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Description
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Opening the Door to Observability - Libby Meren, Crowdstrike
Almost every organization is somewhere along the path to observability: from just getting started to having a sophisticated observability mindset. Whether you’re writing the code, deploying it to production, supporting users, or ensuring that their payment has hit the books in time, observability is fundamental for everyone, everywhere: it's about what you're trying to deliver to your end user. You know it's important, but how do you build a case for observability and convince leadership to invest? In this talk we give you a grounding on how observability impacts and empowers every part of the business, and then share insights to help you define your strategy. We discuss the importance of open observability tools, along with why this should be key to your strategy. We share learnings from our experience observing teams making this transition, and leave you equipped to take charge of advocating for the necessary investment.
A
Okay,
opening
the
door
to
observability
in
3.5
steps,
so
observability
provides
the
knowledge
and
confidence
so
that
different
parts
of
the
business
can
move
faster.
I
think
everyone
here
is
familiar
with
the
benefits
for
your
software,
your
infrastructure,
your
products
as
you
build
and
deploy
them.
You
can
handle
planned,
outage,
planned
and
unplanned
outages.
You
can
determine
cause
and
effect
and
so
on
and
so
forth,
but
observability
also
has
benefits
for
different
parts
of
the
organization.
So
your
marketing
and
sales
teams
they
can.
A
A
It
gives
you
a
better
understanding
of
your
current
and
Target
customers
so
that
marketing
and
sales
know
where
to
spend
their
dollars
and
effort.
For
example,
is
it
better
at
this
time
to
spend
more
time
on
social
media
or
actually
buy
ads,
and
it
also
helps
Focus
the
sales
team,
but
leadership
also
gets
many
benefits
from
observability,
whether
it's
your
Executives
through
to
your
team
leaders.
A
It
helps
justify
decisions
to
whoever
the
company
reports
to
whether
it's
a
board
Wall
Street
or
investors,
and
instead
of
having
to
wait
for
reports
to
be
generated
based
on
nine
questions,
which,
of
course
is
limiting.
It
enables
asking
at
the
time,
regardless
of
what
comes
up
questions
like
are.
If
our
competitors
are
doing
X,
if
we
did
it,
what
would
the
impact
be?
A
A
Okay,
so
step
one.
You
need
to
explain
observability
now.
We
all
know
that
observability
is
not
just
some
sort
of
alert
telling
us
our
metric
telling
us
that
there's
a
problem,
it's
actually
bigger
than
that,
but
depending
on
who
your
audience
is,
you
need
to
help
them
understand
what
observability
is
and
speaking
of
what
observability
is?
A
You
need
to
make
your
communication
of
what
observability
is
appropriate
to
your
audience,
how
you're
going
to
talk
to
your
CTO
or
an
engineering
manager?
They
likely
get
what
observability
is
and
they
want
to
go
quite
a
few
levels
down
your
Finance
person
likely
doesn't
need
that,
and
it's
really
important
to
underline
that
observability
is
a
practice
like
security,
reliability,
Etc.
It
cannot
be
bolted
on
okay
step.
Two.
A
Your
customers,
issues
affecting
customer
experience,
reduce
their
trust
in
the
product
and
in
the
business.
In
fact,
four
out
of
five
customers
in
a
recent
study
would
leave
a
brand
after
three
or
fewer
poor
instances.
A
poor
customer
experience,
the
remaining
one
in
five
would
leave
after
one
poor
experience.
A
A
You
also
have
difficulty
understanding
the
customer's
experience
and
you
have
to
be
reactive
to
problems
which
could
mean
customers
find
bugs
before
you
do.
That's
not
a
situation
anyone
wants
to
be
in
and
because
you
don't
have
a
contextual,
cross-system
View,
you
struggle
to
find
root,
causes
and
end
up
with
a
bunch
of
unexplained
system.
Behavior
and
near
misses.
A
A
Engineers
today
deal
with
more
and
more
Tools.
