►
From YouTube: Keys to Faster Delivery
Description
John Jeremiah (GitLab Product Marketing) shares insights on how GitLab helps to accelerate organizations' digital transformation efforts
A
A
I
want
to
spend
a
few
minutes
and
talk
to
you
about
some
of
the
challenges
organizations
are
facing
to
accelerating
an
accelerated
digital
transformation.
You
know
we
hear
the
term
digital
transformation
a
lot
it's
in
the
market,
it's
the
height
everyone's
talking
about
it,
but
what
does
it
really
mean
and
and
fame?
Or
what
do
you
have
to
do
in
order
to
accelerate
to
go
faster
and
to
meet
the
challenges
of
a
digital
transformation?
So
the
next
2025
minutes
I
want
to
explore
this
with
you
and
share
with
you
some
insight.
A
We've
learned
I'd
get
a
lot
about
how
we
can
go
faster,
but
first,
let's
start
with
digital
transformation.
You
know
it's
it's
a
amorphous
term.
That's
used
everywhere.
The
World
Economic
Forum
I
think
had
a
great
study
that
they
did.
They
partnered
with
Accenture
and
produced
a
study,
and
it
describes
what
goes
into
digital
transformation
and
they
describe
several
different
key
components.
It's
about
changing
customer
experience
and
outcomes.
It's
about
discovering
new
efficiencies
in
and
really
creating
new
business
models
in
total.
Now
IDC
did
a
study.
A
They
looked
at
this
and
they
think
it's
a
massive
transformation
of
change
and
comparing
capability
and
potential
that's
there
are
trillions
of
dollars
of
work.
That's
going
to
go
into
digital
transformation,
unlocking
these
new
capabilities
and
speaking
of
capabilities
and
the
enablers
that
are
going
to
make
it
happen
again.
They
looked
at
what
goes
into
it,
it's
about
agile,
in
a
different
form
of
leadership.
A
It's
about
you
know
looking
across
and
changing
skills,
it's
about
thinking
about
ecosystems
and
how
we
manage
data
and
make
people
and
enabled
to
go
faster
and
the
principles
of
ownership
and
use
cases
of
faster
delivery.
All
come
into
play
here
as
things
that
make
digital
transformation
possible
and
when
digital
transformation
happens,
its
disruptive,
its
disruptive
in
many
different
places.
Think
about
your
experience
in
the
market
and
your
experience
where
you've
been
seen
in
disruption.
Look
at
how
taxis
and
transportation
has
been
disrupted
by
simple
mobile
applications.
A
What
about
hotels
now,
how
many
hotels
are
being
disrupted,
because
now
there
are
apps
that
allow
people
to
find
places
to
stay,
not
to
mention
retail
and
books
and
in
the
whole
world
that
Amazon
is
disrupted?
And
frankly,
if
you
look
in
your
we're
all
carrying
around
access
to
financial
institutions
in
our
pocket
with
mobile
phones,
it
allows
us
to
make
payments
to
do
financial
tractions
from
transactions
from
anywhere.
Now.
A
A
Lots
of
organizations
are
really
excelling
at
this
and
when
we
think
about
DevOps
or
digital
transformation,
often
the
two
work
together.
You
know
recently
cristela
Technique
and
wrote
a
story
about
companies
that
are
killing
it
at
DevOps
and
you'll
notice
that
it's
everything
from
the
likes
of
Amazon
and
Netflix
others
like
fidelity
and
Sony
companies
on
both
into
the
spectrum
and
unicorns
inner.
You
know,
internet
startups,
that
are
growing
amazing
speeds,
very
legacy,
organizations
that
have
extremely
long
histories
and
but
they're
solving
for
how
to
go
faster
and
how
to
accelerate.
A
And
lastly,
on
this
topic
of
speed,
you
know
it
was.
It
was
an
interesting
series
of
tweets
at
Marc
Andreessen
shared
a
couple
of
years
ago,
where
he
made
this
observation.
That
cycle
time.
That
cycle
time
compression
is
key
to
going
faster,
that
being
able
to
go
faster
to
reduce
the
cycle
from
idea
to
delivery
is
really
a
key
between
winning
and
losing,
and
he
describes
us
in
a
series.
