DevOps adoption has been going on for a decade and shows no signs of slowing. In Forrester’s 2024 developer experience survey, 87% of developers indicated that their organisation had already adopted DevOps practices or planned to do so in the coming year.
But for many organisations, scaling their DevOps practice has been complicated, expensive and, in the end, insufficient in delivering the value leaders had expected. These organisations start with a grassroots approach to DevOps adoption, with each team self-selecting its toolchain, creating its best practices and infusing its institutional knowledge.
Forrester clients tell us this team-based approach breaks down at scale. It creates as many problems as it solves and does not deliver the results the C-suite was expecting.
For instance, bespoke toolchains create headaches. Organisations that took this approach are now saddled with too many unique toolchains, each requiring nurturing by the same developers who are supposed to be building customer-focused products. These toolchains also require unique automation, create trapped institutional knowledge, contribute to tool sprawl and limit any chance for volume DevOps tool pricing.
All these factors create headaches for IT leaders trying to reduce overheads while improving productivity and efficiency.
Many organisations now understand that improving the developer experience increases efficiency by removing impediments to the development process. High among those impediments is unnecessary context switching, which breaks the concentration of developers and decreases flow.
Disconnected automation tools, multiple systems of record and multiple platforms slow developers down by forcing them to play hopscotch with numerous tools. Without a common platform as the backbone, when developers change projects, they may go through entirely new onboarding procedures to get access to repositories and commit their first pull request.
The lack of standardised practices causes governance issues as well. Without a standard approach to software delivery, you end up with ad hoc governance implemented differently depending on the toolchain. This creates trust barriers between developers and enterprise governance teams, can add manual oversight and red tape that slows processes down, and works against efforts to improve productivity and efficiency at scale.
Another issue software developers face is that the traditional IT service catalogue is a heavyweight solution. Many organisations have had service portals for years, grounded in IT and enterprise service management practices and based on products such as ServiceNow, Atlassian’s Jira Service Management or BMC Helix.
These tools remain because they often serve non-technical users and may be leveraged by traditional infrastructure organisations for ticketed offerings. However, developers find ticket ops to be too slow and unresponsive, which is why a market emerged for dedicated internal developer platforms (IDPs).
A scaled platform for services
IDPs provide a framework for creating an IT platform where services can be defined, automated and exposed across the enterprise.
Examples of IT services that can be incorporated into an IDP include allocating a new piece of infrastructure, such as a new virtual machine, instantiating an automated continuous integration/continuous delivery (CI/CD) pipeline to build and deliver code, or creating the scaffolding for a new microservice project using organisational best practices.
Internal developer platforms provide a framework for creating an IT platform where services can be defined, automated and exposed across the enterprise Forrester
IDPs facilitate management and access to service automations by providing a framework to manage and expose automation at scale.
IDPs can provide visibility into tools and frameworks. One feature of IDPs is scorecards, which provide information about both the technical and business performance of technologies. This helps developers make the right choice when faced with multiple frameworks, and also gives leaders insight into adoption.
New tool adoption becomes apparent to leadership, as does abandonment of older technologies, enabling leaders to deprecate and remove older components when it makes sense for the business.
At a high level, IDPs can serve a similar role to traditional platform as a service (PaaS) by providing an abstraction layer to IT infrastructure services. However, whereas many PaaS implementations have opaque abstraction layers, IDPs offer a transparent layer via service definition files that enable developers and infrastructure engineers to view, reuse and improve upon the underlying abstraction mechanisms.
Platform builders need to understand these differences to determine which abstraction model will serve their needs best.
There are several reasons for its adoption. Spotify has a reputation for transformational engineering processes. Many organisations have adopted the now-famous Spotify model, featuring squads, tribes and guilds. Having Backstage reside in the CNCF ensures governance and a healthy community of contributors and adopters. A growing number of commercial DevOps tool suppliers support Backstage plug-ins. And most importantly, because it’s open source, Backstage is free for developers to download and try, further accelerating interest in platforms in general.
