Quotes About Customer

The customer is always right, Brook Lynn often said. And Jessie Kay agreed...unless the customer was a douche bag, and then he was just a douche bag.

Why Do DevOps? The competitive advantage this capability creates is enormous, enabling faster feature time to market, increased customer satisfaction, market share, employee productivity, and happiness, as well as allowing organizations to win in the marketplace. Why?

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.

When we have long deployment lead times, heroics are required at almost every stage of the value stream. We may discover that nothing works at the end of the project when we merge all the development team's changes together, resulting in code that no longer builds correctly or passes any of our tests. Fixing each problem requires days or weeks of investigation to determine who broke the code and how it can be fixed, and still results in poor customer outcomes.

The First Ideal—Locality and Simplicity The Second Ideal—Focus, Flow, and Joy The Third Ideal—Improvement of Daily Work The Fourth Ideal—Psychological Safety The Fifth Ideal—Customer Focus

we can only win by innovating and understanding our customers, which we can only do by mastering data.

Lean principles focus on how to create value for the customer through systems thinking by creating constancy of purpose, embracing scientific thinking, creating flow and pull (versus push), assuring quality at the source, leading with humility, and respecting every individual.

Creating software should be a collaborative and conversational endeavor—individuals need to interact with each other to create new knowledge and value for the customer.

Maxine appreciates these reminders about their customers—when engineers think of "the customer" in the abstract instead of as a real person, you rarely get the right outcomes.

Our goal with a product-based funding model is to value the achievement of organizational and customer outcomes, such as revenue, customer lifetime value, or customer adoption rate, ideally with the minimum of output (e.g., amount of effort or time, lines of code). Contrast this to how projects are typically measured, such as whether it was completed within the promised budget, time, and scope.

the Fifth Ideal is Customer Focus, where we ruthlessly question whether something actually matters to our customers, as in, are they willing to pay us for it or is it only of value to our functional silo?

the %C/A can be obtained by asking downstream customers what percentage of the time they receive work that is 'usable as is,' meaning that they can do their work without having to correct the information that was provided, add missing information that should have been supplied, or clarify information that should have and could have been clearer.

work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely invisible until we are late delivering what we promised to the customer or our application fails in the production environment.

Work is not done when Development completes the implementation of a feature—rather, it is only done when our application is running successfully in production, delivering value to the customer.

According to Lean, our most important customer is our next step downstream.

To mitigate these types of problems, we strive to reduce the number of handoffs, either by automating significant portions of the work or be reorganizing teams so they can deliver value to the customer themselves, instead of having to be constantly dependent on others.

Humble and Farley define the difference between unit and acceptance testing as, "The aim of a unit test is to show that a single part of the application does what the programmer intends it to....The objective of acceptance tests is to prove that our application does what the customer meant it to, not that it works the way its programmers think it should.

These days, great teams doing consumer-oriented products have ratios of 1:6 because it's that important to create products that people love.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

If only we had a single view of the customer: top of funnel, bottom of funnel, as well as their complete history with the company. Not only what they purchased, but also what they did on our site, what they browsed, searched for, their credit card transactions, repair history … There's so much potential!

we typically segment the customer base, so we know what set of problems each faces.

Compelling reason to buy • Whole product • Partners and allies • Distribution • Pricing • Competition • Positioning • Next target customer

when crossing the chasm, we are looking to attract customer-oriented distribution with one of our primary lures being distribution-oriented pricing. Customer-Oriented

Ultimately the service that skeptics provide to high-tech marketers is to point continually to the discrepancies between the sales claims and the delivered product. These discrepancies, in turn, create opportunities for the customer to fail, and such failures, through word of mouth, will ultimately come back to haunt us as lost market share.