In our experience, technologists often understand the technical landscape enabler. You provide capabilities and make it as easy as possible for these to be they work within (and often are very keen to innovate) but are less confident adopted. DevOps and Agile is all about personal empowerment and with that about the business value of the product they own. At the trade fair, Nigel talked comes accountability. One of the key accountabilities of the technologists is to through the three systems the Gartner Pace Layer diagram highlights, after seeing understand the business context within which they work. It is critical that this is previous versions of the diagram (Figure 1) several years back. He then asked the communicated clearly with appropriate guidance to ensure that investment value individual where they saw their product (or aspects of their product) as sitting is maximized. within the three system types defined. From this, he then moved to a discussion of the areas of automation that would drive the most value for their business. For example, nobody in the business is going to be delighted if we start innovating around a regulatory reporting product. These are hygiene systems that require accuracy and resilience. There are still capabilities in the DevOps tooling chain such as automated testing, a focus on regression validation, etc. that increase confidence and add value. If you understand the context you are working in, you can make more informed decisions on your priorities. It is a given that there are interdependencies between different products within the enterprise portfolio. A technologist also needs to understand which other products have a dependence on their product and then use good architectural practices (API’s, microservices) to ensure that their product does not become an impediment to the cadence of change of others. In short, within a large organization we see the role of any central function as being an Figure 1: GartnerPaceLayerDiagramforDevOps 7.