Is there a set of principles, such that each has the potential of a game changing impact on ‘operational effectiveness’ and ‘success’ in any high-tech product developing organization? And, if so, what might they be?
ELEVEN+7+1 GAME CHANGING BELIEFS
– for the product development organization to unleash it’s full potential (version 1.20, 11-Oct-2016)
- The OPPORTUNITY SPACE is huge – There is always a better way – NEVER STOP SEARCHING
- Know and be who you are (IDENTITY; AUTHENTICITY) … be relentless (STRATEGY/MAKE CHOICES/ALIGNMENT) in what you are aiming for (VISION) [Authenticity: ‘be your product‘; focus & alignment in execution]
- PEOPLE make the difference; attract, build and keep TALENT
- Your organization must enable everyone to EXPERIMENT; LEARN, DEVELOP and also in all other ways ACT INTELLIGENTLY [keep insisting on a holistic view – with all activities visible and comparable]
- Understand what VALUE is and where it comes from (BUSINESS MODEL; … and yes, CUSTOMER!)
- Optimize the FLOW OF VALUE; PRODUCTIVITY over efficiency [explicitly balance load to capacity]
- The worst COST is what you can’t or couldn’t do, because of what you did
- Accept that MOST IDEAS ARE BAD
- Accept that MOST PROJECTS ARE CHAOTIC; THE WORLD IS UNPREDICTABLE; and RISK and UNCERTAINTY are in everything you do – or don’t do
- SMALL, FAST, SIMPLE beat large, slow, complex any day [SPEED]
- ENGAGE with the world – SHARE what you know and don’t know; STEAL with pride
Supporting principles/additional insights
- Keep ACCOUNTABILITY crystal clear – in practice accountability is indivisible; but can be delegated; Transparency through delivery
- Every product is unique; keep ONE MIND behind your design/expression/intent/USPs; a product [software] doesn’t care who makes it and whether something is an error, a CR or a new feature [Outsourcing]
- Don’t bundle complexity/risk
- Every project is unique and typically has a set of UNIQUE DRIVERS; understanding the unique drivers is the key to success; sequence matters more than you think
- Never underestimate the power of real products; shy away from internal stuff; make products – not politics!
- Architecture enables ‘freedom through structure’; good architecture means less refactoring [the job of your architect is to avoid refactoring]
- Make policy, not process – keep accountability heavy and process light; what – not how
- Give up the illusion of control applied to complex knowledge work – focus on making things (self)controllable through policy and interaction – still retain command of the situation
- Make sure first time is not first time; anchor in the future
- STRUCTURE DRIVES BEHAVIOR (the work you do, the way you organize, your architecture, your code and release mgmt, … the real juicy thing is that BEHAVIOR EXTEND TO AND DEFINES STRUCTURE … aka all the things you can’t do are like physical walls, ‘culture is defined by what you cannot talk about, etc)
- There is an overhead of DOING MORE THAN ONE THING (sometimes two is optimal, because wait-time on one exceeds waste time of introducing another
- … need something about FEEDBACK LOOPS … 🙂
- We see and hear what we expect to see and hear
- Pareto: 20% of the activity generates 80% of the benefits
- Dana Meadows: 10% of the model brings 90% of the insight … aka keep it simple
- One thing at a time (single piece flow)
Morten’s top 3
- Without support of your organization everything gets more difficult – and not fun in the first place! (ACCOUNTABILITY)
- Without the right PEOPLE – ready, willing and able for task at hand – things just get too complicated!
- Nothing can prevent smart people from doing what they want. Create an environment where everyone has the freedom to perform and opportunity to contribute! (STRUCTURE DRIVES BEHAVIOR)
This web-site is in part dedicated to explore these beliefs – what they mean and how you can make them work for you.
Why ‘Game Changing Beliefs’? The need for alignment to enable effective execution has never been greater. The questions are: 1) is there a set of basic principles that you should just accept in order to influence a product developing organization to become effective and successful with a higher degree of probability? 2) if so, what are they? Since the proposition is that the principles – if they exist – should be accepted I call them ‘beliefs’. And, since they are believed to turn luck in your favor they are called ‘game changing’ – we are looking for ‘game changing beliefs’.
Find the latest presentation material under #Downloads (CLICK HERE!).
=== What are your beliefs?
This is a very good exercise to do in any organization: What are our game changing beliefs? How do they work for us?
Another thing to try out: In any organization that doesn’t make sense there is a black market for common sense. Do you know what I mean? What does this market look like in your organization?
=== Public presentations
‘… he really nailed it’
(feedback from conference, Oct-2014)
- Nordic Project Zone, Copenhagen, May 2017 (15-16 May)
- Guest Lectures, ITU, May 2017
- Lead the Way, Aarhus ’16, November 2016
- Guest Lectures, ITU, May 2016
- London Agile Discussion Group, April 2016
- Nordic Project Zone, November 2015
- Tech Talk, Sony Mobile, September 2015
- XP, May 2015
- DSTB, November 2014
- GOTO Night, October 2014
- #CoDeCph, October 2014
- EuroSPI, June 2014
- XP, May 2014
- MasterMind, May 2014
- Tecpoint, February 2014
- (+ closed audience presetantions)
About the presentation: How can you create an organization where succeeding with Agile is possible? Are there things you could choose to believe in, that would actually push your luck in a favorable direction? Does it make sense to think like this? And if so, what should you then chose to believe in? This interactive talk argues in the favor of this and offers practical examples of what such beliefs could be.
… it was really nice and inspirational presentation 🙂