The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

kaizen blitzes, which are periods when engineers self-organize into teams to work on fixing any problem they want.

In DevOps, we typically define our technology value stream as the process required to convert a business hypothesis into a technology-enabled service that delivers value to the customer.

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“Even more important than daily work is the improvement of daily work.”

The Second Way enables the fast and constant flow of feedback from right to left at all stages of our value stream. It requires that we amplify feedback to prevent problems from happening again, or enable faster detection and recovery.

We also hold internal technology conferences to elevate our skills and ensure that everyone is always teaching and learning.

Instead of a culture of fear, we have a high-trust, collaborative culture, where people are rewarded for taking risks.

The Third Way enables the creation of a generative, high-trust culture that supports a dynamic, disciplined, and scientific approach to experimentation and risk-taking, facilitating the creation of organizational learning, both from our successes and failures.

The constant cycle of establishing desired future states, setting weekly target outcomes, and the continual improvement of daily work is what guided improvement at Toyota.