Expert Guidance to Ensure Agility & Top-notch Systems & Software
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This Executive Update describes six leadership strategies essential to successful Lean-Agile transformation, together with one bonus strategy (the “+1”). All seven strategies describe patterns observed across a range of organizations in the public and private sectors. They and their accompanying pitfalls highlight the need for a number of specific leadership behaviors.
In this Executive Update, we examine how three different IT groups used data virtualization for purposes other than supporting user queries to deliver significant benefits to their organizations.
One major obstacle to business agility and innovation is technology debt (TD). TD obstacles manifest themselves as non-IT executives complain that “we can’t launch this new product/service as our IT systems will not allow us to.” From an IT standpoint, the inability of existing IT systems to support the proposed new product/service launch is a result of past technology “workarounds” that were implemented to meet an accelerated timeline or reduced budget.
With the rush to new digital platforms, technology leaders often underestimate the value of continuous improvement. Many see it as a waste to invest in “fixing the old,” as it would leave fewer resources to develop “the new.” DevOps practices and cloud platforms can catapult enterprise technology forward, improving consumer responsiveness, time to market, throughput, and resilience, but they depend on continuous improvement to become internalized and self-sustaining.
To ensure that the focus of any analysis of technical debt includes the real causes of technical debt, we must define it in terms that are unbiased relative to cause. One approach that meets this constraint is a definition not in terms of cause, but in terms of consequence.
Attempting more demanding endeavors requires innovative methods for delivering, guiding, and managing projects. Meanwhile, the rise in complexity and uncertainty demands new ways of thinking about projects.
Regardless of whether Agile teams operate with or without a scaled framework, the need to match the expectations of the business users on the receiving end of the value generated by the team with the internal measures of throughput is critical. The three challenges described in this Advisor highlight the importance of measuring value in the eyes of the recipient of the output of work, not only the effort generated to attain value.
For organizations to survive and thrive in the modern world, we should be able to work “remote first”: working online as if we were in the office together. Our companies will only be stronger for it. The things that make remote working successful are the same things we want in place anyway: effortless and fast communication, a shared place for files and conversation, and alignment on a common vision.