[{"data":1,"prerenderedAt":792},["ShallowReactive",2],{"/en-us/blog/how-to-optimize-gitlab-s-culture-with-proper-values":3,"navigation-en-us":35,"banner-en-us":435,"footer-en-us":445,"blog-post-authors-en-us-Brendan Regan":687,"blog-related-posts-en-us-how-to-optimize-gitlab-s-culture-with-proper-values":701,"assessment-promotions-en-us":743,"next-steps-en-us":782},{"id":4,"title":5,"authorSlugs":6,"body":8,"categorySlug":9,"config":10,"content":14,"description":8,"extension":24,"isFeatured":12,"meta":25,"navigation":26,"path":27,"publishedDate":20,"seo":28,"stem":32,"tagSlugs":33,"__hash__":34},"blogPosts/en-us/blog/how-to-optimize-gitlab-s-culture-with-proper-values.yml","How To Optimize Gitlab S Culture With Proper Values",[7],"brendan-regan",null,"unfiltered",{"slug":11,"featured":12,"template":13},"how-to-optimize-gitlab-s-culture-with-proper-values",false,"BlogPost",{"title":15,"description":16,"authors":17,"heroImage":19,"date":20,"body":21,"category":9,"tags":22},"How to Optimize GitLab’s Culture Through Ideal Values","An outside perspective on GitLab’s highly collaborative and agile culture, and ways in which they should improve their values",[18],"Brendan Regan","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749681397/Blog/Hero%20Images/artem-kniaz-Z9_pOnIbgjg-unsplash__1_.jpg","2020-07-07","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nI was immediately impressed by how unique GitLab is compared to any organization I have seen. Their culture and methodical processes were clearly evident during my brief summer internship. Sure, it’s all-remote, but that alone is not what makes it so unique. GitLab is also nimble, collaborative, and ambitious as employees communicate nearly seamlessly across the world. Like many growing organizations, it needs to refine some of its fundamental principles.\n\n## Exciting Aspects of GitLab’s Culture\n\n### Transparency\n\nGitLab states their mission is [everyone can contribute](https://handbook.gitlab.com/handbook/company/mission/#mission). By “everyone,” they mean it. Even outsiders can access GitLab’s website, propose changes to their content, and see those changes work their way through the approval process. This is a truly novel concept and affords the company input from a wider array of contributors than more traditional companies. This transparency is even mentioned in the introduction paragraph of their easily accessible [handbook](https://handbook.gitlab.com/handbook/#introduction), which is also available to everyone.\n\nGitLab boasts incredibly high levels of asynchronous communication, which requires and reinforces transparency. Asynchronous communication enables them to accomplish large tasks through a continuous process [over time](https://handbook.gitlab.com/handbook/values/#iteration), updating their products with small chunks, or “[minimum viable changes](https://handbook.gitlab.com/handbook/values/#minimal-viable-change-mvc).” [Meetings and meeting preparation](https://handbook.gitlab.com/handbook/company/culture/all-remote/meetings/) are also unique signals to their asynchronous culture. Participants are granted access to a shared Google doc before, during, and after meetings to promote asynchronous work and collaboratively effectively. This is an easy tactic many organizations can adopt to increase meeting productivity. Shared documents are also a fantastic method to record meeting notes and assign action items.\n\n### Initiative\n\nWhen I started my first day as an intern, I was sent a few links, told to initiate onboarding, and was given time and space to work on my own. I started working through the 401 onboarding tasks for new hires, and although many weren’t applicable to my internship, I spent much of my time on many tangential topics. While doing so, I quickly noticed that GitLab employees wield significant autonomy and are rewarded for their initiative.\n\nI have seen many organizations suffer from retaining the authority to enact change at senior levels while junior employees possess little ability to make small changes. GitLab deviates from this convention. A few days into my onboarding I noticed a few minor errors in the handbook and was able to submit a merge request to correct them. While the changes were minor spelling errors, this process cemented their culture in my mind. Take action, make the change.