In
fact,
it's
on
average
an
engineer
Diesel
with
15
different
Tools
in
order
to
check
in
a
change
to
the
code,
and
when
you
consider
that
CI
CD
pipelines
are
usually
cobbled
together
of
a
number
of
different
tools,
all
of
which
have
their
own
way
of
reporting
issues,
often
without
context.
A
It
just
becomes
incredibly
complex
to
measure
and
understand
and
fix
issues,
let
alone
get
ahead
of
them,
and
all
of
that
means
that
your
engineers,
as
Engineers,
by
which
I
mean
developers
sras
devops,
insert
the
relevant
title
here,
they're
spending
time
on
reacting
to
issues
instead
of
what
their
day.
Job
is
repeat.
Those
repeated
issues
take
time
away
from
building
new
features
or
products
and
with
cost
complex
systems.
The
likelihood
of
an
issue
requiring
time
from
multiple
teams
increases.
A
You've
got
the
people
who
wrote
the
application
or
a
feature:
your
devops
team,
the
team
responsible
for
infrastructure,
site
reliability,
Engineers
security,
Engineers,
your
support
team
and
so
on
and
so
forth,
which
not
only
makes
the
resolution
time
longer.
It
also
makes
that
sunk
cost
of
all
of
those
employees
time
which
takes
them
away
from
focusing
on
efforts
that
will
achieve
the
business
goals
and
likely
grow.
A
Revenue
alert
fatigue
is
really
is
real,
as
we
all
know,
it's
not
only
the
loss
of
the
potential
loss
of
Employees,
leaving
the
team
or
the
organization,
but
there's
a
dollar
impact
of
losing
an
employee.
It
costs
around
94
days
to
find
and
fill
the
Gap
and
I
would
argue
that.
That's
quite
quite
a
generous
estimate.
It
probably
takes
more
more
time,
particularly
as
you
get
into
more
senior
and
experience
roles
plus,
of
course,
the
team
time
spent
on
interviewing
and
finding
those
resources,
those
new
highs.
A
It's
estimated
that
the
cost
to
replace
or
hire
someone
is
about
50
to
80
percent
of
the
employees,
salary
with
the
overall
costs,
ranging
from
90
to
200
percent
and
I
have
the
references
in
the
slide
deck
which
I'll
make
available
on
sketch
in
the
impacts
on
business.
Your
fragile
system
leads
to
a
slow
feature
and
product
delivery,
which
reduces
the
ability
to
grow
the
business
and
or
made
Revenue
goals.
A
A
It
was
determined
to
be
the
running
of
a
script
which,
with
the
wrong
execution
mode
and
wrong
IDs,
which
resulted
in
sites
deleted
for
about
400
customers
that
not
only
had
the
effect
of
unhappy
customers.
You
may
know
or
be
part
of
one
of
these
customers,
but
also
the
time
the
majority
of
the
business
had
to
spend
on
those
two
weeks
dealing
with
the
issues,
and
that
goes
right
across
the
business,
from
customer
support
through
sales,
reps
and,
of
course,
engineering.
A
A
And
I
I
don't
think
we're
going
to
get
Wi-Fi
to
work.
Well,
that
was
a
really
cute
little
video
of
South
Park
and
the
Underpants
Gnomes.
If
anyone's
familiar
with
that,
the
Underpants
Gnomes
had
a
plan
for
profit
step.
One
collect
Underpants,
step,
two
step,
three
profit,
which
means
that,
of
course
you
need
a
real
plan.
A
A
First
part
of
your
plan
figure
out
what
your
objective
is.
It
could
be
one
of
these
relatively
common
ones
like
finding
about
it
out
about
system
issues
from
the
software,
not
from
your
customers
or
employees,
reducing
outages
and
service
disruptions
by
some
percentage
or
number
resolving
incidents
faster,
being
able
to
understand
that
unknown
unknowns,
managing
tool,
sprawl
to
save
money
and
reduce
inefficiency
or
increasing
developers,
ability
to
innovate,
resulting
in
an
increase
in
speed
and
efficiency.
