Introducing organizational change is a tricky business, especially when it involves new technology. Even seemingly innocuous changes to technology can have a far-reaching impact on your organization, disrupting the ways you work. Your initial vision of a smooth implementation, rapid adoption, and a high return on investment is easy to say, not so easy to achieve. For example, it is widely discussed that 70% of transformations fail.
Governance is something of a dirty word. It often generates a visceral reaction in people, conjuring up images of red tape, bureaucracy and time-consuming audits. These are seen as roadblocks to progress, innovation and adoption of new ways of working. This is especially true when we are looking to accelerate the rate of change or delivery speed, such as commonly occurs when adopting DevOps or Agile practices.
Below, I will discuss why we have governance, how it gets applied and some immediate approaches you can look at to help change your ways of working.
Let’s start with the purpose of governance. Governance practices intend to manage risk. I sometimes hear that “this doesn’t apply to me. I’m in a small start-up,” but all organizations, whatever their size, need to manage risk. In one form or another, we are all subjected to governance. In larger organizations, we have added complexity to deal with in creating and managing risk. It is also true that heavily regulated industries ...
You have an idea, a spark, concept of how your organization could do things better. Now all you need is to work out how. A typical pattern from here is:
Realize you need more information or organizational buy-in
Engage consultants to show you how
You implement and realize all your goals!
Except step 4 so often doesn’t happen. You have the report, you’ve confirmed what you thought and have a solid plan, but at execution, everything goes wrong.
So what can you do to help your idea succeed once the consultants are gone?
Today I want to talk about a common digital transformation topic I get asked about, application modernization. More specifically, how everyone is doing it but so few successfully. Typically the conversation starts with one of the following:
“I need to move off my legacy system, how can I use containers to do this?”
“How do we move to a cloud-native microservice architecture?”
“We’ve been told to move everything to the cloud, how do we do that with thousands of applications?”
Often, my initial answer is another question: “Out of curiosity, how did you get to this as your solution?”
Strangely, at that point, it often falls off the rails.
I’ll answer these questions in more specifically at the end, today though I want to talk about complexity and the need to experiment.
One of the biggest problems here is that these are all solutions looking for a problem. While we hope they may be appropriate solutions, hope is not a strategy. On their own, there is not enough information to provide guidance an...
The Unicorn Project from IT Revolution, brings together a number of interesting ideas. In the coming weeks, we are setting up a series of meetups to discuss these ideas from the book and how people look to apply them to their own projects. The first meetup is here.
One of the central themes of the book is around 5 ideals. These are:
Locality and Simplicity
Focus, Flow and Joy
Improvement of Daily Work
Ahead of each of the meetups I plan on writing a blog on the topics we plan on discussing. So first up, I’m diving into the first two ideals and how they might be applied. Let’s go!
Our role at Xodiac in helping organizations with their digital transformations is to create clarity and visibility. Especially as we believe in the importance of creating visibility as the first step in the transformation.
In fact, with seemingly every company undergoing a digital transformation, there are three main requests we are getting from our clients.
Having had some initial success, how do I scale?
What do I need to continue to grow?
How do I know I’m on the right track to achieve my goals?
Below I’ll give an overview of what we’ve seen help with these three concerns and how visibility is so crucial to all of them.
Last year I was invited to help the Queen’s Hyperloop Design Team improve their chances in the SpaceX competition. They had just been informed that they did not make it into the last round of the competition, so we focused on setting up the team for success going forward.