[{"data":1,"prerenderedAt":1079},["ShallowReactive",2],{"/en-us/the-source/platform/platform-engineering-its-about-culture-not-tools/":3,"footer-en-us":54,"the-source-navigation-en-us":361,"the-source-newsletter-en-us":388,"article-site-categories-en-us":400,"platform-engineering-its-about-culture-not-tools-article-hero-category-en-us":402,"platform-engineering-its-about-culture-not-tools-the-source-gated-asset-en-us":426,"platform-engineering-its-about-culture-not-tools-category-en-us":440,"platform-engineering-its-about-culture-not-tools-the-source-resources-en-us":452,"platform-engineering-its-about-culture-not-tools-article-hero-author-en-us":489},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"config":8,"seo":15,"content":19,"type":46,"slug":47,"category":5,"_id":48,"_type":49,"title":7,"_source":50,"_file":51,"_stem":52,"_extension":53},"/en-us/the-source/platform/platform-engineering-its-about-culture-not-tools","platform",false,"",{"layout":9,"template":10,"articleType":11,"author":12,"featured":13,"gatedAsset":14},"the-source","TheSourceArticle","Regular","bryan-ross",true,"source-lp-how-to-build-a-resilient-software-development-practice",{"title":16,"description":17,"ogImage":18},"Platform engineering: It’s about culture, not tools","Discover how platform engineering evolves beyond DevOps to foster collaboration across teams while balancing autonomy with governance.","https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463480/xeygsznqg7uo5cihn2oj.png",{"title":16,"date":20,"description":17,"timeToRead":21,"heroImage":18,"keyTakeaways":22,"articleBody":26,"faq":27},"2025-06-10","7 min read",[23,24,25],"Platform engineering is less about adding new tools and more about creating a collaborative approach that brings teams together with a product mindset focused on developer experience.","Successful platform teams prioritize empathy, treating internal developers as customers and making governance and security features rather than obstacles.","Measuring platform success requires balancing technical metrics with perception metrics, focusing on team-specific improvements rather than comparing teams against each other.","Over the past decade, we’ve seen significant changes in how development organizations structure their teams. Traditional operations teams gave way to Google’s Site Reliability Engineering (SRE) model, which aimed to modernize operations and better define interfaces with software developers. This was a move away from the “throw it over the wall” approach that often ended in blame contests when things went wrong.\n\n[DevOps](https://about.gitlab.com/topics/devops/) emerged as a slightly different approach to the same problem, bringing developers and operators into a single team focused on delivering business value. This model proved successful - bringing people together is always a good idea, and aligning them to business outcomes helped get features out the door faster.\n\nHowever, challenges emerged as organizations attempted to scale DevOps. Having developers and operators in every team became expensive. Teams also focused on local optimization, making their tools and processes efficient for their specific needs, sometimes at the expense of global organizational goals. Corporate policies, security requirements, and governance often got lost in the shuffle.\n\nEnter platform engineering: the next step in this evolution.\n\n## What is platform engineering?\n[Platform engineering](https://about.gitlab.com/the-source/platform/driving-business-results-with-platform-engineering/) represents a balance between the structured interfaces of SRE and the collaborative spirit of DevOps. At its core, it involves creating a centralized platform team with a well-defined interface to decrease developers' cognitive load, approaching internal tooling as a product rather than a service.\n\nThe product mindset is central to platform engineering. Platform teams build services for consumption, treating them as products and the developers as customers. This means:\n- Engaging with developers to understand their needs and pain points\n- Designing the platform based on user research and feedback\n- \"Marketing\" the platform’s value to increase adoption\n- Continuously improving based on usage metrics and customer satisfaction\n- Creating documentation and enablement materials that speak to developer needs\n\nUnlike traditional IT service models built around tickets and wait times, platform engineering teams build self-service capabilities that development teams want to use. Their Internal Developer Platforms provide \"golden paths\" with all essential components for building reliable, secure software so developers can focus on writing code. That translates into more efficient software delivery and faster time to market.\n\nA key difference from DevOps is that platform engineering [acknowledges how large organizations tend to be structured](https://about.gitlab.com/the-source/platform/unlock-developer-potential-with-effective-platform-teams/). Rather than trying to put operators on every team (which becomes expensive and creates inconsistency), it creates a specialized team that serves the broader organization - but with a product mindset rather than a service desk approach.