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From YouTube: From Tel-co to Tech-co: How Vodafone transformed its DevOps culture with GitHub - Universe 2022
Description
Presented by: Ahmed El Sayed
Vodafone is going through its largest ever transformation from a traditional mobile and broadband provider to a technology company with DevOps at the heart of everything they do. Join Ahmed El Sayed, Vodafone’s UK CIO and Digital Engineering Director, to learn how the company is using GitHub to build its mobile app journeys 3x faster and attract more than 7,000 software engineers to their team.
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About GitHub
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A
A
Dreaming
director
for
Vodafone
Vodafone
is
a
leading
telecommunications
company
in
Europe
and
Africa,
led
by
our
purpose
to
connect
for
a
better
future.
We
develop
a
range
of
Living
products
and
services
covering
mobile,
fixed
and
I.T
connectivity,
as
well
as
TV
and
fintech
solutions
to
help
build
digital
societies
of
the
future.
Our
iot
service
has
grown
to
become
the
largest
globally
connecting
150
million
devices.
A
Our
m-pesa
and
vodaf
platforms
are
providing
vintage
solutions
to
more
than
50
million
customers
in
Africa.
Vodafone
is
going
through
its
biggest
transformation
from
being
a
traditional
mobile
and
Broadband
provider
to
become
a
real
tech
company
with
software
engineering
at
the
heart
of
everything
we
do
as
digital
connectivity
continues
to
grow
by
up
to
50
percent
every
year,
with
growing
with
it.
Our
customers
expect
us
to
not
only
provide
Advanced
fit
for
purpose
connectivity,
Solutions,
but
also
many
digital
products
and
services
from
home
security
and
insurance
to
e-commerce
and
fintech
sources.
A
With
the
launch
and
scaling
of
5G
Technologies
many
New
Horizons
around
manufacturing,
Automation
and
augmented
and
virtual
reality,
Solutions
became
possible
and
Vodafone
would
like
to
be
the
digital
trusted
partner
for
our
customers.
In
such
a
Global
Evolution,
with
that
in
mind,
it
was
clear
for
us
that
it's
time
for
a
radically
change
in
our
strategy
and
ways
of
working
it's
time
to
become
a
real
software
house,
building
our
own
Solutions
rather
than
just
buying
and
integrating
them.
A
We
need
to
be
able
to
scale
product
teams
across
different
verticals
and
deliver
what
our
customer
wants
in
a
seamless
experience
and
with
very
high
speed.
That's
why
we
rebuilt
our
strategy
with
two
goals
in
mind.
The
first
one
is
that
Vodafone
needs
to
be
one
of
the
best
Global
software
houses,
and
the
second
one
is
that
we
need
to
invest
heavily
on
our
productivity
through
code,
reuse
and
automation.
A
Our
key
measure
of
success
is
our
customer
feedback
for
sure,
and
we
will
Define
and
refine
our
engineering
practices
and
productivity
to
increase
our
measured
agility
through
our
lead
time
number
of
daily
releases
and
mean
time
to
recover.
To
achieve
the
first
goal,
we
made
a
commitment
that
by
2025
50
of
our
technology,
Talent
will
be
software
Engineers.
A
As
part
of
our
shift
to
GitHub,
we
built
a
technical
career
path
for
our
Engineers
to
thrive
within
the
organization
and
take
very
senior
roles
across
their
careers
from
building
our
strategic
products
to
defining
the
company
overall
strategy,
we
have
launched
a
Vodafone
engineering
employer
brand
to
allow
our
Engineers
to
engage
internally
and
externally
with
a
huge
community
of
engineering
Talent.
We
run
a
path
of
opening
up.
Many
of
our
software
solutions
to
the
open
source
community
and,
last
but
not
least,
with
working
through
an
engineering
lead
review
of
our
approach.
A
Our
second
goal
was
how
to
reuse
code
and
Achieve
maximum
Automation
in
software
development
cycle,
so
that
we
can
free
up
our
Engineers
time
to
build
all
new
Innovations,
but
to
do
that,
we
used
to
operate
in
a
market
by
market
focus
without
any
Global
use
or
best
practice,
sharing
our
Vodafone
mobile
app
that
provides
customers
with
the
ability
to
check
their
usage,
make
payments
and
buy
products
with
built
12
times
in
all
our
European
markets.
Even
though
more
than
60
percent
of
the
use
cases
are
actually
the
same.
