►
From YouTube: The Digital Transformation Journey to Join GitLab in Continuous Customer Value Innovation
Description
Using Wardley Value Chain mapping to unpack Digital Transformation and it's critical dependencies on the maturity of your Software Delivery Capability. GitLab lives out this map with monthly releases of substantial Customer Value Innovation.
A
When
we
take
a
look
at
the
term
digital
transformation,
we
want
to
unpack
it
a
piece
at
a
time.
The
digital
part
is
really
an
acknowledgment
that
technology
should
have
a
much
greater
status
among
business,
Builders
and
strategists.
It
is
a
call
to
not
limit
the
role
of
technology
to
just
a
way
of
powering
business
or
only
facilitating
business
or
just
a
means
to
providing
access
to
business,
but
rather
consider
it
a
foundational
building
block
for
creating
customer
value.
A
Essentially,
we
want
to
consider
digital
as
a
part
of
business
DNA,
which
means
it
influences
both
fundamental
business
building
priorities,
as
well
as
day
in
and
day
out
operations.
Digital
transformation
fully
acknowledges
that
similar
to
human
DNA
technology
plays
a
very
critical
role
in
the
ability
of
business
to
launch
adapt,
survive
and
thrive.
A
Now,
the
transformation
part
is
where
things
get
interesting.
A
part
of
the
transformation
is
basically
moving
the
organization
to
a
culture
that
Embraces
digital
in
the
fundamental
way
we
just
discussed,
however,
there's
an
interesting
and
desirable
secondary
effect
of
transforming
to
a
company-wide
culture
that
focuses
on
innovating
in
the
area
of
customer
value.
If
you
listen
closely
to
the
excited
digital
transformation
success
stories,
they
exude
a
critically
important
theme
of
returning
to
a
focus
on
improving
and
creating
customer
value.
Well,
digital
is
the
means.
A
business
level.
Transformation
to
customer
value
is
the
end
goal.
A
We
essentially
recode
our
company
DNA
to
leverage
digital,
but
to
use
that
new
flexibility
to
obsess
about
customer
value
creation
like
when
the
company
was
first
born.
If
you
work
for
a
digital
native,
it's
tempting
to
believe
that
your
organization
does
not
need
to
think
about
digital
transformation,
but
unfortunately,
as
digital
native
scale,
their
organization.
It
is
all
too
common
to
fall
back
into
Legacy
habits
that
endanger
the
future.
A
I'm
going
to
walk
through
this
using
a
visual
value
chain,
mapping
method
known
as
Wordly
mapping.
Don't
worry
super
easy
to
understand
and
I'll
give
you
just
enough
explanation
of
the
method
as
we
go
along,
the
horizontal
axis
of
the
Wordly
map
will
use
four
columns,
labeled
Genesis,
custom-built,
product
and
commodity.
The
fundamental
idea
here
is
that
every
business
on
the
planet
moves
things
that
are
in
the
first
two
columns
to
the
last
two
columns.
A
Essentially,
you
could
view
something
in
the
left
two
columns
as
customer
problems,
because
they're
arduous
and
challenging
to
use
the
business
creates
a
customer
Solution
by
maturing
a
particular
capability
into
the
right
two
columns
where
it
becomes
much
easier
to
use.
Let's
use
the
concept
of
electrical
power
as
an
example.
If
you
wanted
to
leverage
electrical
power
in
the
early
1900s,
you
need
to
build
and
fuel
a
power
plant
of
some
type.
A
You'd
also
likely
need
to
plant
engineers
and
a
machine
shop
to
maintain
the
capabilities
that
a
power
plant
depends
on
in
order
to
operate.
If
we
fast
forward
to
today,
electrical
power
looks
very
different.
It's
firmly
at
the
far
right
of
the
commodity
column.
We
literally
call
it
a
utility
another
way
to
look
at
it
is
that
electrical
power
is
a
very
well
solved
problem,
because
it's
inexpensive,
broadly
available
and
easy
to
use.
A
So
every
business
is
doing
this
in
some
form
or
fashion,
creating
customer
Solutions
moving
some
of
the
desirable
ability
from
the
left
side
of
this
map
to
the
right.
This
worldly
map
also
has
a
vertical
axis,
which
has
to
do
with
the
visibility
level
of
the
solution
details
to
the
customer
or
stakeholder.
If
we
think
of
electrical
power
again,
most
of
us
understand
very
well
how
to
use
light
switches
and
sockets
to
power
a
large
variety
of
devices.
A
We
also
understand
we'll
pay
a
reasonable
price
for
using
it,
but
how
exactly
the
electrical
power
is
always
ready.
Behind,
the
Walls
is
a
chain
of
dependencies
that
are
invisible
to
us,
especially
the
deeper.
We
follow
that
chain
into
the
details
of
power
generation
and
distribution,
there's
actually
a
great
situation.
We
want
to
pay
someone
else
to
know
the
details
of
exactly
how
it
works
so
that
we
can
simply
use
it.
A
The
real
power
of
a
worldly
map
comes
in
helping
stakeholders
to
see
just
deep
enough
into
the
dependencies
to
more
adeptly,
manage
the
Strategic
direction
of
the
company,
while
also
allowing
those
who
manage
these
dependencies
to
articulate
how
their
area
supports
strategic
business
Direction
like
all
maps,
it
gets
everyone
on
the
same
page
now,
while
mapping
businesses
and
customers
is
a
popular
use
case
for
Wordly
mapping,
it's
also
flexible
to
map
any
stakeholder
and
their
consumption
of
a
valuable
capability.
