| | May 20218CIOReviewIN MY OPINIONBy Michelle DeCarlo, Senior Vice President, Enterprise Delivery Practices, Lincoln Financial GroupLEVERAGING QUALITY ENGINEERING AND DEVOPS TO THRIVE IN THE FACE OF CHURNING CUSTOMER EXPECTATIONSThe COVID-19 pandemic has only increased the constant need for organizations to respond quickly and nimbly to changing customer and market conditions. Yet truly accelerating company-wide transformation and achieving meaningful results takes an evolution, not a revolution. During the implementation of a multi-year digital strategy, QE and DevOps became essential to Lincoln Financial Group's business agility--and how the organization evolved its operating model to get there. Consider these lessons learned to increase the success of digital transformation in your own organization.THE THREE ESSENTIALS FOR TRANSFORMATIONWhen Lincoln created an enterprise-wide digital strategy four years ago, it focused on driving an outcome-based model that would deliver a compelling customer experience for the future. As leadership considered how to accelerate performance, improve time to market, modernize technologies and shift IT from a cost center to a value center, the team broke work into three main areas: 1. WORKFORCE AND CULTURE: Simply, how does work get done? Leadership introduced a new digital operating model focused on delivering business outcomes through a test-and-learn approach, incorporating Agile, DevOps and data. Supporting this cultural change required placing a strategic importance on both attracting the best talent and nurturing continuous learning among our existing employees through deep-dive virtual learning sessions on Agile and DevOps, cloud, data, architecture and digital and cybersecurity.Part of this cultural shift involved establishing a formal digital adoption framework. Defining metrics and goals for successful adoption before work gained approval not only improved outcomes, Michelle DeCarlo
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