\n\nI was especially curious about the culture that has enabled GitLab’s recent success, especially as an all-remote company. All of GitLab’s work is documented, so I began to peruse what other people had written about their culture and strategy. I read the handbook, scheduled a coffee chat with Head of Remote, Darren Murph, to discuss culture, and stumbled upon a helpful blog that introduced me to a technique on how to increase productivity using the “[E-factor](/blog/e-factor-productivity/).” I also found an article on how to sensibly prioritize and accomplish tasks using the [Ivy Lee Method](https://jamesclear.com/ivy-lee) linked from someone’s README. I wrote this very blog post that you’re reading with the help of [a video posted on GitLab’s website](https://www.youtube.com/watch?v=Cxs5EMHNf6g) about drafting and submitting a blog post MR. All of this was made possible because of GitLab’s ambitious and transparent culture. This was all very impressive.\n### Forging Proper Values\n\nGitLab’s values and their effect on culture were of particular interest to me as someone with more management experience than technical expertise. After reading through their values page, it was apparent that GitLab may have significant conflicts with some of their values.\nTo value something does not necessarily mean it should be adopted as a company value. A high-performance thermos is of great value on a cold day, especially when it’s filled with piping hot coffee, but it is not something that should be espoused. Integrity, selflessness, and courage are also of great value, but unlike a thermos, they should also be espoused. These attributes will ensure greater success in an organization than more specific, metric-driven values like efficiency or iteration.\n\nGitLab’s [values](https://handbook.gitlab.com/handbook/values/) are designed to ensure a positive work environment and deliver world class results to their customers. The values are explicitly stated as Collaboration, Results, Efficiency, Diversity, Inclusion, and Belonging (three values in one), Iteration, and Transparency (CREDIT).\n\nI argue that these are not ideal values. These are things in which GitLab _can place value_, but they are not fundamental values to which the company should anchor their behavior. GitLab seems to have adopted values that are means, tactics, or metrics but not tenets which ought to govern their operations.\n\n### Ideal Values Are Fixed\n\nThe idea of continuous improvement is good in many applications, but bad when it comes to organizational values. GitLab adjusts their values over time to more clearly define their ideal culture. However, proper values should not need improvement over time. Organizational values must be resolute and foundational attributes espoused by all employees. They should be guiding, not malleable. They define the culture, and in turn, employees must adopt them to maintain the culture. Once established, these values must be adhered to throughout the organization, applied in new, unforeseen situations, and serve as screening criteria to ensure new hires properly assimilate into GitLab. Continuously shifting values will place GitLab at a significant disadvantage as the company expands and hires new employees based on their values fit.\n\n### Proper Values Do Not Conflict\n\nHere’s a hypothetical example of how GitLab’s values may conflict. A potential new hire would clearly contribute to GitLab’s diversity, a tightly held company value. However, the potential new hire is less qualified than another potential hire who would clearly contribute to achieving results in the best interest of the company, which is required under GitLab’s [permission to play](https://handbook.gitlab.com/handbook/values/#permission-to-play). Does GitLab hire the less-qualified individual and hope their contributions to diversity somehow outweigh their lack of positive results? Should GitLab directly pursue a diverse workforce? What about diverse opinions that are not congruent with GitLab’s values? Diversity should not be pursued for the sake of diversity, especially when it does not improve the company's results. This is only one of a myriad of conflicts that arise when values are developed from good intentions rather than ethics.\nLet’s take a look at values that are derived from ethics, such as duty and respect. These values are tightly related and mutually supportive. It often becomes a duty to respect others, and respect is often shown through dutiful work. A pharmacist demonstrates a duty to customers by thoroughly researching medicinal ingredients and their side effects. They also show respect to patients by reviewing potential side effects with the patient before they are prescribed the drug.\nIn contrast, GitLab’s values of results and efficiency can conflict quite easily. GitLab might achieve better results with a less efficient process, or vice versa. Here’s the main problem: results are not inherently good or bad. There can be good results from bad actions, and bad results from good actions. The simple pursuit of results is not enough, GitLab must pursue the correct results. But what are good results for GitLab? This question should be answered through a well-defined business strategy and internal metrics. Ethically-derived values such as duty, respect, and integrity must lay the foundation for GitLab’s business strategy.