Software Development: It’s Not Even Slightly About Tech Skills and Coding Practices

💡 What’s the undervalued secret sauce of software success? You’re in for a wake-up call as we reveal the overlooked ingredients that make or break software success in the business world.

➡ Blimey, it’s no surprise that most execs – those few that are even slightly interested in software development – reckon it’s all about tech skills and coding practices. But I’ll tell you, there’s more to this picture than meets the eye. Sure, being a dab hand at coding is somewhat useful, but in the context of business operations, it’s just the tip of the iceberg.

You see, the nitty-gritty of software development, especially in a business setting, also involves top-notch communication, teamwork, and adaptability.

And let’s not forget, building strong interpersonal relationships is a piece of cake for no one, but it’s a skill developers need to master to keep things from going pear-shaped.

A good understanding of the customer’s needs and the company’s goals is also crucial. After all, you can’t score a winner if you don’t know where the goalposts are. So, execs might choose to realise that there’s more to software development than just cranking code. And much more to hiring than the recruitment of code toads.

A successful software development team is the whole package. It’s not just about having a bunch of coding whizzes; it’s also about fostering a culture where everyone’s on the same page, working together as a community to bring work to fruition. Otherwise, businesses might find themselves up a creek without a paddle.

Unleash Your Inner Maverick: Find the Courage to Think Different

Dare to think different,
Brave the road less traveled by,
Find success ahead.

n business, as in life, it takes a lot of courage to think different. It’s easy to fall into the trap of following the status quo, copying what others have done, and playing it safe. But true innovation and success come from challenging norms and defaults, and taking calculated risks.

Thinking different in business requires the courage to break free from conventional wisdom, challenge assumptions and beliefs, and push boundaries. It means being willing to try new things, even if they haven’t been done before, and being okay with risking the possibility of failure.

And with great risk comes great reward. Businesses that embrace innovative thinking are the ones that stand out from the crowd, attract loyal customers and employees, and ultimately succeed.

So if you want to make a name for yourself in the world of business, don’t be afraid to think different and take bold steps towards the future.

A Generic Conference Submission On Quintessence

Title

Quintessence: A Radical Approach to Effective Software Development

Summary

In this session, we will explore Quintessence, an entirely new and radical approach to effective software development that eschews the whole idea of methodologies. We will discuss the challenges faced by organisations in improving their software development efforts, specifically the collective assumptions and beliefs that hinder progress. Through practical examples, we will demonstrate how Quintessence can help organisations address these challenges and achieve better outcomes, such as increased engagement, accelerated uptake of new ideas, methods and practices, increased productivity, reduced stress, etc.

Session Description In Full

Software development has been described as “the most complex endeavour known to Man”. Despite the prevalence of popular methodologies such as Agile and Lean, many organisations still struggle to improve their software development processes and achieve better outcomes. One of the main reasons for this is the collective assumptions and beliefs held by these organisations, which hinder progress and frustrate the effectiveness of traditional methodologies.

Quintessence offers a new approach to effective software development that goes beyond traditional methodologies. It emphasises a paradigm shift in the way we think about software development. Instead of focusing on processes and methodologies, Quintessence places emphasis on the social and cultural context of software development.

In this session, we will explore the challenges faced by organisations in improving their approach to software development and how Quintessence can help address these challenges. We will discuss how collective assumptions and beliefs impact software development, and how Quintessence offers a road map or guide book for overcoming these challenges. Through practical examples, we will demonstrate how Quintessence can help organisations achieve better outcomes and improve their organisational culture.

Join us for an insightful discussion on this paradigm shift in software development and the practical applications of Quintessence. Whether you are a software developer, manager, or executive, this session will provide valuable insights into improving software development in your organisation.

Session type

• Talk

Themes

• Paradigm shift in software development
• Overcoming collective assumptions and beliefs
• Practical applications of Quintessence
• Systems Thinking
• Psychology
• Bigger picture

Aliens Land on Earth: Are We Ready for First Contact?

Managers, in today’s fast-paced world or work, are often tasked with the responsibility of managing teams of employees. However, in their daily routine, they might misplace their “They Live” glasses, hindering their ability to see the true nature of the employees they interact with every day. These glasses, as seen in the classic film “They Live,” have the ability to reveal the true intentions and motivations of the people around you. If managers had such glasses, they would be able to see that the employees they see as mere drones are, in fact, human beings with unique experiences and perspectives.

A manager’s job requires them to manage resources and make decisions that impact the company’s bottom line. In the process, they are often focused on the task at hand, and this focus can often lead to them missing the humanity of the workers they are managing. Without their “They Live” glasses, managers may see workers simply as faceless cogs in the machine, lacking individuality and personal motivations.

However, the reality is that workers are people who have their own dreams, goals, and personal struggles. They bring their experiences and perspectives to the workplace, and it is these experiences and perspectives that help to shape the company’s culture and direction. Managers who are able to see this through their “They Live” glasses will be able to lead their teams more effectively, as they will be able to understand the individual needs and motivations of each worker.