\n\n## The human side of platform engineering\nThe secret to platform engineering success isn’t choosing the right technology stack - it’s rooted in empathy. Effective platform teams deeply understand what a day in the life of a developer, security engineer, or operations specialist looks like. They know the pressures these teams face, their performance metrics, and the challenges that frustrate them most.\n\nThis empathy leads to a core principle: **make the right thing the easiest thing**. We are all fundamentally drawn to the path of least resistance. If security scanning is painful and slow, developers will try to work around it. If deployment pipelines are cumbersome, teams will build their own.\n\nSecurity and compliance should be features of your business, not obstacles. This mindset shift changes everything. Think of it like car brakes - they aren’t there to slow you down; they’re there so you can confidently drive faster. You’d drive much more cautiously without good brakes or avoid driving altogether.\n\n> [Learn steps to take to transform your onboarding for higher platform adoption rates](https://about.gitlab.com/the-source/platform/transform-your-platform-onboarding-for-higher-adoption-rates/).\n\n## Optimizing process through collaboration\nWhen I’m helping a platform team consider the process behind their platform, I like to look at their approval steps and ask, “When was the last time this approval step resulted in a rejection?” I’m always blown away by how many approval steps never result in a rejection. This is a clear sign of a process that’s not adding value.\n\nSo, how can organizations start to critically examine existing development processes with an eye toward optimization?\n\nOne of the most powerful tools in platform engineering isn’t a tool at all - it’s a workshop. Path to Production (or [value stream](https://about.gitlab.com/the-source/platform/optimize-value-stream-efficiency-to-do-more-with-less-faster/)) workshops bring together everyone involved in releasing software, from developers and security specialists to compliance and product teams.\n\nThe format is simple: Get representatives from each team in a room with sticky notes and an empty wall. Chart out exactly what happens to go from an idea to production code. Understand what each team does, how handoffs work, and how long each step takes.\n\nFor many organizations, this might be the first time these teams have all been in the same room discussing how they work together. Good things happen when people come together - this time helps everyone understand functional requirements and emotional pain points in the process.\n\nThis collaborative approach should extend to your platform team’s day-to-day work. Successful platform teams regularly engage with finance to help them understand technology investments. They build relationships with security teams to automate compliance rather than block progress and create feedback loops with platform users to continually improve the platform based on real needs.\n\n> [Learn how to build an effective communication strategy for platform engineering teams](https://about.gitlab.com/the-source/platform/building-a-communication-strategy-for-platform-engineering-teams/).\n\n## Measuring success beyond adoption rates\nFor most organizations, one of the top priorities of a platform engineering initiative is improving developer experience. However, developer experience is subjective, so how can organizations measure the success of their platform teams? Adoption rates are a good start, but you’ll need to dig deeper to get a complete picture.\n\nGood metrics should be:\n1. Tied to business outcomes, not just technical capabilities\n1. Small in number but broad in what they measure\n1. Used to understand trends within teams, not compare across teams\n1. Clear about why they’re being measured\n\nOrganizations often jump straight to [frameworks like DORA](https://about.gitlab.com/the-source/ai/dora-insights-where-is-ai-really-driving-developer-productivity/) when measuring platform engineering success. DORA is a great place to start because it boils everything down to four metrics: deployment frequency, lead time for changes, change failure rate, and time to restore service. However, one thing to be mindful of when using DORA metrics is to avoid comparing metrics across teams. For any metric to be useful, you need to consider it in the context of a specific team with specific goals. For example, deploying many times a day might be great for a web application, but less desirable for a complex backend finance tool.\n\nMore importantly, metrics should always be used to measure teams' performance, not individuals’ performance. The very act of recording metrics will change behavior. Software engineers are problem solvers by nature - if you measure their performance based solely on deployment frequency, they’ll find ways to deploy more frequently, whether or not that’s beneficial to the organization.