Before committing to an IDP, IT leaders should build a compelling business case outlining which benefits the IDP will bring to the organisation and how it will measure these Forrester
Many teams had assumed, or hoped, that Backstage was a ready-to-use platform, but soon became overwhelmed by its complexity. This has created an opportunity for commercial software providers to differentiate their offerings from Backstage. These commercial tools providers claim their products are easier to get started with, have a lower learning curve and offer technological advantages to Backstage, such as providing a service orchestration layer.
Spotify also offers Backstage as a paid commercial subscription that includes product support, additional plugins and no-code capabilities to help companies get started faster with greater confidence. Users see these commercial add-ons, such as Soundcheck (a plug-in that helps teams visualise quality, security and reliability checks on services), as value-adds.
Before committing to an IDP, Forrester recommends IT leaders build a compelling business case outlining which benefits the IDP will bring to the organisation and how it will measure these. Developing a comprehensive business plan will ensure alignment between the stakeholders funding the platform initiative and those responsible for its creation.
Forrester has found that nearly every IDP company and end user who has successfully built an IDP started small by building a proof of concept (PoC). The first implementation can take several weeks to months.
Forrester recommends that IT leaders first identify a team that is collaborative and sees the benefit of an IDP approach. Then, build the PoC around a few of members’ crucial needs while engaging with them for additional suggestions and even their own contributions to improve the IDP. This approach can be built upon and used as a springboard for other teams to continue to grow the IDP in a sustainable way.
Yesterday’s discount on the Sonos Ace over-ear headphones wasn’t the only sale you can find on new additions to your Sonos setup. You can also nab the Sonos Roam 2 for just $139 as part of the Amazon Spring Sale. This Bluetooth speaker has excellent sound despite its relatively compact size, and of course it plays nicely with your other Sonos speakers.
Unlike older Sonos products, the Roam 2 now has Bluetooth in addition to Wi-Fi. When you’re home, the speaker joins your network and acts just like any other Sonos speaker in your setup. Take it on the go, and you can easily connect your phone and keep the tunes rolling. The Sonos app isn’t always the best at finding new speakers, but in this case it fired right up and connected to the Roam 2, good news for the easily frustrated. It has a fun sound profile that’s great for picnics or backyard hangs, with solid bass and balanced mid and upper ranges. Some other Bluetooth speakers might get louder, but the Roam 2 makes up for it by joining a chorus of other speakers around your home.
While the first-generation Roam suffered from some long-term battery health issues, Sonos has assured us that the Roam 2 more than fixes the problem, and at least in the short time our reviewer Parker Hall spent with it, it wasn’t an issue anymore. The outside is also slightly prone to smudges and scuffs, something to keep in mind if you prefer your equipment looking pristine. It’s waterproof, though, and quite sturdy, so just know that any marks you see on the housing are just surface level.
As immigration became one of the defining focuses of Donald Trump’s second administration, the Department of Homeland Security (DHS) has taken center stage. Under the 2025 One Big Beautiful Bill Act, DHS, which oversees Immigration and Customs Enforcement (ICE), Customs and Border Protection (CBP), US Citizenship and Immigration Services (USCIS), and several other agencies, received more than $80 billion in additional funding, and in January the agency announced that it had hired more than 12,000 new agents.
Even as cities like Los Angeles and Minneapolis have seen a surge of immigration officers descend upon them, DHS has maintained a high level of opacity around its operations. Officers carrying out raids and arrests are often masked and driving in unmarked cars. As enforcement has pulled in federal law enforcement personnel from across the government, it has become difficult to tell what agency a given officer works for, let alone who they actually are. Though DHS has been combative with the media, ICE agents themselves have been mostly quiet, even if some have mixed feelings about their work and where the agency is headed.
Karl Loftus, an independent journalist who runs the Instagram account @deadcrab_films, started a new project following the immigration surge in Minneapolis called Confessions of an ICE Agent. There, he publishes interviews with people who work in immigration enforcement across DHS. This includes agents and officers with the two main divisions of ICE—Homeland Security Investigations and Enforcement and Removal Operations—as well as CBP officers. He offers them anonymity and a place to speak their minds outside the structures of traditional media, and in return gets a glimpse of what the people inside the agency are experiencing, creating an archive of this moment in its history.