A
For
example,
if
your
organizations
trying
to
launch
in
a
new
market
or
region
being
able
to
observe
the
system
Behavior
and
the
customer
response
to
it,
enables
you
to
do
things
like
see
the
impact
of
your
go
to
market
strategy
and
change
it
in
real
time
which
has
measurable
and
immeasurable
savings.
I'd
argue
okay,
step
3.2.
What
are
your
options?
A
Let's
talk
a
little
bit
about
platform
selection
here,
I
can't
recommend
specific
products
or
platforms.
It
depends
on
your
objective,
your
infrastructure,
how
your
teams
operate
and
many
other
details.
You
need
to
your
organization,
but
here
are
some
generally
applicable
considerations
to
bear
in
mind.
Consider
open
source
I
mean
we're
all
at
an
open
conference.
I
think
we
all
appreciate
open
source.
Of
course,
it's
worth
reiterating
that
open
source
is
free
like
a
puppy,
not
free
like
beer,
it
has
its
costs.
A
It
does
enable
getting
locked
into
vendors.
It's
tough
to
find
a
single
observability
platform
that
meets
all
needs
and
no
no
shade
on
any
of
the
vendors
represented
here
today.
It's
the
fact
that
our
world
is
changing
so
fast
technology
is
changing
so
fast
that
it's
impossible
for
all
of
the
requirements
in
the
future
to
be
known
today
in
time
to
build
for
them,
so
we're
having
to
play
a
catch-up
game.
A
Many
of
and
many
vendors
integrate
with
Open
Source
Products
such
as
Prometheus
using
Open
Standards.
Well,
we've
heard
a
lot
about
open
Telemetry
today
and
vendors
adopting
them
using
Open
Standards,
of
course
helps
with
future
proofing,
particularly
if
you're
building
your
own
platform
and
it
aids
in
helping
your
platform
components
be
pluggable.
So
if
something's
not
working
for
you
costing
you
too
much
insert
the
reason.
That's
applicable,
you
can
of
course
swap
it
out.
A
A
A
As
you
go
about,
this
I
recommend
carrying
out
a
brainstorming
exercise,
I'm
sure,
as
you're
thinking
about
the
different
options
for
implementing
observability
at
your
organization.
You,
you
have
a
number
in
mind
it,
but
it's
worth
taking
the
time
to
try
and
I
hate.
This
phrase
think
outside
the
box,
if
you're
able
to
just
brainstorm
going
for
any
crazy
ideas,
you
may
find
ideas
that
you
hadn't
thought
of,
or
options
that
may
work
better
than
the
ones
you'd
thought
about.
A
Okay,
step
3.3
address
concerns
up
front,
so
what
does
that
mean?
Well,
some
common
concerns
are:
will
this
that
your
stakeholder
is
going
to
have
is?
Will
this
impact
any
of
our
business
objectives?
What
are
the
different
options?
Why
have
you
chosen
the
recommendation
that
you
have?
What
will
the
impact
be
on
our
customers
or
users
and
who
else
is
on
board
with
this
idea?
A
These
are
things
you
need
to
think
about
as
you
build
your
plan,
because
stakeholders
are
going
to
have
concerns
showing
that
you've
thought
about
them
and
have
an
answer.
Even
if
the
answer
is
I,
don't
know,
but
here's
my
plan
to
get
back
to
you
with
the
answer
helps
build
confidence
in
your
plan
and
you
as
a
result.
A
Your
business
objectives
could
be
something
like
launch
a
new
product
or
achieve
X
dollars
in
Revenue.
Choose
the
one,
that's
most
important
to
your
audience.
If
you
can
but
more
importantly,
make
sure
that
you've
connected
connected
the
impact
of
your
plan
directly
to
the
objective
and,
of
course,
in
a
way,
that's
measurable
and
demonstrable
options,
listing
those
options
and
clearly
articulating
the
pros
and
cons
shows
that
you've
done
your
homework
and,
while
it's
important
to
know
who
else
is
on
board
the
way
you
do,
that
is
know
your
organization's
influences.