That's
really
fascinating.
So
to
sum
up,
if
you're
gonna
go
fast,
if
you're
gonna
be
digital,
you
have
to
go
fast
and
that's.
A
A
I
think
we
know
something
about
going
fast
and
it's
not
that
we
ship
trivial
releases,
we
ship
significant
releases
and-
and
you
would
think
that
customers
wouldn't
stay
with
us,
but
the
data
at
least
shows
that
they're
within
you
know
last
three
releases
people
keep
up
with
us.
So
in
many
ways,
I
think
collab
is
an
example
of
not
the
same
locomotive.
That's
just
going
faster
because
we're
throwing
more
coal
on
the
fire,
but
we're
that
high-speed
bullet
train.
That's
that's
electrified
and
moving.
Incredibly
fast,
so
how
do
we
do
it?
A
I
want
a
double
click
and
to
show
you
and
share
with
you
some
of
the
things
we're
doing
that
I
think
are
different,
but
now
that
allow
us
to
go
faster
and
to
operate
at
the
speed
we're
going
at
it's
about
people,
it's
about
process
and
it's
about
technology,
how
it
all
comes
together
for
us
to
go
as
fast
as
we're
going
now,
I
think
of
it
in
a
couple
of
different
ways.
First,
off
silos
are
often
a
key
barrier
to
going
fast
and
we're
changing
the
way
we
think
of
silence.
A
A
Let
me
let
me
just
I,
want
to
showcase
I
think
five
different
things
that
I've
seen
it
get
lab
that
that
that
gives
me
a
clue
as
to
what
we're
doing
to
go
as
fast
as
we're
going
so
first
thing
that
we're
doing
within
get
lab,
we
believe
in
being
transparent.
We've
dissolved
the
silos
internally.
You
know
you
can't
really,
you
know
operate
when
you
think
about
operating
a
large
organization.
The
silos
and
barriers
to
communication
often
become
a
very
real
challenge.
A
One
person
or
one
team
knows
just
a
certain
amount
of
information,
but
the
others
don't
and
the
silo
is
getting
away
and
we've
broken
down
the
silos
in
a
couple
of
different
ways,
and
it's
not
that
we're
a
flat
organization
with
no
teams
and
no
structure.
We
have
that,
but
we've
eliminated
it
through
digital
digital
tools
and
techniques
such
as
we're
using
slacking
and
communicate
as
a
way
for
messaging
and
persistent
chat
for
asynchronous
communication.
This
way
we
know,
what's
going
on,
we
can
go
join
a
conversation,
that's
relevant.
A
It
gives
us
the
ability
to
have
real-time
and
asynchronous
communication
in
a
way
that
just
makes
it
easier
to
connect
and
coordinate
additionally
because
we're
remote
in
some
of
the
ways
we
work
we
leverage
Google
Docs
heavily.
We
have
live
documents
that
we
can
maintain
for
meetings
from
meeting
agendas
for
notes
that
we
take
as
we
go
one
of
the
tasks
one
of
the
techniques
we
use
is
we
live
at
it
and
then
an
agenda
as
we
take
we
take
minutes
while
we
meet
in
many
ways.
This
helps
us
to
both
document.
A
What
we've
done
so
we
can
remember
and
record
it
for
later
plus
it's
a
way
to
have
a
record
of
the
meeting
as
we
go.
This
is
a
huge
enabler
and
we
also
use
gitlab
as
a
way
to
manage
gitlab
as
we
identify
work
items
and
issues
that
we're
going
to
work
on
that
we're
going
to
collaborate
on
together.
We
capture
those
its
issues
and
we
use
them
in
planning
boards
in
the
planning
board.
A
This
requirement
saw
this
work.
We
were
doing
around
value
stream
management
and
he
created
an
account
and
offered
input
into
the
discussion
that
the
product
manager
was
having
with
the
team
about.
How
do
we
go
about
doing
value
stream
management,
it's
incredibly
powerful
to
have
that
input
from
the
outside?
And
because
of
that,
we
are
better
and
stronger
and
go
faster
than
ever.
Now.
A
Transparency
is
one
of
the
key
things
that
starts
this.
The
other
thing
that
we
do
that
I
think
is
radically
different.