A
A
So
it
became
very
clear
to
us
that
if
we
can
get
rid
of
all
this
waste,
if
we
can
build
visiting
class
mobile,
app
e-commerce,
ecad
and
loyalty
Solutions
once
as
flexible
Global
platforms,
and
we
use
them
across
all
our
markets,
we
can
easily
save
50
percent
of
our
most
important
asset,
which
is
our
Engineers
time
and
reinvest
this
time
into
future
Innovations
and
Achieve
our
new
star
of
being
the
digital
partner
for
our
hundreds
of
millions
of
customers
globally.
Not
only
that,
but
by
just
bringing
our
outstanding
Talent
into
one
organization.
A
We
found
that
we
have
great
engineering
practices
and
automations
that
can
be
easily
shared
across
all
of
our
Technologies
from
cloud
engineering
to
app
web
chat
and
platform
engineering.
So
we
ended
up
creating
guilds
with
similar
interests
around
these
Technologies,
and
these
games
agree
that
for
us
to
maximize
reuse
and
Automation
and
unlock
capacity
and
productivity,
we
need
to
move
to
a
monorepo
strategy
and
our
first
three
Global
initiatives
to
use.
This
will
be
our
Cloud
engineering
platform,
OneSource
web
library
and
our
single
global
app
monorepo
for
us
is
not
just
an
architecture.
A
Actually,
it's
a
full
people
strategy
with
focused
on
reusing
collaboration
by
moving
all
our
local
codes
across
12
European
countries
to
a
single
reple.
Our
Engineers
can
get
full
visibility
to
all
the
microservices
built
by
their
colleagues,
find
repetitive
code
opportunities
for
use
and
start
building
their
own
sub
teams
to
revamp
and
build
reusable
components.
A
It
also
breaks
the
silence
between
our
teams
and
drive
great
conversations
and
collaboration
spirit
and
build
a
culture
of
self-management
and
common
purpose
which,
at
the
heart
of
our
mission,
it
gives
us
the
opportunity
to
experiment
with
this
new
ways
of
working
and
empower
the
team
to
take
their
own
decisions
around
which
components
to
use
and
which
one
to
build
from
scratch.
It
automatically
makes
everyone
working
on
a
single
Global
product
rather
than
multiple
local
ones,
as
all
the
components
need
to
be
integrated
and
released
for
the
global
product
to
work.
A
Finally,
it
enables
the
team
to
solve
problems
quicker
than
before.
This
is
possible
through
the
move
to
our
in
their
sourcing
practices
that
enables
our
different
teams
to
work
and
update
each
other's
code.
They
can
raise
GitHub
requests
and
other
members
of
the
global
organization
can
directly
help
in
finding
a
solution.
Since
everyone
has
access
to
all
the
codes.
The
beauty
of
choosing
GitHub
as
our
singing
monoreple
is
that
the
very
Advanced
features
that
GitHub
can
provide,
and
also
the
level
of
high
experience
that
our
teams
have
already
around.
A
It
makes
it
much
easier
to
automate
many
of
the
processes
we
have
there.
It
make
it
easier
to
structure
the
code
in
a
way
that
can
even
drive
further
use.
So
for
us
we
see
monorepo
as
as
the
main
strategy,
and
then
building
this
on
GitHub
gave
us
even
an
extra
possibility
of
achieving
better
productivity
as
a
team,
and
we
started
ready
to
see
some
initial
gains
so
we're
not
there
at
the
50
60
productivity,
we're
looking
for,
but
even
from
very
small
initiative
that
we
started
with.
A
We
can
see
simply
10
15,
freeing
up
time
for
our
developers,
which
help
us
to
deliver
more
value
to
our
customers.
Our
Global
Cloud
engineering
team
has
already
moved
to
monoreful
solution
and
we're
able
to
build
100
plus
Scout
components
that
enables
very
cool
stuff
that
our
product
Engineers
team
can
use.
For
example,
they
can
spin
off
Cloud
environments
with
zero
touch
implementation.
A
They
can
create
immutable
environments
in
a
fully
automated
way.
That's
compliant
to
all
of
our
Regulatory
and
security
standards
and
running
in
a
public
Cloud.
They
can
create
instances
that
have
observability
built
in
using
our
standard
Global
tools
and
very
soon
they
will
be
able
to
spin
off
a
full
API
ecosystem
that
enables
them
to
sell
their
products
as
apis
and
open
a
new
trading
Channel
and
great
external
developer
engagement.
