We help organisations to consistently deliver and operate high quality, trusted, reliable software products at pace.
Business agility through short lead times: The best performing organisations have 106x faster lead time from commit to deployment. This means they are able to respond to customer need, pivot on business environment changes, and capitalise on great new ideas much faster than their competitors. [1]
Building customer trust: The best performing organisations have 7x lower failure rates. This means they build better trust with the customers, enhance corporate reputation, and employees spend less time reacting to self-made problems and more time delivering value. [1]
We use the 1ov Strategic and Operational Examination Model that brings the right lens to bear on each part of an organisation to provide clear insight into its performance and function.
The 1ov Strategic and Operational Examination Model considers your:
Our approach is modular, allowing for any organisation to improve particular areas at the right pace, with the outcomes clearly defined in advance and the impact of the change activity carefully measured.
1ovmany’s Strategic and Operational Examination Model
When your talent is not spending excessive time reacting to self-made problems, dealing with failure demand, and can see their ideas rapidly transformed into value generation for their company they are able to deliver more of the best of themselves, and companies with engaged employees are more successful.
HEad of OPerational excellence / SRE & DEvops coach
Here we are looking for how the organisation of your engineers is impacting your ability to deliver and operate.
This will include where your structure is impacting your processes negatively, where it’s fundamentally affecting communication or collaboration, and where it’s in the way of development or growth of your people.
Recommendations here might include changes to develop/grow a DevOps culture, break down silos and blame culture and changes to how structure follows work on a product-style basis.
“I want to do DevOps/SRE, but how?”
“Which DevOps model is right for my organisation?”
“How do I get my teams to adopt devops?”
Here we look at how the performance of your delivery and systems are measured, how effectively your engineers are being deployed and how well you can see their impact.
This includes ways of working, communication both within and between teams, and wider communication on the execution of strategy.
Recommendations here might include changes to teams work, including the type of working practices they use, approaches to gathering and presenting metrics on aspects of the performance of both teams and technology, and recommendations for coaching around communication of all types.
“I don’t know my lead time or cycle time.”
“I can’t see clearly how many issues we face or how long it takes to resolve them.”
“I can’t get a clear answer on why DevOps/ops are so slow/busy.”
Here we are looking for how the technology and architecture of your systems support your objectives and the operations of your teams, and how well that is articulated and communicated as well as how well the technology and platform strategy support the wider business objectives and strategy.
Recommendations here might include architectural or technology changes to facilitate your aspirations or the achievement of defined objectives, or enhancements to the technology architecture in place to improve reportability, control, productivity, culture or to deal with risks.
common questions
“I want to do automated testing and continuous delivery.”
“My product teams all use different systems and it’s expensive, inefficient and difficult to manage”
“My Ops/DevOps/SRE team doesn’t seem to deliver what the product teams need.”
Here we look at issues of trust and reliability. Specifically, customer and engineer trust in, as well as the measurement and literal reliability of, your systems, products and services.
Recommendations here might include things such as the effectiveness of monitoring and alerting, incident and problem management, performance management, and processes for the management of infrastructure and software.
“Somehow we struggle to keep our services running reliably.”
“I just don’t have visibility on our services and how well they’re doing.”
“We keep having the same issues with our services.”
Here we look specifically for the degree of collaboration that takes place between teams, the alignment between teams and departments and the communication that takes place between dependant and collaborating teams and departments.
Recommendations here might include changes to process or procedures to formalise communication in critical situations, feed into changes in Organizational Design and Implementation, or include changes to how certain types of information are communicated to encourage transparency and foster common understanding.
“My teams don’t talk to each other.”
“There are handoffs in the software delivery path that lead to delays and breakages.”
“My teams blame each other when there is an incident or outage.”
Yes, it’s that important we asked it thrice!
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We help organisations unfold human potential, designing business strategy and operational excellence that manifest extraordinary employee experiences.
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