Source: thenewstack.io
Target Embraces Cross-Organizational DevOps CultureCategory: Business
Pre-covid, the merchandising culture at the Target retail chain had a very siloed decision-making process and operations, only focusing on what’s best for each “unique” division or category, not concerned with what was best for end-to-end operations or customers. Over the last four years, the company worked to change this state of operations, and the pandemic actually helped to speed the process.
In 2018, the Target team was back talking about rethinking the role of architecture and governance in enabling developer productivity.
The Target team soon realized that they lacked critical skills in product, engineering, analytics and user experience.
In the end, this smaller, fully cross-functional team boasted several achievements: Perhaps the most successful part of this pilot project was its spawning of the first internal advocates for the DevOps way of working, which later allowed Target to respond quickly to the pandemic while protecting the health of team and customers.
In 2018, the Target team was back talking about rethinking the role of architecture and governance in enabling developer productivity.
The Target team soon realized that they lacked critical skills in product, engineering, analytics and user experience.
In the end, this smaller, fully cross-functional team boasted several achievements: Perhaps the most successful part of this pilot project was its spawning of the first internal advocates for the DevOps way of working, which later allowed Target to respond quickly to the pandemic while protecting the health of team and customers.
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