Is
we've
really
come
to
understand
that
moving
faster
means?
You
have
to
be
smaller
and
more
nimble.
You
know
this.
This
hummingbird
is
really
fast
and
can
move
on
a
dime,
compare
it
to
its
cousin,
the
ostrich
who's.
You
know
large
and
ungainly,
and
can't
really
move
in
nearly
as
fast
and
can't
even
fly.
A
You
know,
Eric
right
right
started
this
with
the
the
lean
startup
where
he
introduced
the
concept
of
Minimum
Viable
Product
of
build
enough
with
a
product
and
ship
that
get
feedback
fast,
but
that
means
you've
built
a
whole
product
and
kid
lab
we've
really
taken
this
to
the
next
level
and
said
now:
it's
not
the
Minimum
Viable
Product,
nor
it's
the
minute.
Norris
is
the
Minimum
Viable
feature,
but
rather
it's
really
about.
A
What's
the
smallest
viable
change
that
we
can
do
that
unlocks
improvement,
so
we
can
get
feedback
and
move
faster,
one
of
the
absolute
hardest
things
that
that
I've
seen
people
at
get
lab
learn
how
to
do
is
how
to
go
from
the
mindset
of
the
past.
Its
large
complex
changes
to
very
small
compact
minimum
viable
change
when
you
do
think
minimum
viable
change
and
you
go
faster.
A
What
it
means
is
that
you're
able
to
get
feedback
faster,
you
able
to
adjust
on
the
fly
and
we've
used
this
both
to
build
the
product
to
build
our
documentation
to
build
our
website.
We
embrace
Minimum
Viable
change
in
everything
that
we
do
and
it's
really
really
difficult,
but
when
you
do
that,
it
allows
you
to
get
feedback
and
move
incredibly
fast.
Here's
some
examples
of
where
we've
been
adopted
in
BC
and
there's
many
many
many
more
in
the
case
of
Auto
DevOps.
A
A
Now,
when
you
embrace
DevOps
and
you
try
to
go
faster,
you
really
have
to
trust
automation.
You
trust
your
pipeline.
If
you
don't
trust
your
pipeline,
if
you
don't
build
a
pipeline
to
automate
the
manual
tests
from
development
all
the
way
to
production,
including
testing
security,
compliance
all
of
those
activities
that
you
do
to
build
and
deliver
the
application,
those
are
manual
activities
traditionally
that
are
fraught
with
error
and
rework
and
become
bottlenecks
that
slow
down
delivery
in
so
many
different
ways.
Building
out
a
pipeline
that
covers
the
length
of
your
lifecycle
is
incredibly
important.
A
You
have
to
do
this
if
you're
really
going
to
accelerate
and
get
lab,
we've
built
our
pipelines
and
we've
used
pipelines.
You
know
using
get
labs
ci
as
a
way
to
automate
what
we
do
for
every
single
commit.
We
have
a
series
of
automated
tests
and
security
scans
that
run
in
parallel
all
the
way
up
to
testing
and
review
applications,
although
and
all
the
way
into
production
which
I'll
talk
about
a
second
now
I
might
have
I
mentioned
security
along
the
way
in
security.
A
A
Now,
one
of
the
other
things
that
I
think
has
changed
that
we've
embraced
and
adopt
is
this
whole
idea
of
containers
and
kubernetes
is
a
way
to
go
faster.
You
know
a
lot
of
times
people
talk
about
as
infrastructure
as
code,
but
because
of
what
we've
done
because
of
what
we're
doing
we're
able
to
deploy,
review
applications
and
eliminate
the
barrier
of
the
blockers
that
often
teams
are
waiting
for
test
environments
and
waiting
to
do
testing
you
know
as
they're
delivering
their
application.
You
know
one
example
of
this
I
think
that
is
pretty
pretty
cool.
A
A
In
addition
to
that,
we
can
make
review
comments
on
the
review
app
and
captures
a
part
of
the
review
process
to
go
faster
and
similarly
because
we're
treating
infrastructure
as
code
and
we're
using
containers
and
kubernetes
we're
able
to
do
things
like
you
know,
canary
releases
and
feature
flags
to
turn
and
off
specific
features
as
we
go
live,
thus
we're
able
to
minimize
the
impact
of
potential
outages
or
disruptions
it
could
happen
in
production.