\n\nHow does GitLab address value conflicts? Through their [value hierarchy](https://handbook.gitlab.com/handbook/values/#hierarchy). As the company expands, this hierarchy exposes GitLab to potential damage as employees pursue _results_ above all other values. GitLab can avoid this dilemma by guiding their pursuit of results with ethical values instead of metrics.\n\n### The Way Ahead\n\n\nGitLab's processes should be continuously refined but their core values should not change. Their value statement should be simple, with clear and foundational values to unite their remote workforce. I propose GitLab adopt the values of **Respect**, **Service**, and **Integrity**. These are a start, and leadership may want to include one or two more values than the three I propose, but all current values are encompassed by these three proposed values as seen in the table below:\n\n\n\n\u003Ctable>\n  \u003Ctr>\n   \u003Ctd>\u003Cstrong>Current Values\u003C/strong>\n   \u003C/td>\n   \u003Ctd>\u003Cstrong>Proposed Values\u003C/strong>\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nCollaboration\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Respect\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nResults\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Service\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nEfficiency\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Service\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nDiversity, Inclusion, and Belonging\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Respect\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nIteration\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Service\n   \u003C/td>\n  \u003C/tr>\n  \u003Ctr>\n   \u003Ctd>\u003Cp style=\"text-align: left\">\nTransparency\u003C/p>\n\n   \u003C/td>\n   \u003Ctd>Integrity\n   \u003C/td>\n  \u003C/tr>\n\u003C/table>\n\n\n\nFurthermore, these new values provide GitLab the flexibility to adjust their methods if, say, innovation becomes more important than iteration. Without changing their entire value structure and their culture, they can remain committed to Respect, Service, and Integrity while they shift their processes to reinforce innovation more effectively. Hiring employees who respect others, serve selflessly, and conduct themselves with integrity will pay great dividends for GitLab’s culture, leadership, and reputation in an uncertain future.\n\nCover image by [Artem Kniaz](https://unsplash.com/photos/Z9_pOnIbgjg) on [Unsplash](https://www.unsplash.com)\n",[23,23],"features","yml",{},true,"/en-us/blog/how-to-optimize-gitlab-s-culture-with-proper-values",{"title":15,"description":16,"ogTitle":15,"ogDescription":16,"noIndex":12,"ogImage":19,"ogUrl":29,"ogSiteName":30,"ogType":31,"canonicalUrls":29},"https://about.gitlab.com/blog/how-to-optimize-gitlab-s-culture-with-proper-values","https://about.gitlab.com","article","en-us/blog/how-to-optimize-gitlab-s-culture-with-proper-values",[23,23],"obyl7Q1uCVnkzhH3a-vUBboFISKjH5d08SHMOVFk3wE",{"data":36},{"logo":37,"freeTrial":42,"sales":47,"login":52,"items":57,"search":365,"minimal":396,"duo":415,"pricingDeployment":425},{"config":38},{"href":39,"dataGaName":40,"dataGaLocation":41},"/","gitlab 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Program.",[707],"Jacie Bandur","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749664102/Blog/Hero%20Images/gitlab-values-cover.png","2021-05-18","\n\n{::options parse_block_html=\"true\" /}\n\n\nHi! I’m Jacie Bandur. I completed GitLab’s CEO Shadow program from 2021-04-26 through 2021-05-07. It was a really enlightening experience. I generally work in Learning and Development and consider myself a lifelong learner. I can’t even explain how much I learned in such a short about of time. I learned a lot about the business. I learned a lot about the product. But learned even more about the importance of iteration in everything we do.\n\n### Qualifications to Participate\n\nI wanted to start this off with touching on qualifications to participate in the program.\n\nI am the type of person that has gone through most of my life thinking I’m not qualified for things. I’m not qualified for that job, that promotion, that program. The list goes on and on.\n\nWhen I saw the [CEO Shadow program](/blog/ceo-shadow-impressions-takeaways/) kick off in 2019, I really wanted to participate. I was a little intimidated. Who wouldn’t be, spending 2 weeks with the CEO of any company? But time passed and all the sudden it was 2021 and I had not taken any steps to participating in the program.