The IT department of a very large insurance company is trying to improve the collaboration and communication between development and operational teams without much success. The department has many silos that are organized by expertise and led by a different manager. The managers of each team do not seem to be particularly interested in DevOps since they have been operating this way for many years and like their silo culture.
Correct Answer:
B
The scenario describes entrenched silos and resistance to change---managers are protective of their domains and don't see the value of DevOps.
This is a textbook example of cultural debt: the gap between the organization's current culture and the adaptive, collaborative culture needed for DevOps success.
Cultural debt, like technical debt, accumulates over time and ''must be paid back'' for transformation to succeed. It creates friction, slows delivery, and blocks cross-team collaboration.
Why not the others?
Organizational change is what's needed, not what they're suffering from.
Change fatigue arises when people are burned out by too much change, not resistance.
Low trust is a symptom, but the core problem here is ingrained culture.
Reference/Extract:
''Cultural debt is accrued when organizations fail to evolve their culture to match new ways of working, like DevOps. It manifests in resistance to collaboration, entrenched silos, and leadership unwilling to change.''
--- DevOps Handbook, Ch. 2, and PeopleCert DevOps Foundation v3.6 Syllabus Section 3.4
