life, it and everything
TRANSCRIPT
Life, IT and everything about revolutions, outside-the-box journeys and the daily IT madness
Uwe Friedrichsen – codecentric AG – 2014-2016
@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com
Be flexible
… but stick to the plan!
Be innovative
… but don’t break anything!
Be agile
… but adhere to all processes!
Be disruptive
… but don’t change anything!
Be the new Netflix
… but don’t spend any money!
Woot ?!?
Have they all gone nuts?
Or is there a bigger schema, we just don’t recognize?
Meaning Madness
Time for a short journey through space and time ...
Journey #1
The evolution of markets
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. The “bathtub” curve
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Pre-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Tailor-made solutions
“Mastery is key to success”
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Cost-efficiently scale production
“Get more done with less people is key to success”
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Post-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Continuously respond to changing demands
“Continuous customer communication
is key to success”
Industrial era
• Cost-efficiency • Scalability • Repeatability • Stability
Changing markets create new drivers
Post-industrial era
• Cycle times • Adaptability • Flexibility • Resilience
Side note
Organizations as enablers and preventers
Journey #2
The evolution of IT
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(Business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
We are here …
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
… but we still base most of our decisions on that
We are here …
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Remember the bathtub curve?
This adds an additional twist …
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
… but we still base most of our decisions on that
We are here …
Business is very different today …
… than it was back then
Business
Market
IT today is a …
… Nervous System
… Medium … Product
… Differentiator
Disruptive Technologies
Business Support Systems
Continuous Conversation Digitization
Business is IT and IT is business
The traditional IT “best practices” are counterproductive because they solve
a completely different problem
What can we learn?
We are in the middle of a revolution
Unfortunately, quite often we do not feel like them …
... but more like them
How can we avoid becoming revolution roadkill?
A few recommendations …
#1
Understand the post-industrial IT
Rethinking IT
What are the new drivers?
IT
Post-Industrialism Highly dynamic markets
Economic Darwinism Lean startup/lean enterprise
Continuous design
Digitization IT as a product
Digital conversation Social media
Contextual computing
Disruption Innovation through disruption Cloud, mobile, IoT, serverless
Big data analytics Data-driven enterprise
force change
on
What are the new goals?
IT
… be quick Short response times
Holistic IT value chain consideration
… be effective Focus on outcome, not output
… improve continuously Improvement as planned activity
needs to …
… be efficient Provide required throughput
… be reliable High availability and reliability
… be flexible Flexible response to changing needs
Process & Org needs to be …
Quick
Flexible Effective
Software needs to be …
Secure
Changeable Robust
… and improve continuously
Process & Org needs to be …
Software needs to be …
Quick
Flexible Effective Secure
Changeable Robust
… and improve continuously
How can we achieve the new goals?
Let’s learn from the digitization natives
Adaption DevOps Systemic optimization Inspect and adapt Quick feedback loops Continuous improvement …
Process DevOps Agile Lean Feature Flow (no projects) Design Thinking …
Governance Beyond Budgeting Decentralized control Outcome-driven Lean EAM …
Organization DevOps Autonomous teams Cross-functional teams End-2-end responsibility Routine task automation …
People Craftsmanship T-shaped Responsibility Curiosity Empathy …
Technology Cloud Automation Microservice Heterogeneity Resilience …
(Some) Building Blocks
These building blocks don’t sum up, they multiply up
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Microservices
Continuous Delivery
Heterogeneity
Cloud and Containers Resilience
Operations automation
Craftsmanship & mastery
Outcome-driven Beyond budgeting
Feature flow
Lean EAM
Continuous improvement
T-Shaped people (being empathic)
DevOps
Quick feedback loops
Curiosity
#2
Know your place in the revolution
Take the real magic triangle …
You may pick two
Good
Fast Cheap
Optimizing for quality and cycle times will result in higher costs
Optimizing for quality and costs will result in long cycle times
Optimizing for cycle times and costs will result in reduced quality
... and ask for the two properties to pick
You may pick two
Good
Fast Cheap
Industrial IT
Deliver large batches at minimized costs towards slow markets
Post-industrial IT
Quickly adapt to ever-changing needs of dynamic, fast-moving markets
Startup IT
Test hypotheses and pivot as fast as possible to discover a product-market fit
#3
Pick the appropriate weapons
#4
Discuss change based on pain, not tools
#5
Be prepared
Be prepared • Learn the tools and technologies
of the post-industrial IT
• Keep your current skills and tools sharp
• Understand which knowledge will becomeless valuable (or even contra-productive)
• Be curious and understand the concepts outside your domain (become T-shaped)
• Improve your empathic skills!
add. #1
Visit the Java Forum Nord … ;)
add. #2
Stick to the hitchhiker ‘s guide …