For instance, if a manager sees an employee who is working slowly or lacks motivation, they may see them as lazy and unproductive. However, if they were wearing their “They Live” glasses, they might be able to see that the employee is dealing with personal issues, such as a family crisis, that is impacting their work. By understanding this, the manager could offer support and help the employee get back on track.

Furthermore, when managers are able to see the humanity in their workers, they are able to lead with empathy and compassion. This can create a positive work environment where employees feel valued and motivated, leading to increased productivity and job satisfaction.

In conclusion, managers who misplace their “They Live” glasses are missing out on the opportunity to see the true nature of their employees. By understanding that their workers are not simply drones, but human beings with unique experiences and perspectives, managers can lead more effectively, create a positive work environment, and drive business success. So, it’s important for managers to always keep their “They Live” glasses handy and put them on every day they’re at work.

 

#NoPlanning

I’ve lost count of the number of folks I’ve encountered that see planning as sacrosanct, as gospel. I’ve also lost count of the number of occasions I’ve attempted to broach the subject with offers of e.g. dialogue and mutual exploration, only to be stonewalled.

In support of #NoPlanning, I offer the follow Ackoff quote:

“If you have the capacity for response to the unexpected, then you don’t have to plan for it. The important thing to do then is to continuously increase the capacity to respond to whatever occurs in the future.”

~ Russell Ackoff

I posit that #NoPlanning is the epitome of business agility.

Would you be willing to talk about it?

– Bob

Waiting In The Wings

What’s going to the next big thing in terms of approaches to software delivery? And when might we expect the transition to that next big thing to become apparent?

“The future’s already here – it’s just not evenly distributed.”

~ William Gibson

The Days of Agile Are Numbered

We can argue about how much life the Agile approach to software delivery has left in it. What’s beyond dispute is that there will be something after Agile. And I propose it will  look much different from Agile. I find it inconceivable that Agile is so perfect that there’s no room for improvement. Even though – ironically, give the exhortations to “inspect and adapt” – many in the Agile supply chain don’t want to talk about it AT ALL. Why rock the boat and derail the gravy train?

Customers and users, however, are waking up to the inadequacies of presently lauded approaches. And current upheavals in organisations, such as remote working and the scramble for talent, are accelerating these folks’ dissatisfaction.

Holding You Back

What’s prolonging the transition towards any new approach? Basically, it’s the prospect of the serious pain that comes with the adoption of effective new approaches. SAFe’s transient popularity illustrates how many organisations prefer an ineffective approach, with the illusion of change, rather than an effective approach that actually brings benefits. Any significant uplift in software delivery and product development performance implies a much different approach to running technology organisations, including, not least, different styles of management.

Your View?

What’s your view? What promising new approach(es) do you see waiting in the wings? And if there’s nothing with a recognisable name or label, what characteristics will a new approach have to have to boost it into consideration?

– Bob

Getting Upstream

When we consider change, we often overlook the context for that change, and the necessity to change the context to facilitate the change(s) we have in mind.

Shifting Left

For example, in the context of improving testing, the testing community invites us to “shift left”; to shift our focus to earlier phases of software delivery – to the left, in the stream of software delivery activities – where leverage is assumed to be greater. In other words, getting upstream of where testing activities have traditionally taken place.

The Broader Context

In a broader context, that of software delivery more generally, getting upstream means considering the context in which software delivery takes place.

What is this context? For me, as an organisational psychotherapist, it’s about the collective assumptions and beliefs of the host organisation. Collective assumptions and beliefs – or culture – that constrain how the work works.

Root of Failure

I have yet to see an approach to software delivery that considers this wider context, let alone provides a means to address these broader contextual issues. I attribute most of the failures of e.g. Waterfall, Agile, etc. to this absence of consideration for context.

Put another way, approaches to software delivery that fail to cater to the (thorny) issues of adoption are about as useful as chocolate teapot in the Sahara. This idea seems alien to all the methodologists I know of.

Organisational Psychotherapy

Organisational Psychotherapy provided just such a means. It invites folks considering changes, changes to the way they approach software delivery, to consider the broader context as an integral part of the change. Through dialogue, surfacing these broader contextual issues and inviting shared reflection on them, organisations considering change can get upstream of the changes under consideration.

(You can find out more about Organisational Psychotherapy and what “Getting Upstream” of the software delivery challeng looks like in my books (Marshall 2018, Marshall 2021, Marshall 2021).

As Einstein observed:

“No problem can be solved from the same level of consciousness that created it.”

~Albert Einstein

I like to think he was talking about getting upstream of the immediate problem.

– Bob

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 6 Jul 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 6 Jul 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 6 Jul 2022].
Marshall, R.W. (2021). Organisational Psychotherapy Bundle 1. [online] Leanpub. Available at: https://leanpub.com/b/organisationalpsychotherapybundle1 [Accessed 6 Jul. 2022].

Quickie: Mutual Helping

Teams helping each other? A shared mission? Dogs and cats living together!? WFT?

 

Quickie: Back on Twitter, Kinda

I’m back on Twitter. Kinda.

Yes I said years ago I wouldn’t be returning. And I have not exactly returned. Judge me as you will.