In one post, a biracial agent speaking shortly after Trump announced that he would be replacing DHS Secretary Kristi Noem told Loftus he believed Noem was a “DEI” hire. In another, an HSI agent called the people leading the US government “imbeciles,” saying they were “disgusted by nearly all of them.” Another HSI agent expressed concerns about DHS colleagues violating the law, and complained of having to pause investigation into child sexual abuse cases to focus on immigration work. “If they gave child exploitation cases a fraction of the attention, funding, resources, personnel, analytical support, etc. that they’re now giving immigration enforcement, we could do so much good,” they said.
WIRED spoke to Loftus about the public response to a polarizing topic, how he vets his sources, and the pressure to pick a side. A DHS spokesperson responded to WIRED’s request for comment saying that they cannot verify anonymous interviews but that DHS and its Homeland Security Investigations unit “is not slowing down and remains committed to all aspects of its mission, leveraging a whole-of-government approach to address threats to public safety and national security.”
This conversation has been edited for length and clarity.
WIRED: Before this project, your account mostly focused on things like disaster recovery after Hurricane Helene and similar topics. How did you start working on ICE?
Karl Loftus: In 2018 I was a volunteer in North Carolina during Hurricane Florence. I was there during the hurricane for four days doing search and rescue. That kind of started my passion for disaster response. I had been in Jamaica for seven weeks responding to Hurricane Melissa, working with a handful of different NGOs. I worked with Global Empowerment Mission repairing roofs of hospitals and medical centers to try to get the medical infrastructure back on track. I worked with World Central Kitchen. I was there documenting. I had planned to go to Wisconsin for the holidays, which is where I’m from, to visit some family, but I ended up staying in Jamaica. In early January, I finally made it up to the Midwest to see some family, and that’s when the Renee Good shooting happened. I was like, “Man, I know shit’s about to go insane the following day, and there’s going to be protests and riots and all this stuff.” So I decided to make the trip to Minneapolis.
The chair starts at $8,995, but that doesn’t include the side table or ottoman. Add those and it costs $10,995. The model pictured above uses Alpaca wool fabric and brings the cost up to $14,995. (There are more than 300 fabrics and colors to choose from, and the swiveling table comes in various woodgrains.) The Herman Miller Eames, of which the Diffrient Lounge also takes inspiration, costs roughly $8,500 today, depending on which leather you choose.
“The Eames is obviously an iconic design—it’s timeless, it’s beautiful—but it’s not something you can work comfortably in for a long time,” Silva says.
Levers on the edges of the armrest let you mechanically adjust the recline of the backrest and headrest.
Photograph: Julian Chokkattu
Don’t let the Lounge in the name fool you. Silva assures me that every chair the company designs is built with ergonomic comfort in mind, with the adjustable work surface and headrest allowing for different postures. While traditional lounge chairs focus on style, Silva says the Lounge prioritizes comfort. In my brief time on the chair, it indeed felt enveloping and cushy yet supportive. And the mechanical levers made it easy to shift the chair into a more active sitting position or a more relaxing posture, without disrupting the ergonomics with a laptop on the table.
Diffrient had been tinkering with the idea of a lounge chair that could double as a workstation for a long time, Silva says, and believed that technology allowed people to work in different ways.
“The chair acknowledges the fact that creativity and productivity don’t necessarily happen when you’re tied to your desk,” he says. “They happen in different postures; more relaxed or moving around the office, and this chair supports those transitions.”
King recites a famous quote from Diffrient: “The best chair is a bed.” When you sit upright, your weight compresses your spine, but when you lean back, a large portion of that weight goes into the backrest, so when you’re lying down, there’s significantly less pressure on your spine. “Reclining is really healthy,” King says. “He always thought it would be a good way to work.”
Luxe Seat
How does a chair come to cost $15,000? Silva highlights Humanscale’s long-standing approach to simplicity. After all, it’s a hallmark of the original Freedom chair. While the Diffrient Lounge may not look very complex, that’s by design, cleverly masking the engineered mechanical system with clean lines and curves. There’s even some automation in the headrest. If you’re fully reclined and the headrest is in a forward position to support your head, as you come back up, the headrest will automatically go into a neutral position.
There are two USB-C ports on the chair to power your devices, which means the Diffrient Lounge needs to be connected to an outlet.
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