\n\nAlso, keep in mind that perception matters as much as reality. A deployment process might only take 15 minutes, but developers will perceive it as slow if it feels painful and frustrating. User interfaces that are unresponsive, require duplicate data entry, or demand unnecessary approvals create a perception of friction even if the actual time impact is minimal, so a high-performing platform team should always be looking for ways to understand whether they need to change the speed of the system or change the perception of the system.\n\n> [Read more about how to unlock developer potential with effective platform teams](https://about.gitlab.com/the-source/platform/unlock-developer-potential-with-effective-platform-teams/).\n\n## A cultural shift, not just a technical one\nPlatform engineering represents an evolution of DevOps that acknowledges both the value of bringing people together and the reality of how large organizations operate. However, its greatest potential lies not in its technical approach but in its cultural impact.\n\nBy fostering collaboration across teams, treating developers as customers, and making security and governance features rather than obstacles, platform engineering helps organizations deliver better software faster - not by adding new tools, but by helping people work better together.\n\nThe most successful platform teams understand they’re building bridges, not just tools. They focus on making the right thing the easiest thing, balancing developer autonomy with organizational governance, and measuring success in ways that drive positive behavior.\n\nAs you evaluate your organization’s approach to internal platforms, ask what technologies you’re using and how you’re bringing people together around them. That’s where the true power of platform engineering lies.",[28,31,34,37,40,43],{"header":29,"content":30},"What is platform engineering and how is it different from DevOps?","Platform engineering focuses on creating centralized, self-service platforms that treat internal developers as customers. Unlike traditional DevOps, which often embeds operators into each team, platform engineering balances autonomy and governance by scaling enablement through productized tooling.",{"header":32,"content":33},"Why is empathy important in platform engineering?","Empathy helps platform teams understand the real needs and frustrations of their users — developers, security engineers, and others. This perspective enables the team to create platforms that reduce friction, support team goals, and encourage adoption.",{"header":35,"content":36},"How does platform engineering improve developer experience?","By reducing cognitive load through golden paths, self-service interfaces, and better documentation, platform engineering makes secure, compliant workflows easier to follow. This improves developer satisfaction and enables faster software delivery.",{"header":38,"content":39},"How should platform engineering teams measure success?","While adoption rates are useful, success is best measured by a combination of business-aligned metrics, user perception, and trend analysis within teams. Frameworks like DORA can help, but should be used thoughtfully and not for team-to-team comparison.",{"header":41,"content":42},"What role do workshops play in platform engineering?","Workshops like “Path to Production” help break down silos by bringing together all stakeholders involved in software delivery. These collaborative sessions identify inefficiencies, improve handoffs, and foster shared ownership of platform improvements.",{"header":44,"content":45},"Why is platform engineering described as a cultural shift?","It goes beyond tooling by changing how teams collaborate. Platform engineering encourages cross-functional empathy, values governance as a feature (not a blocker), and builds systems that prioritize ease-of-use and shared responsibility across the organization.","article","platform-engineering-its-about-culture-not-tools","content:en-us:the-source:platform:platform-engineering-its-about-culture-not-tools:index.yml","yaml","content","en-us/the-source/platform/platform-engineering-its-about-culture-not-tools/index.yml","en-us/the-source/platform/platform-engineering-its-about-culture-not-tools/index","yml",{"_path":55,"_dir":56,"_draft":6,"_partial":6,"_locale":7,"data":57,"_id":357,"_type":49,"title":358,"_source":50,"_file":359,"_stem":360,"_extension":53},"/shared/en-us/main-footer","en-us",{"text":58,"source":59,"edit":65,"contribute":70,"config":75,"items":80,"minimal":349},"Git is a trademark of Software Freedom Conservancy and our use of 'GitLab' is under license",{"text":60,"config":61},"View page 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Lee has been a software architect, teacher, professor, and educator for over 25 years. 