core tenet. However, it might be argued that when the the CEO, the CIO, and the board are fully aware that the components of their organisations are working together and what they are achieving, a level of corporate-actualisation can be claimed.

Far from being the end, this is when thoughtful soul-searching should occur, by asking the essential question: is it all working? This is the most important question an organisation can ask itself with regularity and doing so is a sign of great maturity.

You can recognise your basic needs, build structure into your organisation, service your customers, listen to their needs, respond promptly and make them more successful, and recognise internally what makes your organisation successful; but if you don’t consistently ask if it’s all working you risk slipping backwards.

So how can a mature organisation maintain or even improve its progress? The main priority should be to continue implementing qualified actualisation tools and reporting engines. Self-actualisation and corporate-actualisation require tools that can quantify maturity and compare an organisation to its competitors. To do so will require correlation of data against such competitors in the vertical or in common geography, etc., and thereby reassure the organisation that they are leading the way in the industry.

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Jul 30, 2021

IoT market expected to grow due to increase in IoT use cases

IoT
Internet of Things
market growth
Catherine Gray
3 min
The Internet of Things (IoT) service market is expected to grow at a rate of 24% through 2025 according to a report by The Business Research Company

An increase in the internet of things use cases is expected to drive the IoT service market, according to the IoT Services Global Market Report 2021: COVID-10 Growth and Change to 2030.

IoT has found its use in many areas over the years. It can be used in manufacturing, farming, smart cities, transportation and in many other industries and fields.

Due to the fact it can be utilised in many industries, there is an increased need for IoT services and applications. IoT services that provide support by delivering services such as consulting, data management, network management and security services, are in much higher demand.

The impact of COVID-19 on the IoT services market

According to the report, the global IoT services market is expected to grow from $139.24 billion in 2020 to $162.39 billion in 2021 at a compound annual growth rate (CAGR) of 16.6%.

In the coming years, the IoT managed services market size is expected to reach $381.16 billion in 2025 at a CAGR of 24%.

This growth lends itself to companies resuming operations and adapting to the new normal as we emerge and recover from the pandemic.

Previously, COVID-19 restrictions led to restrictive containment measures, remote working and the closure of commercial activities that resulted in operational challenges.

IoT use cases driving growth

The IoT services market consists of the sales of IoT services and their related products. IoT services are delivered by the IoT services providers. These providers provide consulting, security and analytics services as per the requirements of the business.

Major players in the IoT services industry are Cisco Systems, Cognizant, Google, Infosys and Tieto Corporation, to name a few.

An increase in IoT use cases is expected to drive the IoT service market; this is where IoT can be used to automate processes and increase productivity. As it has found many uses cases over the years, this increases the demand for IoT services and this is expected to drive growth.

Enhancing deployment workloads with edge or cloud computing

Despite the expected growth, low enterprise adoption is expected to hinder the IoT services market. Although IoT has its use in many industries, due to factors such as low awareness, enterprise adoption is low, the report states.

Only 29% of enterprises have adopted IoT solutions according to the Omida data survey.

Edge or cloud computing however is enhancing the deployment workload on IoT devices, according to the report. This solution facilitates data processing and data storage in the cloud.

Microsoft released its Azure IoT Edge recently. This fully managed service is built on Azure IoT Hub. By moving certain workloads to the edge of the network, businesses that utilise Microsoft’s IoT platform spend less time communicating with the cloud, react more quickly to local changes and operate reliably in extended offline periods. 

The IoT Services Global Market Report 2021: COVID-19 Growth and Change to 2030 is one of a series of new reports from The Business Research Company that provides an IoT services market overview

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