the future of agile - aabit hubtriagile.com/wp-content/uploads/2016/06/gear... · pizza & why...

The Future of Agile

- Brad Murphy, Founder, CEO

- [email protected]

- 919-810-0485

mailto:[email protected]

The Gear Stream Agile Experiment: Mashing Up Digital, Social and Biology

Brad Murphy Dr. Carol Mase

● Software Innovator

● Digital Strategist

● Lean-Agile Scaling Expert

● Serial Entrepreneur

● Pragmatic Futurist

● Pharma Executive

● Research & Development

● Large Scale Corporate Change

● Veterinary Doctor & Biologist

● Social Physics, Biomimicry,

Complex Systems Expert

@BradAMurphy

https://www.linkedin.com/in/bradallenmurphy

Our Experiments Have Shown Repeatable Success

In the Most Traditional Company Cultures and Structure

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”Those who don't know history are doomed to repeat it.

- Edmund Burke, 1729-1797

Setting Context

Can We Find Our Way Back?

1996 2001

Steven Blank

Brant Cooper

Patrick Vlaskovits

2003 2010 2012-14 2014-15

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*The Dismantling of RUP and CMMI Begins….

2016..

- Brad Murphy, 2015

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The Digital Natives Aren’t Concerned about

Scaling Agile…

Their Organizational and Architectural

Designs Foster Scale Free Agility so they

Can Focus on the Creative Destruction and

Reassembly of Entire Industries.

- Mel Conway - 1968

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Any organization that designs a system will inevitably produce a design whose structure is a copy of the organization’s communication structure.

Early Wisdom from the Dawn of Computing

Conway’s Law

- Eric S. Raymond – 1996

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Conway’s Law 20 years later…

It’s been my experience that If you have four groups working on a compiler, you'll get a 4-pass compiler

Empirical Evidence Is In

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”Harvard Business Research

2006 - 2011

In all the products we examined, the

loosely-coupled organization

develops a product with more

modulariuty then that of the tightly-

coupled organization.

Organizational Complexity ( Not Process )

Is the Root Cause of Software Failure

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”- Microsoft Research, 2008

The complexity of our software

development organization predicted

software failures with 85% predictive

accuracy...

In fact, organizational complexity was

more predictive than any other indicator

including process, code complexity,

automation, or test coverage.

How Cute: Amazon & the Two Pizza Box Rule

Pizza & Why Amazon Innovates Faster than Google

1. All teams will henceforth expose their data and functionality

through service interfaces.

2. Teams must communicate with each other through these

interfaces.

3. There will be no other form of inter-process communication

allowed: no direct linking, no direct reads of another team's data

store, no shared-memory model, no back-doors whatsoever. The

only communication allowed is via service interface calls over the

network.- Steve Yegge’s Infamous Blog Rant on Amazon and Jeff Bezos Circa 2002-2008

4. It doesn't matter what technology teams use. HTTP, Corba,

Pubsub, custom protocols -- doesn't matter. Bezos doesn't care.

5. All service interfaces, without exception, must be designed

from the ground up to be externalizable. That is to say, the

team must plan and design to be able to expose the interface to

developers in the outside world. No exceptions.

6. Anyone who doesn't do this will be fired.

- Steve Yegge’s Infamous Blog Rant on Amazon and Jeff Bezos Circa 2002-2008

Pizza & Why Amazon Innovates Faster than Google

Adrian Cockcroft

Volatility

Increasing rate of

change

Uncertainty

Less clarity about the

future

Complexity

Multiplicity of

decision factors

AmbiguityThere may be no

“right answer”

Why Does This Matter?

V

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A*1990’s - U.S. Army War College

GE is the only company listed in the Dow

Jones Industrial Index today that was also

included in the original index in 1896

GE Minds + Machines

The Journey Ahead

• Agile Teams• Monolith Apps

• Micro Services• Programmable

Infrastructure• IoT and IIoT• Industrial Cloud• Vertical Ecologies

• Autonomous Systems• Self-Optimizing Products• Self-Organizing Services• Artificial Intelligence

Lean-Agile Post-Agile Atomic Autonomous

Wave 1

Wave 2

Wave 3

• DevOps• CI/CD• Elastic Cloud • Containers

Wave N

Gear Stream Digital Wave Map™This is Your Company's Technical Journey

Technical Stack Change Journey

1

8

Wave 4






Wave 1

Wave 2

Wave 3


Wave N

Gear Stream Digital Wave Map™This Is an Enterprise Journey, NOT an IT Journey


VERTICALS Organizational / Adaptive Change Journey

1

9

Wave 4






Wave 2

Wave 3


Wave N

VERTICALS

2

0

Most of

the

Fortune

1000

Wave 4

Wave 1

Most Companies Are Stuck In Wave 1



Infrastructure• IoT and IIoT• Industry Cloud• Vertical Ecologies



Wave 1

Wave 2


Wave N

Innovation, Speed & Economics Scale In Wave 3

Key Outcome:

Asynchronous Teams

Execute With Freedom

From the Burdens of

Tight Coupling

2

1

60-70% Code

Elimination

Wave 4

Wave 3

kubernetes

Complexity Is Being Pushed out of DevelopmentInto Infrastructure Where it Belongs



Infrastructure• IoT and IIoT• Industry Cloud• Vertical Ecologies



Wave 1

Wave 2


Wave N

What Do You Recognize About Wave 3 ?

