Coded Pipelines are all about enabling the Code Business, by creating an automated and instrumented way to control and govern the flow of new business and cultural value, without using the traditional Ivory Tower approach. The O’Rielly article, Business at web speed, by Courtney Nash, does a great job at defining a Code Business. The question then becomes, how to you transform into a Coded Business? To do that, you will need to take your current process of getting new ideas (and new business value), document it, and then automate and instrument it. Why? So we can focus on creating and shortening the feedback loops within your enterprise.

A Coded Business uses tight feedback loops to drive change quickly. Most big enterprises operate on slow, low-quality, or nonexistent feedback loops. Tight, intelligent feedback loops have certain core characteristics that can take advantage of Coded Pipelines:

  1. The very nature of feedback is that it is instrumented — the output of any system or activity is measured and the results of those measurements are used to adjust behaviors.
  2. Tight feedback loops rely increasingly on automation. Automation once implied simply using computers to reduce headcount and cost; now it means freeing up people for more heuristic, interesting, innovative things. Things that require brain sweat.
  3. They exist in both technical systems and social/cultural systems. In the same way that you create small experiments when trying to determine the best way to create business value, you will create similarly small experiments when trying to transform the culture of your enterprise.


Bart Driscoll – Director, DevOps Services – Dell EMC

Don Demcsak – Principal Enterprise Architect – Dell Technology


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