Without knowing the details of this company, here is my theory: With established companies, with established revenue and legacy product/process, management thi

Without knowing the details of this company, here is my theory: With established companies, with established revenue and legacy product/process, management thinking is probably something along the lines of "if it ain't broke, don't fix it". They don't --pardon my french-- give a shit about morale if the profit is rolling in. If they didn't start with CD, they aren't going to do it now. So to champion any change, you're going to have to make a case around greater revenue/margins, better (less) customer support, more defensibility in the marketplace, or something else that gets the suits all geeked. Complementary part of this theory: Startups need every advantage they can get since they have the weaker market position when they begin. So they're more willing / required to be innovative about every last bit of their process, including deployments. Other advice -- start slow. Prove the process on a smaller part of the product.