\n\nIf you are sitting there waiting for someone to tell you that you are qualified to participate in this program, I’m not big on giving “pep talks,” but here’s me telling you - You are qualified for this program. There’s never going to be a good or perfect time to do it. Tell your manager you want to do the CEO Shadow program. Stop waiting. Sign up today.\n\nNote: Take a look at the [eligibility](https://handbook.gitlab.com/handbook/ceo/shadow/#eligibility) section of the CEO Shadow page for more information on signing up.\n\n### Pre-Program Tips\n\nThere are many things recommended for shadows to do pre-program outlined on the CEO Shadow handbook page. As I was going through the program there were things that I thought helped me (or would have helped me).\n\nHere are my top 6 recommendations:\n\n1. Make sure your team knows you will be unavailable for 2 weeks. This isn’t a program that can or should be done alongside your normal day to day work. I found catching up from the 2 weeks away kind of difficult because I was trying to keep up on what was going on and I had a bunch of half done things.\n1. Talk with people who have done the shadow program - schedule at least 3 coffee chats with CEO Shadow Alumni.\n1. Have food that is easy to eat quickly. Sid’s meetings are back to back most days, so you will have small amounts of time to eat throughout the day. Sid does eat during calls, which you are welcome to do, too, but if you are taking notes, it is difficult to eat. And this will make you realize why speedy meetings are so important!\n1. Listen to the [Executive Leadership LinkedIn Learning course](https://www.linkedin.com/learning/executive-leadership/).\n1. Be prepared to ask questions. When doing the program virtually, there isn’t a ton of time for asking questions, so when one would come up, I would add it to a note on my computer and ask if there was ever time with just the shadows and Sid.\n1. Take at least 1 day off after the program. Take even a couple of days off if you can! This is recommended on the handbook page, but I can’t stress this enough.\n\n\n### Takeaways\n\n**Group Conversations**\n\nI’ve been at GitLab for almost 4 years. When I joined, I made it a point to attend as many GC’s as I could. I had gotten out of the habit of attending Group Conversations. After attending them again for 2 weeks, I realized how important they are to understand better what is going on across the business. Everything in the organization is so intertwined. It’s helpful to understand what other teams are working on and succeeding in.\n\n**Feedback**\n\nWe should all be giving and receiving feedback often. We have a whole [handbook page on giving and receiving feedback](https://handbook.gitlab.com/handbook/people-group/guidance-on-feedback/). Read the handbook page and watch the videos, as well. Practice giving feedback. I recommend using the [1-1 agenda](https://handbook.gitlab.com/handbook/leadership/1-1/suggested-agenda-format/) Sid uses, because Feedback is an essential piece of that agenda, and it makes feedback more of a routine thing.\n\n**Biggest Takeaway**\n\nWe have an incredible team here at GitLab, from Engineering to Product to Sales to People and all the groups in between. There are so many great ideas. I observed the constant reinforcement by Sid to start with something small and build on it. You can ALWAYS make something more complex. It’s hard to go back to something more simple when you start with something complex.\n\nA couple of quotes that I heard from Sid during the program that reinforced this point:\n\n- “Every complex system evolves from a simple system that worked.”\n- “It’s very clear what is the simple solution. We can always make it more complicated as we go on.”\n\nI know they are very similar, but they happened in different meetings on different days, so the point was reinforced repeatedly.\n\nDuring the program, I reflected on the projects that I’am working on. How many of them am I trying to do too much on before releasing. Probably all of them. When I’m working on projects in the future, I will break them down into smaller, more doable chunks. Iteration is hard - it’s a skill to be practicing constantly.\n\n\n### Overall\n\nOverall, the program was really insightful and impactful. If you haven’t participated in it yet, I cannot encourage you enough to do so!\n",{"slug":712,"featured":12,"template":13},"ceo-shadow-recap",{"content":714,"config":726},{"title":715,"description":716,"authors":717,"heroImage":719,"date":720,"body":721,"category":9,"tags":722},"Why I love contributing to GitLab","Making small meaningful changes is what it's all about.",[718],"Austin Regnery","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679501/Blog/Hero%20Images/new-feature.png","2021-05-11","It was mid-morning on a Tuesday in February, and I had 10 minutes in between meetings. So I decided to try and solve a pain point of mine.