It
gives
us
the
ability
to
go
faster
and
lower
the
risk
of
anything
happening
and
I.
A
Think
the
last
thing
that's
really
important,
with
what
we're
doing
at
gitlab
is:
we've
embraced
from
top
to
bottom,
the
spirit
of
continuous
improvement.
You
know
in
the
in
the
lean
manufacturing
world
of
continuous
improvement
in
Lean,
Six
Sigma,
the
concept
of
Kaizen.
Above
always
improving,
is
really
at
the
core
of
what
happens.
I
think
it
lab.
A
We
live
that
in
a
couple
of
different
ways:
I
think
that
are
pretty
remarkable
one
of
the
ways
we
do
this
is
for
every
time
we
do
a
release
or
every
time
we
do
something
significant
will
have
a
retrospective
and
they'll
often
be
public.
You
will
see
us
on
on
YouTube
live
streaming,
the
conversation
discussions
were
having
about
what
we
worked
and
what
didn't?
Usually
it's
a
few
days
after
our
release.
We
come
together
and
we
reflect
on
that
retrospective
and
share
what
we've
learned
and,
of
course,
we're
documenting
it,
both
in
a
Google
Doc.
A
So
you
know,
in
summary,
I
want
to
kind
of
wrap
up
and
share
a
cup
and
wrap
this
all
up.
There's
really
five
things
I
think
that
enable
us
to
go
faster.
It's
we
get
rid
of
the
silos,
we're
collaborating
digitally
across
the
organization.
We've
got
from
large
change,
small
change,
we've
embraced
minimum,
viable
change
and
that's
hard
and
I'm
Senator.
Earlier
it's
hard,
I'll
say
it
again:
it's
difficult
to
make
that
transformation.
A
A
We
ensure
that
we're
ready
to
go
live
before
we
even
put
think
about
pushing
something
to
production
and
leveraging
continuous
delivery
infrastructures
code
allows
us
to
have
test
environments
on-demand
to
do
testing
with
review
applications
and
then
to
push
a
reduction
and
or
revert
by
turning
on
or
off
features
as
we
go,
and
because
of
you
embrace
continuous
improvement,
we're
learning
we're
improving
and
we're
making
the
same
mistake
less
often
as
we
continue
to
accelerate
and
go
faster.
How
fast,
well
one
way
to
look
at
how
fast
we've
gone
is.
A
Is
this
view
of
product
improvement
over
time,
and
this
illustrates
the
introduction
of
new
features
over
time
as
we
go
faster
and
faster?
It's
a
challenge
to
keep
this
this
chart
working
because
it
keeps
wanting
to
bleed
off
over
the
top
because
of
we
add
more
features
as
we
go.
You
know
it's,
it's
an
exciting
place
to
work
at
get
lab
because
we're
solving
really
hard
problems
and
we're
solving
problems
that
are
real
for
so
many
different
organizations.
You
know
gitlab
is
a
bomb's
platform
it
designed
and
built
as
a
single
application.
A
It's
a
single
application
that
brings
together
all
these
different
capabilities,
both
inside
of
you,
I've
been
integrating
out
of
get
lab,
but
the
power
of
this
means
that
we
can
help
teams
solve
problems
and
collaborate
and
coordinate
work
together
in
a
simpler
model,
a
simpler
way
of
working,
which
is
incredibly
powerful
and
is
frankly
part
of
what
helps
to
allow
us
to
even
go
faster
as
we
accelerate
as
well.
So
that's
about
it.
A
I've
tried
to
capture
a
few
key
highlights
to
share
with
you
some
of
the
things
that
I
think
are
key
to
get
lab
going
faster
and
I.
Think
that
are
key
to
helping
people
achieve
the
digital
transformation,
because
if
he
can
go
faster,
you
can
start
to
look
at.
How
do
you
deal
with
disruptions
in
the
real
world
and
go
faster?
And
so
with
that,
if
you'd
like
to
learn
any
more
here's
a
link
where
you
can
learn
about
get
lab
and
watch
a
demo
of
what
get
lab
can
do
with
that.