Product, Projekt & Agile

Culture and Organizational Change

Just a small observation I made during AWS Transformation Day. While the entire theme for the event was on transforming business, the schedule had one track for “Culture and Organizational Change” alone. While Culture and Organizational Change is a broad and huge topic, but it is necessary and makes the difference for agility in rapidly changing and competitive markets. Amazon has been talking about this for years and they share their knowledge with their partners.

On an attempt to find out how organizations actually master this, the perspective most consultants and companies I talked to during the event shared with me was rather sobering. Anyone exhibiting at that event merely offered to run any software project under an agile management. No support, consultancy or even efforts to drive actual change, whatsoever, at least nothing that would exceed a traditional software project scope.

Cultural and Organizational Change is something requiring executive buy in and is killed quickly by means of exhaustive efforts to plan ahead. Culture needs to embrace the possibility to change quickly, throughout the process. And the wish for management is human, to have transparency and perspective early in the process, it is just as natural in the process for developers to stay vague for items that are not yet clear.

Any cultural change needs to embrace bi-directual communication and the ability to break down complex. On first thought this sounds easy, but requires plenty of cooperation and trust in a clearly defined team. Culture is rooted in clear understanding of roles, responsibilities and not to mention last, trust of all members.


Planning for 2016

David Cummings has a few words on startup planning for 2016. Not only for startups, but also for established mid- and large companies planning ahead is an important activity, in particular planning the next year at the end of past year.

My primary customer has been a company that builds and markets tools for “Business Intelligence”. These tools basically collect data from all kind of sources, process them and generate metrics and calculate trends.

However, it is up to the department to interpret these metrics and make a decision on what shall be done. The business intelligence will help to make a more profound decision, but the strategy has to be crafted manually.

A strategy shall also be the scale against which metrics are measured. And each year or quarter is a good moment to review metrics and strategy, in order to assessing the validity of a strategy. Think of it as a feedback loop.

via: David Cummings: Planning for 2016