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I am quite amused by how hard this post tries to disclaim the ITIL model while basically having a team that is dedicated to Major Incident and Problem Management, in the ITIL sense of the terms. https://twitter.com/adrianco/status/1266014209600438272
That said, it is a very nice writeup on how Netflix has scaled & matured tech operations over time. If individual teams effectively own everything they create, then there has to be a role for both domain experts and experts in the overall systems architecture.
At some companies, the only way to justify domain experts (e.g. the "consulting" done here) is to have them directly responsible for building things.
And the experts in overall systems may be in an EA-type role but rarely involved operationally, more focused on design/strategy.
And the experts in overall systems may be in an EA-type role but rarely involved operationally, more focused on design/strategy.
One of the best things I've done in my career was to work with teams coming from a strong ITIL history.
It gave me a great opportunity to increase my empathy and understanding of that context and background. And guess what, like everything, it's not all bad.
It gave me a great opportunity to increase my empathy and understanding of that context and background. And guess what, like everything, it's not all bad.
Many of the worst aspects of ITIL have to do with the near-religious fervorism and literalist reading, preaching, and certifying around it. Most of the intro-level content was the "literalist" stuff, while the principles came later.
So guess what, all the people who only did the initial steps in the ITIL path ended up with an extremely literal reading of everything. Those who went deeper developed a more nuanced understanding based around underlying principles & adaptation. Most people never did that.
This puts you into this funny place where all the experts are confused or frustrated about why everyone else sees ITIL as a rigid, inflexible bible.