\nYou see, I had to memorize this HTML snippet to create a collapsible section in GitLab Issue descriptions and comments, but I kept forgetting it. Was it `summary` or `section`? I could never remember.\n```html\n\u003Cdetails>\n\u003Csummary>Insert Title\u003C/summary>\nHidden content\n\u003C/details>\n```\nEven though it is not vanilla Markdown, GitLab knows how to interpret some HTML. I used this formatting trick fairly often since full-page screenshots can occupy a lot of screen space, which leads to excessive scrolling.\nSo I decided to poke around our codebase to see how the other Markdown shortcuts worked. To my surprise, it was pretty straightforward. Each shortcut had a simple text input that mapped to each button. This implementation was simple to replicate since I just needed to copy/paste and replace a few words.\n![Image of Vue and Haml files with editor shortcuts](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/vue-haml.png){: .shadow}\nThe Vue and Haml files with the new shortcut\n\nI started a branch and began hacking away at the code. Now, I would never call myself a Software Engineer, but I like to try and make things from time to time. I was able to add a new shortcut to the toolbar to insert this code snippet for me in less than 10 minutes. No more memorizing! Making contributions like this is what makes working at GitLab so special.\nNow, it wasn't ready for production, but I at least had something that worked. I shared it with my UX colleagues in Slack, and it started to gain traction with several up-votes and few constructive comments on how to make it better.\nWith the functionality flushed out, a few other designers helped me get a better icon added to our SVG library. Using clear iconography is critical for communicating information more clearly.\n| Initial Icon | Final Icon |\n| - | - |\n| ![SVG of chevron right icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/chevron-right.svg) | ![SVG of details block icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/details-block.svg) |\n\nThe last thing to do was resolve my failing tests, and I had several teammates help me do that.\n![Gif of the shortcut being used](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/demo.gif)\n\nToday [this change](https://gitlab.com/gitlab-org/gitlab/-/merge_requests/54938) merged! Now I solved a pain point for me and others. It took a few months to go from idea to production, but the effort was super low. I'd say the return on my initial investment, 10 minutes, is super high.\n> Having a direct impact on a product was never an option for me before joining GitLab.\n\n![Image of participants in the Merge Request](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/participants.png)\n\n\nThank you to everyone that helped me deploy this\n",[723,724,725],"UX","product","AWS",{"slug":727,"featured":12,"template":13},"why-i-love-contributing-to-gitlab",{"content":729,"config":741},{"title":730,"description":731,"authors":732,"heroImage":734,"date":720,"body":735,"category":9,"tags":736},"Placebo Lines on the Pipeline Graph","Have you noticed the connecting lines missing on your pipelines lately? Here's why",[733],"Sam Beckham","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679507/Blog/Hero%20Images/ci-cd.png","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nHave you ever pressed the close door button on the elevator, in the hope that you'll save a few precious seconds?\nOr got frustrated at the person stood next to you at the cross-walk, neglecting to press the button?\nWell, maybe they know something you don't, or perhaps you know this already.\nMany buttons in our society lie to us.\n[David McRaney](https://youarenotsosmart.com/2010/02/10/placebo-buttons/) dubbed these, \"Placebo buttons\" and they're everywhere.\nThose elevator doors won't close any faster and the cross-walk button has no effect on the lights.\nThe only lights they control are the lights on the buttons themselves.\nThey give you the feedback you crave, but that's all they're doing.\n\nThese placebos aren't constrained to the physical world, they're prevalent in [UI design](/blog/the-evolution-of-ux-at-gitlab/) too.\nFrom literal placebo buttons like [YouTube's downvote](https://www.quora.com/Does-downvoting-a-comment-on-YouTube-even-do-anything), to more subtle effects like Instagram always [pretending to work](https://www.fastcompany.com/1669788/the-3-white-lies-behind-instagrams-lightning-speed), or progress bars that have a [fixed animation](https://www.theatlantic.com/technology/archive/2017/02/why-some-apps-use-fake-progress-bars/517233/).\nThey're everywhere if you know where to look.\n\nAt GitLab, we created a placebo of our own in one of our core features; the pipeline graph.