A
Who
are
those
people
and
make
sure
you
talk
to
them
before
you
go
to
your
stakeholders
with
your
plan,
get
their
feedback
and,
of
course,
incorporate
it.
A
positive
word
from
an
influencer
for
whoever
your
stakeholder
is,
can
help
sway
their
decisions
in
favor
of
your
case.
Unfortunately,
not
all
decisions
rely
on
the
logic
of
what's
being
presented.
A
A
I
think
that's
meant
to
be
3.4,
build
the
plan
so
thinking
about
cultural
shift.
We
know
that
observability
takes
a
culture.
It's
a
practice,
not
something
that's
bolted
on
use
the
premise
that
all
issues
will
be
no
novel,
especially
in
a
cloud
native
or
distributed
system,
and
especially
as
your
company
or
their
products
or
the
infrastructure,
grow
and
change.
How
will
this
affect
your
development
teams?
For
example?
Will
it
be
additional
work?
A
A
A
Cost
is
important.
You
need
to
know
what
you're
asking
for,
and
you
need
to
make
sure
it's
clear
to
your
stakeholders,
what
you
need
from
them
and
again,
at
least
for
what
you
know.
You
know
and
call
out
what
you
don't
again
have
a
plan
to
come
back
with
the
answer.
What
you
don't
know
may
be,
for
example,
how
much
this
solution
is
going
to
cost
us,
because
those
things
can
be
hard
to
find
out
unless
you
have
control
over
budget
sales.
A
A
Yes,
it's
important
to
have
success
criteria,
but
it's
not
enough
just
to
have
them
and
measure
them.
You
need
to
report
in
your
progress
and
you
need
to
report
often
as
you're
communicating.
Your
plan
know
that
it's
better
to
address
issues
as
they
come
up
and
missed
objectives
along
with
your
plan
to
address
them
and
get
things
back
on
track,
then
to
keep
quiet
in
the
hope
that
you
can
fix
them
being
transparent
and
honest
is
the
way
to
build
stakeholder
trust,
which
is
important.
A
Is
it's
their
trust
in
you
and
their
willingness
to
continue
to
support
the
program
assuming
that
they're
Greenly
your
plan
learn
from
other
organizations
how
they've
addressed
observability
that
challenges
they've
faced
any
pitfalls
and,
of
course,
as
I
keep
saying,
customers
to
your
organization's
needs
and
your
specific
objective.
There
are
many
excellent
resources
out
there.
You've
heard
some
today
on
the
benefits
of
observability
use
them,
and
this,
of
course
includes
people
sitting
next
to
you
or
in
front
of
you
behind
you
in
the
room
today,
but
also
on
other
communities
such
as
the
cncf
slack.
A
There's
no
need
to
reinvent
the
wheel
if
you
can
learn
from
what's
been
built
already:
okay,
that
was
3.4,
step
3.5,
getting
your
body
in
you
know
your
audience
and
your
organization
best.
You
may
need
a
write-up.
You
may
need
a
presentation
to
exec
standing
at
a
Podium
or
a
white
paper,
but
whatever
it
is
whatever
the
format.
These
are
five
things
that
need
to
be
part
of
it
and
in
this
order,
describe
the
opportunity
and
the
objective
describe
the
current
state.
The
options
and
the
recommendation
show
your
work.
A
A
A
A
You
can
please
sign
up
and
tell
your
friends
this
that
tiny
URL
there
it
will
be
as
as
we're
aiming
to
make
it
as
good
an
experience
for
people
attending
virtually
as
those
attending
in
person
it's
free
to
attend
virtually
and
there's
a
nominal
fever
in
person,
and
if
that
fear
is
a
problem,
Reach
Out
we've
got
scholarships
available.
Thank
you.