Educate yourself on the product, as well as on the process. The process is even more important than the product because people need to understand that you're going to be making some changes to the environment. If they're resistant to that, then you're going to have challenges getting Turbonomic to be useful.
You not only need executive buy-in and senior leadership buy-in, you also need your engineers' buy-in. If your executives don't buy into it, your engineers certainly aren't going to. And even if your executives have bought into it, you still have to get the engineers on board because there are all kinds of ways not to do work.
And you have to understand your own company's processes around how to make changes to an environment. What is your change control process? Can you make changes in dev, test, and QA without a change ticket? How do you do production? Do you, in fact, do production?
I would recommend doing something like a workshop where you look at all the applications you're going to point Turbonomic at. Get each team together and explain to them how it's going to work and how it benefits them, as opposed to: "We bought a new product. You're going to use it. Deal with it." People like to know how it impacts their lives and why they're potentially doing more work. In the long run, it actually becomes less work. It's just hard to get past that point. In the movie "Cast Away" it was really hard for Tom Hanks to get past those waves. But once he got past them, he was fine. It's something like that, but not as dramatic; it's not that you're trying to save your life. But you have to explain to people why there's going to be some upfront work: to save them a lot of work on the back end.
In terms of the solution's visibility and analytics helping to bridge the data gap between disparate IT teams, we're working on that. Implementing Turbonomic is a journey. It's not "install it, and then it does what it does." You have to learn it and integrate it into your environment and your workflows. It does shed light on infrastructure and application teams having to work together, and that's a good thing. Application teams generally don't like infrastructure teams because they don't give them enough infrastructure. Infrastructure teams think the application teams complain too much. Turbonomic says, "Here is what you guys are doing. And here is how to get it done right. Work together," and everybody will be happy. That's more of a "people challenge" and less of a technology challenge.
But the visibility and analytics have not yet reduced our mean time to resolution. The solution hasn't had any impact on our application response time and it's not supposed to. Turbonics is supposed to change your resources based on your schedule, and you shouldn't notice it doing anything, except for the downtime that an application sometimes requires. It should be seamless.
Similarly, when it comes to helping our engineers focus on innovation and modernization, it's a work in progress. That's hard to quantify. It's our role, as architects, to help people do their jobs better and have more time to do innovation versus fixing. We are definitely spending less time worrying about application performance, because Turbonomic takes care of that. But in terms of innovation, I have no way to quantify that. We have people learning it and using it, but are we innovating better? I hope so.
We did some digging into Kubernetes and the solution does show you some good insights there, and it may have come a little farther in that regard since the last time I was hands-on with it. It gave us good insight into what our Kubernetes clusters were doing. Since then, we have moved on to doing more IaaS-based stuff.
Overall, it's the best product for APM that I've seen.