\n\nThose of you who have used our pipeline graph, will be familiar with its appearance.\nThere's a series of jobs, grouped by stages, connected by a series of lines depicting the relationships between the jobs.\nBut these lines might be lying to you.\nThese lines are indiscriminately drawn between each job in a stage, regardless of their relationship.\nThese lines are placebos.\n\n![The old pipeline rendering with lines connecting every job in a stage](https://about.gitlab.com/images/blogimages/placebo-lines_old-graph.png)\n\nThis wasn't a problem to begin with.\nA basic pipeline has several jobs across a handful of stages.\nJobs in each stage would run parallel to each other, but each stage would run sequentially.\nIn the image shown above, all the jobs in the test stage would trigger at the same time. Once those jobs had finished, all the jobs in the build stage would trigger.\nWe used rudimentary CSS to draw lines connecting each job in one stage to each job in the next.\nThese lines weren't calculated based on their connections, but still reflected the story they were telling.\n\nSince the introduction of `needs` relationships in [v12.2](https://gitlab.com/gitlab-org/gitlab-foss/-/issues/47063), pipelines got a bit more complicated.\nNow you could configure a job in a later stage to trigger as soon as a job in an earlier stage completed.\nLooking at our old example, we could set the API deployment to run as soon as our spec tests passed.\nThis skips the remaining tests and the entire build stage, turning our lines into pretty little liars.\n\nWe had many internal discussions about these lines, and how to show the relationships between jobs.\nThere's the [`needs` visualization](https://docs.gitlab.com/ee/ci/directed_acyclic_graph/#needs-visualization), which does an excellent job of displaying these relationships, but the main pipeline graph was still inaccurate.\nFor the past few months, we've been [refactoring the pipeline graph](https://gitlab.com/gitlab-org/gitlab/-/issues/276949), giving it a new lease of life and fixing some of its issues along the way.\nOne of those issues were the faked lines.\nIn the new version, we can accurately draw lines between jobs.\nLines that actually depict the relationships jobs have with each other.\nNow the lines no-longer lie!\n\n![The newer pipeline graph showing the correct needs links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_new-graph.png)\n\nThe above image shows an unreleased version of the pipeline graph.\nYou can see the lines drawn between the jobs to show that the `deploy:API` job can start as soon as the `rspec` job is successful.\nSomething the old lines (shown earlier in this post) would have been unable to depict.\n\nOne unfortunate downside of this is that these lines can be quite expensive to calculate.\nThey're actual DOM nodes, drawn deliberately and placed precisely.\nOn smaller graphs this isn't a problem, but some of our initial tests have found pipelines with a potential 8000+ job connections.\nThat kind of calculation would grind the browser to a halt, and nobody wants that.\n\nAt GitLab, we believe in boring solutions.\nWe make the simple change that sets us on the path towards where we want to be.\nShip it, get feedback, and iterate.\nSo that's what we did.\nIn the first phase of this rollout, we shipped the new pipeline graph with no lines connecting the jobs.\nWe don't have to worry about the expensive calculations, and we still get to roll out the refactored pipeline graph.\n\n![The current (v13.11) pipeline graph showing no links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_current-graph.png)\n\nWe know some of you will miss them, but fear not.\nBoring solutions are just technical debt if you don't iterate on them.\nSo the [improved lines are coming](https://gitlab.com/groups/gitlab-org/-/epics/4509) in a future release, along with several other improvements to the pipeline graph.\nWe're already starting to roll out the new [Job Dependencies](https://gitlab.com/gitlab-org/gitlab/-/issues/298973) view which shows the jobs in a (much closer to) execution order.\nStay tuned for more updates, and watch [Sarah Groff Hennigh Palermo's talk](https://www.youtube.com/watch?v=R2EKqKjB7OQ) for the technical side of this effort and a deeper dive into some of the decisions we made.\n",[737,738,739,740],"CI","frontend","agile","design",{"slug":742,"featured":12,"template":13},"placebo-lines-on-the-pipeline-graph",{"promotions":744},[745,759,770],{"id":746,"categories":747,"header":749,"text":750,"button":751,"image":756},"ai-modernization",[748],"ai-ml","Is AI achieving its promise at scale?","Quiz will take 5 minutes or less",{"text":752,"config":753},"Get your AI maturity 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