Software Development at Scale
Scaled Agile – or scaling agile – seems like a hot potato at the moment. Here’s a few
Scaled Agile? Don’t. Just don’t. For GOD’S sake don’t.
Agile even at a small scale doesn’t work and scaling something that doesn’t work just leads to an even bigger mess that doesn’t work. Take a look at SAFe if you don’t believe it. Or just listen to Ackoff:
“The righter we do the wrong thing, the wronger we become. When we make a mistake doing the wrong thing and correct it, we become wronger. When we make a mistake doing the right thing and correct it, we become righter. Therefore, it is better to do the right thing wrong than the wrong thing right.”
Mindset (a.k.a. culture, memeplex) over methods, tools, etc.. What an organisation, collectively, believes and assumes has far more impact on e.g. productivity, quality, etc. than any methods or tools. See: Organisational Psychotherapy, the Marshall Model, and my new book, “Memeology“.
The only thing of real importance that leaders do is to create and manage culture.
~ Edgar Schein
The thing I have learned at IBM is that culture is everything. It took me to age fifty-five to figure that out.
~ Lou Gerstner, CEO, IBM
If you get the culture right, most of the other stuff will just take care of itself.
~Tony Hsieh, CEO, Zappos.com
And Schein also provides us with a definition for “the culture of an organisation”:
Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organisation, that operate unconsciously and define in a basic ‘taken for granted’ fashion an organisation’s view of its self and its environment…
It’s a pattern of shared basic assumptions invented, discovered, or developed by a given group.
~ Edgar Schein
Goldratt wrote the book on Flow Efficiency (see “The Goal”, in case you’re interested).
Flow efficiency is miles better than resource efficiency (a.k.a. utilisation). What is flow efficiency? I’m sure you can look it up. But for the lazy: Flow efficiency suggest a focus on keeping work moving through its various value-adding steps, with minimal or zero queues and wait times, thereby attending to folks’ needs (value to the Folks That Matter) – and prompting feedback – as quickly as possible.
Formalise innovation, evolve into continuous organisational transformation.
What do I mean by “innovation”?
In the context of organisations, here are a few possible definitions of “innovation”:
- A process by which a method, a product, or a service is renewed and refreshed by applying new ideas or introducing new techniques to create new value.
- Turning an idea into a solution that adds value from the perspective of the folks that matter
- A new strategy (means) for attending to the needs of the folks that matter.
- The application of ideas that are novel and useful.
- Staying relevant – keeping pace with changes to the (business) environment.
- The implementation of something new – until it’s implemented it’s just an idea.
- Stop talking about innovation. Focus on organisational transformation.
Here’s my preferred definition:
Innovation: Delivering against an idea which meets a specific set of needs, for all the Folks That Matter.
And “formalise”? What the hell does that mean, exactly? In effect, institute trainings, standard work, measures, etc., around the whole innovation (and, a.s.a.p., organisational transformation) piece.
I’ve been brief here to avoid a rant. Do get in touch if you’d like me to elaborate on some of these themes.