A
Our
Cloud
engineering
team
has
always
one
aspiration
in
mind,
which
is
to
automate
all
our
manual
approval
processes
like
Cloud
costing
and
release
and
change
management,
as
well
as
automate.
Our
software
cycle
phases
like
testing
and
deployment
to
enable
our
product
team
to
fully
focus
on
building
new
customer
features.
A
As
it's
very
clear
that
our
strategy
is
highly
dependent
on
moving
to
a
man
Rebel
choosing
which
solution
to
use
for
our
repository
was
a
key
decision.
It's
not
an
easy
one,
but
it's
a
key
one
for
our
engineering
Tom
Community
to
take.
This
is
not
just
a
choice
of
a
tool,
but
it's
more
of
choosing
the
right
partner
for
us
on
such
an
exciting
and
complex
Journey.
The
engineers
decided
that
GitHub
is
definitely
the
right
strategic
partner
for
Vodafone.
The
tool
gives
us
all
the
features
required
to
achieve
maximum
collaboration
and
use.
A
It
allows
us
to
make
changes,
deploy
code,
branches,
review
code
and
ask
and
give
feedback
in
a
very
Global
collaborative
manner.
It
also
enables
us
to
achieve
our
security
standards
as
well
as
our
inner
Source
principles.
Its
Advanced
set
of
features
help
us
to
apply
trunk-based
development
practices,
with
a
small,
frequent
updates
to
the
main
branch
on
top
of
that,
GitHub
gives
us
access
to
an
outstanding
software
engineering,
community
and
ability
to
share
best
practices,
not
only
within
the
Vodafone
premises,
but
even
externally,
across
the
globe.
A
A
First,
this
is
a
full
business
transformation
and
not
just
a
technology
change.
For
this
to
succeed,
it
need
to
be
led
by
the
global
CEO,
driving
and
Engineering
productivity
agenda.
Our
question
and
products
teams
need
to
change
their
ways
of
working
rather
than
having
our
product
managers
think
only
about
the
needs
of
customers
in
a
certain
Market.
They
need
to
come
together
and
think
more
globally.
A
Our
finance
teams
have
to
uplift
their
financial
processes
to
be
fit
for
using
assets
across
markets
and
our
HR
teams
needed
to
evolve
the
Recruitment
and
talent
retention
strategies
to
allow
us
to
bring
the
best
engineering
talent
in
Market.
Secondly,
creating
an
exciting
engineering
Manifesto
agreed
by
the
engineering
community
is
a
must-have.
Our
Manifesto
drives
our
core
engineering
values
of
people
over
processes,
collaboration
over
competition
build
over
by
reuse
over
repetitive
codes
and
data
over
opinions.
A
Whenever
decisions
are
taken
and
there
are
different
opinions,
which
is
always
the
case,
we
go
back
to
our
Manifesto
and
assess
the
best
option.
Thirdly,
it's
important
to
start
with
a
small
size,
reuse
opportunities
to
show
quick,
wins,
achieve
incremental
value
and
get
lessons
as
early
as
possible.
I
can't
stress
this
as
much
as
I
can.
We
were
very
conscious
that
we're
not
starting
from
sketch,
but
rather
revamping
most
of
the
Legacy
built
over
years.
The
use
has
a
cost
or
upfront
investment
of
time
and
money
before
reaching
the
ultimate
code
of
productivity.
A
If
we
start
with
big
initiatives,
it
will
take
us
a
major
drop
in
our
productivity.
Initially,
before
we
enjoy
an
exponential
increase
in
the
future,
and
we
may
lose
some
of
the
stakeholders
distrust
in
this
journey,
that's
why
why
it
was
important
for
us
to
chunk
down
the
transformation
into
smaller
Evolutions,
with
manageable
cost
of
use
and
relatively
quicker
returning
investment.
A
Fourthly,
it's
critical
to
build
a
real
devops
culture
and
break
the
Legacy
silence
between
our
engineering
and
operations
team.
This
can
only
be
achieved
by
creating
a
common
purpose
and
Global
value
streams,
with
all
our
different
teams
working
towards
a
common
goal.
Finally,
it's
all
about
the
team.
Nothing
is
more
important
in
this
journey
than
investing
and
reskaling
and
upscaling
our
great
talent,
as
well
as
bring
the
best
engineering
Talent
externally,
to
complement
the
team
and
give
a
fresh
eye
on
things
we
can
do
better
for
us.