Yet none of that mattered, because we violated the cardinal rule. We didn’t listen. More accurately, we made our customers feel like we weren’t listening. And until we could make that right, we kept on hemorrhaging business.
When we rely on vanity metrics, a funny thing happens. When the numbers go up, I’ve personally witnessed everyone in the company naturally attributing that rise to whatever they were working on at the time. That’s not too bad, except for this correlate: when the numbers go down, we invariably blame someone else. Over time, this allows each person in the company to live in their own private reality. As these realities diverge, it becomes increasingly difficult for teams to reach consensus on what to do next.
I want to directly challenge the belief that continuous deployment leads to lower quality software. I just don’t believe it. Continuous deployment offers three significant advantages over large batch development systems. Some of these benefits are shared by agile systems which have continuous integration but large batch releases, but others are unique to continuous deployment...