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CEO and co-founder catch pointa digital experience intelligence company.
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Prior to founding Catchpoint, he was Vice President of Operations and Quality of Service at DoubleClick. We have created a Service Quality department to be responsible for reliability and to promote reliability, performance, availability and resilience across the organization.
Every morning, I submitted a report on the data to the management in terms of reliability. What was your response time? How was your availability? What was the data processing time? We did this for every feature we care about.
At 10 a.m., operations, network engineering, customer support, and product management personnel reviewed the report and based on the data, determined next steps. This supports the integrity of the work, When These are two factors that I believe are critical to our overall success.
Focusing on Customer Experience Reliability Drives Business Outcomes
Organizations are 260% more likely to focus on customer experience reliability compared to low performers. I see this being backed by customers every day.
Especially in the competitive and tumultuous landscape we face at the end of 2022, it is not enough. The pursuit of excellence is now table stakes. Elite organizations prioritize a reliable customer experience because having a reliable site that is available, reachable, and performs well is essential.
5 ways to increase your credibility
So how can organizations improve reliability and enable Internet resilience? Here are five suggestions.
1. Deploy SREs at the right time.
Hire a Site Reliability Engineer (SRE) when it makes sense for your organization. Note that SRE is not the fancy titled ITOps. Rather, it is a transformative role. SREs are agents of internal and external change. Seeing your day-to-day work objectively can bring a new way of thinking to your work. They can improve infrastructure and automation, increase reliability, enable different levels of incident management, and transform culture if you allow it. .
Reliability is about scale, but it’s also about power. Gain knowledge potential by accumulating data through monitoring and telemetry. SRE is about connecting the dots between different telemetry as quickly as possible. The system will only get more complex as we move forward, so the sooner we accept the role of anticipating the next set of problems, the better.
2. Invest in a Chief Reliability Officer.
Ultimately, reliability is a business-level metric. There is a dichotomy between individual practitioners and executives about various important DevOps concepts, such as tool sprawl. We need to find ways to bridge the gap between individual contributors and executives so that both perspectives are understood and business outcomes aren’t lost along the way.
A powerful way to do this is by introducing a new position: Chief Reliability Officer (CRO). As with security, one of the most effective ways to improve reliability and resilience is to discuss reliability at the board level. A CRO can determine what your reliability and resilience posture looks like and monitor every corner of your company to understand exactly what you’re doing now and what might need to change. help. This will eliminate alignment gaps.
3. Create opportunities for better communication.
To further substantiate this gap, 59% of C-suite executives received moderate or high value from AIOps compared to just 20% of individual practitioners. Both have their own reasons for feeling this way. Perhaps management has a bird’s eye view that can see its value as part of the bigger picture of the challenges facing SREs (and possibly the solutions to them).
Besides creating a CRO, what else can companies do to improve communication between management and day-to-day personnel? Look for new ways to communicate and collaborate. Consider how feedback is given and received. Determine common goals and set opportunities for coordination to drive accountability for data-driven decision-making.
4. Create the right culture.
SRE transforms culture, but companies need to be able to make this happen even under the most stressful conditions. SREs need to come into their own during intense incident management and quickly identify root causes under intense pressure.
Having a culture of fairness during these critical moments supports reliability practitioners and has a significant impact on business outcomes. Organizations that operate in a fair culture are more likely to be elite performing organizations.
5. Enable SREs to do their job.
According to Steve McGhee, Reliability Advocate and SRE at Google Cloud, SREs “really feel empowered when an organization trusts them to do the right thing and give them the resources and freedom they need.” You are most successful when you are given.” He adds that it’s important for leaders to listen and help “without inserting preconceived notions or interpretations.”
We must try to fill the gap. Find ways to have more agile and coordinated conversations, listen to SREs, and act on findings. In doing so, we can enable transformational change, not just on a one-off or frequent basis, but on a continuous level that is required in today’s business.
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