When Java was born, I was experimenting with servlets and early server-side Java. I saw agile people getting more productive and wanted ops included. Having a background in both worlds, I brought them together and by accident called it devops. The pain was real – these groups were not functioning well together, and that resonated everywhere.
Now we are running software on top of systems we do not control. The real challenge has shifted: we got dev and ops in our own company to work together, and now we have to figure out how to collaborate across companies. What happens when something fails in a situation where you have no control? That is the evolution I see.
The common pitfalls remain predictable. Over-engineering and tool fixation – many brands use devops to productize their toolset. Over-democracy that creates an impasse where no real decisions get made – you still need a captain setting direction, like Linus with the kernel. And the biggest pitfall: treating devops as two groups collaborating only on a technical level, when we really need to align on the business level.
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