Most engineering organizations do not fail at DevOps because they picked the wrong tools. They fail because nobody mapped how capabilities (including AI), metrics, and day-to-day practices are actually supposed to reinforce each other. Teams adopt CI/CD, containers, and dashboards, then plateau, because the tooling was never connected to a coherent strategy for how the organization changes its behavior.
That gap, the space between "we bought the tools" and "we actually changed how we work," is what my latest peer-reviewed research addresses. The paper, "Strategic initiatives in DevOps adoption...