So.
A
A
A
I
would
like
to
draw
your
attention
to
the
initially
perceived
need
for
digital
transformation.
It's
identified
by
the
blue
circle
on
the
mid
left
of
the
diagram.
While
it's
important
to
experiment
in
small
steps,
the
most
perceptive
business
strategists
come
to
understand
that
a
focus
on
customer
value,
innovation
through
digital
should
not
be
done
only
under
a
project
basis.
Instead,
it
needs
to
become
a
permanent
aspect
of
how
the
entire
business
culture
thinks
and
always-on
process
that
is
constantly
innovating
at
the
level
of
expanding
value
for
end
customers
on
our
map.
A
A
A
The
idea
that
unknown
dependencies
can
inhibit
our
stakeholders
from
achieving
their
business
goals
is
known
in
Wordly
mapping
as
inertia,
and
it's
depicted
here
as
a
Runner
jumping
a
hurdle,
but
if
you
think
about
attempting
to
push
an
object
through
jelly,
you
probably
get
a
more
accurate
idea
of
the
fully
surrounding
friction
that
inertia
can
provide
in
these
situations.
It's
not
impossible
but
extremely
challenging
to
make
progress
and
to
sustain
the
effort.
A
customer
value
innovation
engine
really
needs
to
be
built.
On
top
of
a
software
delivery,
Foundation
capable
of
sustained
throughput
in
technology.
A
We
have
the
concept
of
undifferentiated
heavy
work,
in
other
words,
work
that
does
not
directly
create
customer
value.
When
we
find
such
work,
we
look
for
ways
to
externalize
it
so
that
someone
else
can
maintain
a
capacity
that
we
depend
on,
but
does
not
directly
create
customer
value.
For
us.
This
is
how
your
company
currently
consumes
electrical
power,
so
the
commoditization
of
software
delivery
capability
occurs
when
it
becomes
an
easy
to
consume
capability.
A
A
devops
platform
approach
is
the
fastest
way
to
advance
to
this
level.
With
that
understanding,
we
can
also
plainly
see
that
we
have
another
maturity
Spectrum
here,
and
that
is
a
maturity
spectrum
that
we
depend
on
for
our
continuous
customer
value,
innovation,
with
the
maturity
spectrums
both
identified.
It's
clear
that
any
lack
of
maturity
and
software
delivery
is
going
to
cause
friction
to
maturing
the
business
capability.
A
A
Non-Extensible
platforms
are
quickly
abandoned
because
of
how
narrow
their
use
case
focus
is.
Unfortunately,
even
an
extensible
platform
is
still
not
sufficient.
It
is
actually
very
easy
for
our
technology
capability
in
the
bottom
Spectrum
to
focus
on
factory-like
efficiency
of
activities.
For
instance,
if
we
measure
our
software
delivery
process
by
how
many
lines
of
code
are
being
produced
during
a
time
period,
we're
looking
at
activity
there's
no
direct
correlation
to
the
value
being
created
by
that
activity.
A
If,
however,
we
measure
something
like
how
long
it
takes
for
a
customer
Innovation
to
go
from
being
an
idea
to
being
in
the
customer's
hands,
we
have
a
value
measurement.
The
way
that
we
can
tell
that
our
system
is
focused
on
value
and
keeps
the
team
focused
on
value
is
whether
or
not
we
have
metrics
in
the
system
that
keep
everyone
focused
on
value
instead
of
activity.
A
Now
we
all
know
the
wise
and
true
saying
that
what
gets
measured
gets
done,
but
it's
also
important
to
note
that
what
gets
measured
gets
innovated
now
gitlab
is
an
extensible
value-focused
software
delivery
platform.
This
allows
you
to
improve
at
software
delivery
Excellence
very
rapidly,
while
also
keeping
software
delivery
processes
themselves
focused
on
supporting
continuous
customer
value
innovation.
Another
important
aspect
of
any
platform
you
adopt
is
Vitality
how
much
additional
value
does
it
give
you
over
time
and
at
what
cost?
Well,
it
turns
out.
We
build
git
lab
with
gitlab
and
gitlab.
A
Is
a
company
has
been
releasing
new
customer
value,
Innovations
monthly
for
over
11
years,
without
any
release?
Associated
pricing
increases
so
at
gitlab.
We
know
this
map
to
be
true
because
we
live
it
every
day.
We'd
love
for
you
to
join
us
in
the
benefits
of
a
culture
focused
on
continuous
customer
value.
Innovation.
A
A
This
Focus,
though,
needs
to
be
matured
into
a
continuously
delivered
capability
of
customer
value
innovation,
but
the
ability
to
do
so
depends
on
the
maturity
level
of
our
software
delivery
process
to
the
degree
that
software
delivery
maturity
lags.
It
becomes
a
direct
and
substantial
friction
to
maturing
the
value
of
digital
transformation.
A
Software
delivery
can
be
accelerated
by
adopting
a
mature
and
extensible
devops
platform.
When
that
platform
is
specifically
focused
on
value
delivery,
it
keeps
the
software
delivery
of
function
aligned
with
a
business
capability
of
customer
value.
Innovation,
so
this
complete
map
shows
how
the
power
of
git,
lab's,
extensible,
value-focused
devops
platform
will
fuel
your
customer
facing
mission.