Cultural Resistance In his smart 7 Deadly Sins of Microservices , Daniel Bryant says “It’s about the people as much as it’s about the tech.” As such, one often overlooked consideration when adopting microservices lies within the organizational culture. Culture clashes are nothing new in technological change, and many an article stands on the soapbox of change management in software and system implementation. Since change management is a white paper in itself, suffice it to say that heightened tension exists in firms where the status quo equals an organization’s identity. Before moving to microservices, plan and conduct a formal change management process to avoid any unnecessary cultural obstacles. Start by asking yourself: Is there any skepticism or resistance to microservices? Do the architects believe it makes sense, and do the business “get” the advantages to the extent that they’re actively supporting the shift? Will the organization buy-in to the structural changes that happen in support of a microservices architecture? Regulations Because microservices tend to be elastic and ephemeral, they are naturally suited for cloud computing where resources are programmatically provisioned on demand. However, certain financial data tends to be strictly regulated, making public cloud storage tricky. Whether by external or internal regulation of financial institutions, this produces a regulatory blocker that prevents a software system from following a cloud-based microservice architecture. Need an approach to get around this? Simple; do not store the data. For example, if you are developing a cloud based microservice system that integrates with a core banking system, then data ownership can lie with that core banking system. This data-as-a-service approach means that, as long as the data is never copied, then the microservice based system will also be compliant.
“It’s about the people as much as it’s about the tech.”
– DANIEL BRYANT 7 DEADLY SINS OF MICROSERVICES
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