"Organizations are making roles for legal people to be part of IT or pulling people from IT into legal," he says. "But at the end of the day, most of the people who work with me have a technology background. It has created a whole new opportunity for IT professionals."
Dysfunctional IT relationship No. 4: Dev vs. opsThe development team is driving us crazy. It's operations' job to keep the servers humming, fight off hackers, keep our systems secure and our IP from leaking out, and manage third-party services -- all while keeping the lid on costs. But all dev can do is complain we aren't nimble and don't implement changes rapidly enough for their liking. Don't they realize we have a company to run? Operating under pressure
Large organizations need both their development and operations teams working in sync if they want to survive in a rapidly changing business environment. The problem is that their core functions are fundamentally at odds, notes Winston Damarillo, CEO and co-founder of Morphlabs, a provider of converged infrastructure solutions for enterprises.
"The IT operations team's goal is to maintain the status quo, while the development team seeks to disrupt it," he says. "There's intense pressure on dev to deliver innovative products, services, and tools to customers. At the same time, ops has to grapple with maintaining security and protecting intellectual property while keeping all the systems running. That tends to limit the sometimes rapid and ungoverned changes sought by dev."
Sometimes it seems like dev and ops are speaking two different languages, says Todd Olson, VP of products for Rally Software, an agile project management and coaching firm.
"The same words can mean different things to them," he says. "The ops guy is all about reducing risk, the dev team wants to produce as much stuff as possible. They have different interests in mind."
One solution is for your organization to join the devops movement, combining the warring factions into a single team where each member has both development and operations responsibilities, says Olson. That may require significant cultural change throughout the organization, as well as overhauling legacy structures such as separate management teams and budgets for each group.