This document discusses how the company DreamLab phased out their traditional motivational systems and moved to a DevOps culture with different approaches to motivation. It provides the following key points: - DreamLab transitioned from waterfall to agile to DevOps approaches over 2011-2014, and found their previous motivational systems no longer fit the new work environment. - Research shows incentive structures affect how teams collaborate and share information. DreamLab aimed to create an environment that motivates in a DevOps culture without financial incentives. - Their new approach focuses on self-determination theory and intrinsic motivation factors like autonomy, mastery, purpose and relatedness, removing money as a motivator and ensuring those intrinsic factors through

1. How we phased out
motivational system
About motivation in DevOps culture
DevOps Days, Warsaw, 22nd-23rd November 2016
Sabina Staszczyk

2. A few words about
Our team and challenges
History
2

3. DreamLab
◉ Tech company creating
the media future
◉ 23 mln users from CEE
◉ Over 300 DevOps
◉ 800 deployments daily
3

4. 4
Till 2011
Waterfall
2011-2014
Agile
Since 2014
DevOps
Bonus for timely
completing the
project
Quarterly bonus
for achieving the
objectives in the
desired style
Work
environment
overruns our
motivational
system
History: work and incentive systems

5. Incentive structures affect how team
members process and share information,
cooperate and collaborate.
2015 State of DevOps Report
5

6. DevOps Culture
Challenges
6

7. Even with the
best tools,
DevOps is just
another buzzword
if you don't have
the right
culture.
Rouan Wilsenach
7
Source: http://martinfowler.com/bliki/DevOpsCulture.html
Dev & Ops Collaboration
Shared
responsibility
Team culture
Organizational
culture

8. Dev &Ops
Collaboration
@DreamLab
◉ DevOps teams, roles
◉ Blameless postmortems
◉ Monitoring
◉ Feedback
◉ Continuous Delivery
8

9. Our approach to
motivation
How to create environment able to motivate in DevOps culture?
9

10. 10

11. 11
◉ Self Determination
Theory (Edward Deci &
Richard Ryan)
◉ Motivation 3.0/Drive
(Daniel Pink)
Inspiration
Competence
Relatedness Purpose
Autonomy

12. 12
Dennis Bakke
If you treat people like adults,
they will act like adults,
but if you treat them like children,
they will act like children.

13. Why?
We want to work
in a place which we have
a real impact on,
because our engagement
is the most important
condition of the
company’s success
13

14. How?
◉ We experiment and take
risks
◉ We make sure that our
work brings value
◉ We build strong teams,
based on mutual
cooperation
◉ We enable the
development of leaders
14

15. What?
Imagine a place where
you would like to work.
Start to create it!
◉ We are publicising
proven ideas
◉ We are experimenting
with new ideas
◉ We change the game
rules to make that
possible
15

16. 1. Remove
money out of
sight
◉ Internal and external
justice of salaries
◉ No financial punishment
(expected bonuses)
◉ Reward for outstanding
achievements
16
Source 
http://thefinancialphysician.com

17. 2. Ensure
autonomy
◉ Fedex Day
◉ Time for development
and process tasks
◉ Objectives with
adequate deadline
17

18. 3. Ensure
purpose
◉ DemoDays
◉ Roadmap
◉ Financial transparency
18

19. 4. Ensure
mastery
◉ Recognition
◉ Formal and informal
feedback
19

20. 5. Ensure
relatedness
◉ Team goals
◉ Guilds
◉ Integration, celebration
20

21. What next?
21

22. (-) the best thing you can do for your
products, your company and your people is
institute a culture of
experimentation and
learning (-).
2016 State of DevOps Report
22

23. Measurement
◉ Culture transformation
◉ Employee engagement
◉ Realization of business
goals
23

24. 24