I’m now one of the folks tweeting on behalf of The Quintessential Group. Twitter handle: @AlienTechGroup

Tweeting about The Group and all things Alien Tech and Quintessential.

BTW Also on LinkedIn – in person and as The Quintessential Group.

Maybe we’ll see you out there?

 

Quickie: Write Code Like…

Write code like the sound of one hand clapping…

Quickie: Conventional Or Performant?

Do you want conventional solutions to software delivery, or performant solutions? (You can’t have both).

Quickie: Love Of Coding

After all these years, I still love coding (as in writing software).

It’s just that it’s tainted by the certainty that there’s so many other more effective ways of adding value and meeting folks’ needs.

Spending time coding feels so… self-indulgent.

There Are Better Ways

There are better ways to develop and deliver software. Better than the prevailing ways of approaching such things. How much better? IME – and substantiated by data from i.e. ISBSG – from twice as good through to at least five times as good.

How to access these better ways?

1. Recognise that software development and delivery is a subset of Collaborative Knowledge Work (CKW).
2. Understand that CKW requires a fundamentally different approach vs. the kinds of work most organisations recognise as “work”.
3. Realign the collective assumptions and beliefs of your organisation to enable effective CKW.
4. Recognise that 95% of improvements will necessitate changes well outside the software development/delivery “silo”.

– Bob

 

The Future Of Software Delivery

Are you curious about how software will get written and delivered in the future? When all the Agile malarkey has faded away?

About your career and what skills and abilities will be in demand in a few years’ time?

Take a look at my book “Quintessence“ for a detailed road map of what the future of software delivery looks like.

My book “Memeology” describes in detail how organisations can make this future theirs, starting today.

And “Hearts Over DIamonds” sets out the foundations for Organisational Psychotherapy – the core principles for our Quintessential future.

Or read the whole series, and get a deep understanding of the role of Organisational Psychotherapy in businesses of the future.

– Bob

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 12 Jun 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 12 Jun 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 12 Jun 2022].

Quickie: We’re Entirely Selfish But That’s OK

 

No human being has ever done anything for anybody else. Everything we do is to make life as wonderful as we can for our self. What makes life more wonderful than anything else is contributing to the well-being of other people. We talk about self-fullness. Doing things out of the natural joy that comes when our only motivation is to enrich lives and it’s free from any taint of fear of punishment if we don’t, hope for reward if we do—including hoping people will like you—guilt, shame, duty, obligation.

~ Marshall Rosenberg

More On Sea Change

Do you need to see a Sea Change in the software industry, or does the status quo suit you and your needs just fine and dandy, thank you very much?

As the inventor of Agile software development circa 1994, I feel uniquely placed to suggest the need for such a sea change,and what that sea change might look like.

It’s all laid out in my most excellent book “Quintessence“, along with its companion volumes “Hearts Over Diamonds” and “Memeology“.

How often have you discussed the subject with your peers, friends, colleagues, higher-ups, etc.?

Without your active support and involvement, a sea change ain’t never likely to happen. Until then, status quo FTW.

– Bob

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/[Accessed 08 Jun 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 08 Jun 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsovediamonds/ [Accessed08 Jun 2022].

Organisational Transformation Starts With Individual Transformation

Organisational transformation starts with the individual but as they change they can run into organisational barriers and resistance to change. Similarly if the organisation institutes changes without helping people change their own understanding and views those people resist the changes in the organisation.

~ Barbara Lawton

Deming emphasised that organisational tranformation and change must start with individuals changing their own personal assumptions and beliefs. And in doing so, these individuals will likely fall foul of the organisation’s collective assumptions and beliefs (the collective psyche).

What better argument could there be for the benefits of Organisational Psychotherapy?

And what better explanation for why it’s soooo hard?

– Bob

Further Reading

Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 08 Jun 2022].

Lawton, B. http://www.youtube.com. (n.d.). 1993-03 Leading The Transformation Process. [online] Available at: https://youtu.be/MKq_SA8QnYI [Accessed 8 Jun. 2022].

Quickie: Stop Hiring Managers

Stop hiring managers. They’re all dead wood now.

Quickie: Exploring Nonviolence

I am a humble fellow explorer of the phenomenon of nonviolence.

We Need Your Help!

We so need your help in increasing the reach of our message about Quintessence. The more folks that get to hear, the sooner we’ll all benefit from a saner, more humane, more joyful way of delivering software. It’s way past time we all explored together what’s next.

We’re not asking you to subscribe to our assumption and beliefs. Just to mention (not recommend, not talk up) Quintessence to your friends, peers, colleagues and higher-ups.

Something along the lines of:

Have you heard about Quintessence? That batshit crazy Bob Marshall (FlowChainSensei) has invented/discovered an approach to software delivery entirely different from what we all know. He says it’s five times more productive than e.g. Agile approaches. Mental!

Would you be willing to help us spread the word about Quintessence.?

Thanks!

– Bob & Ian

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/[Accessed 25 May 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 25 May 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsovediamonds/ [Accessed 25 May 2022].