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During her tenure with Google, she was directly responsible for the reliability, performance, and efficiency of all of Google's billion-user products and infrastructure.\n\nA long-time advocate for women in technology, Farmer earned a B.S. in Computer Science at the University of New Orleans, where she established two scholarships to help level the playing field for inclusion and empowerment in technology.",{"altText":987,"config":994},{"src":995},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463377/udmzbjjr5xrcrffdlphx.webp",{"componentName":509,"type":509},"sabrina-farmer","content:en-us:the-source:authors:sabrina-farmer.yml","en-us/the-source/authors/sabrina-farmer.yml","en-us/the-source/authors/sabrina-farmer",{"_path":1002,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1003,"seo":1004,"content":1006,"type":510,"slug":1016,"_id":1017,"_type":49,"title":1005,"_source":50,"_file":1018,"_stem":1019,"_extension":53},"/en-us/the-source/authors/sandra-gittlen",{"layout":9},{"title":1005},"Sandra Gittlen",[1007,1015],{"componentName":498,"type":498,"componentContent":1008},{"config":1009,"name":1005,"role":1011,"headshot":1012},{"gitlabHandle":1010},"sgittlen","Managing Editor, Blog",{"altText":1005,"config":1013},{"src":1014},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463466/r7ckb9h2zr4c2rsz3zlm.png",{"componentName":509,"type":509},"sandra-gittlen","content:en-us:the-source:authors:sandra-gittlen.yml","en-us/the-source/authors/sandra-gittlen.yml","en-us/the-source/authors/sandra-gittlen",{"_path":1021,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1022,"seo":1023,"content":1025,"type":510,"slug":1032,"_id":1033,"_type":49,"title":1024,"_source":50,"_file":1034,"_stem":1035,"_extension":53},"/en-us/the-source/authors/sharon-gaudin",{"layout":9},{"title":1024},"Sharon Gaudin",[1026,1031],{"componentName":498,"type":498,"componentContent":1027},{"name":1024,"headshot":1028},{"altText":1024,"config":1029},{"src":1030},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463475/h6j4nnvykzyfzgvl7txb.webp",{"componentName":509,"type":509},"sharon-gaudin","content:en-us:the-source:authors:sharon-gaudin.yml","en-us/the-source/authors/sharon-gaudin.yml","en-us/the-source/authors/sharon-gaudin",{"_path":1037,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1038,"seo":1039,"content":1041,"type":510,"slug":1053,"_id":1054,"_type":49,"title":1040,"_source":50,"_file":1055,"_stem":1056,"_extension":53},"/en-us/the-source/authors/stephen-walters",{"layout":9},{"title":1040},"Stephen Walters",[1042,1052],{"componentName":498,"type":498,"componentContent":1043},{"config":1044,"name":1040,"role":1047,"bio":1048,"headshot":1049},{"gitlabHandle":1045,"linkedInProfileUrl":1046},"swalters1","https://www.linkedin.com/in/1stephenwalters/","Field CTO, GitLab","Stephen Walters is Field CTO for GitLab. Stephen has been in the IT industry for over 30 years. He is an extensively experienced subject matter expert in Value Stream Management, DevSecOps, DevOps, ALM, SDLC and IT4IT, with management and consultancy experience across end-to-end IT disciplines. Currently also operating as an Ambassador for the DevOps Institute and an Influencer in the Value Stream Management Consortium, he is interested in all things DevOps. Stephen is a co-author of the Value Stream Reference Architectures white paper and is currently pursuing further research into Value Stream Management, Organizational Architecture and AI.",{"altText":1040,"config":1050},{"src":1051},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463392/g6ktk5qb4vcqc9wqjlf9.jpg",{"componentName":509,"type":509},"stephen-walters","content:en-us:the-source:authors:stephen-walters.yml","en-us/the-source/authors/stephen-walters.yml","en-us/the-source/authors/stephen-walters",{"_path":1058,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1059,"seo":1060,"content":1062,"type":510,"slug":1074,"_id":1075,"_type":49,"title":1076,"_source":50,"_file":1077,"_stem":1078,"_extension":53},"/en-us/the-source/authors/taylor-mccaslin",{"layout":9},{"title":1061},"Taylor McCaslin",[1063,1073],{"componentName":498,"type":498,"componentContent":1064},{"config":1065,"name":1061,"role":1068,"bio":1069,"headshot":1070},{"gitlabHandle":1066,"linkedInProfileUrl":1067},"tmccaslin","https://www.linkedin.com/in/taylormccaslin/","Group Manager, Product - Data Science","Taylor McCaslin is the Product Lead for AI/ML at GitLab, where he is responsible for leading the team of product managers who manage the AI Powered and ModelOps stage groups and sets the vision and direction for how to empower GitLab users to leverage data science as part of their DevOps program. Prior to joining GitLab, he held positions at Indeed, Duo Security, and WP Engine.",{"altText":1061,"config":1071},{"src":1072},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463427/trfasilaeasosxfcxmsm.jpg",{"componentName":509,"type":509},"taylor-mccaslin","content:en-us:the-source:authors:taylor-mccaslin.yml","Taylor Mccaslin","en-us/the-source/authors/taylor-mccaslin.yml","en-us/the-source/authors/taylor-mccaslin",1754424522917]