Key Outcome:

Asynchronous Teams

Execute With Freedom

From the Burdens of

Tight Coupling

2

3

60-70% Code

Elimination

Wave 4

Wave 3

PO

UX

Front End

QA

Back End

Coach

Full-Stack Autonomous Teams

Autonomousadjective

au-ton-o-mous

(of a country or region) having the freedom to govern itself or control its own

affairs

having the freedom to act independently.

synonyms:

self-governing, independent, sovereign, free, self-ruling, self-determining

Back to the future…

PO

UX

Front End

QA

Back End

Coach

Full-Stack Autonomous Teams

Back to the future…






Wave 1

Wave 2

Wave 3


Wave N

Gear Stream Digital Wave Map™Frameworks & Tools for Navigation


2

6

Wave 4

Guidance on Scaling Frameworks:

Wave 1 - Dealing with the Monolith

Develop New Social and Cultural Management Disciplines

Identify & Equip Change Agents Across the Human Network

Develop New Models & Tools for Fostering Collaboration, Organizational Health, & Technical Mastery

Advance Adaptive Leadership & Management

Deploy New Methods for Transparent and Social Goal Setting to Accelerate Change

Adaptive Change Journey Technical Change Journey

Transition From Waterfall to Agile

CI/CD Design / Implementation

DevOps / Continuous Delivery

MicroService Harvesting

Cloud Orchestration & AutomationShift from Monolith Delivery Verticals to Network Delivery Models

Containers and IaaS

Implications for Waves: Agility Starts on the LEFT

2

7

Lean-Agile Scaling Frameworks:- SAFe- LeSS- DAD- Hybrid

But Brad, You Don’t Understand…

© Gear Stream, Inc.

An Opportunity to Change how Change Happens

2

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Neuro and Social Science Offer New Opportunities for Innovating and

Accelerating Digital and Organizational Change

With Just 6 Social Change Elements

You can Navigate All Current and Future Digital Waves

Without Anchoring to Any One Approach or Methodology

Language

CleanFuel

Cauldron Middle Network

Lead Differently Culture

• Operationalize Strategy

• Peer2Peer Network

• Middle Up, Middle Down

Management

• CleanFuel

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Social Physics Inform Strategy For Empowering Middle Management To Accelerate Change

Socio-Technical Ecosystem

Example Test

Faster learning, deeper insights, and clear communication ensure high performance

Reshaping the Ecosystem Hinges on Rewiring the Middle of the Organization

Create human networks that accelerate product innovation & organizational change

Rewire & Reconnect Collaborative Networks

Build on the Innate Social Nature of People

Amplify the human skills of Common Sense and Social Relationships

Connect People to Strategic Design

Culture Knowledge

Team Health Collaborative Learning

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OKRs (Objectives & Key Results):

● Help companies establish goals aligned with your

unique purpose

● Focuses talented people to achieve those goals by

inspiring passionate engagement

● They link daily work to corporate Missions

● Inspire radical transparency and a high level of

personal ownership

Turn Goals into a Game

● Platform for creating, sharing, collaborating on OKRs

and finding like minded people to help

● Make it fun by “Gamifying” the whole experience

OKR’s Enable Team Autonomy While Ensuring Alignment With Company Strategy and Goals

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Activate Digital Leadership & Management

Digital Leadership and Management:

● Creating a Digital purpose to align the organizational

choices being made by leaders and managers

● Unite rational, social, and cultural aspects of

organizational work into conditions for transformation

● Link daily work to delivering business value

● Be the source of transformation by catalyzing and

influencing others in their network

Digital Leadership and Management:

● Enabling leaders and managers to clearly understand what

they do and why in a Digital environment

● Move one step further and learn how they do what they do

Establish Clean Fuel - Filling the “Air Sandwhich”

Retooling Product Strategy and Product Roadmapping

Disciplines:

● Focus on outcomes and optimize for both strategic and

economic value

● Connect enterprise/business strategy and technical epics

and features

● Understand the connections and dependencies in

strategic execution

Network Based Product Planning and Collaboration:

● Strategic thinking above the technical “epic and feature”

● Overcome accidental adversaries across Products, Portfolios

and Programs

● Manage trade-offs, decisions, and prioritization while keeping

movement toward higher purpose

Scaling Change: The 12% Social Tipping Point

12% is the Targeted

Tipping Point In Each Vertical

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Outcome 1: Accelerate Strategy & Product Execution

Outcome 2: Rebalance Innovation from Incremental to Transformational

Outcome 3: Disrupt and Transform Culture

Outcome 4: Reveal and Eradicate Redundancy Across Org and Silos

Start The Journey With Outcomes that Matter

Agile Scaling is NOT the target, it’s the Natural By Product of

Achieving a Strategic Business Outcome That Matters

Do People Really Think This

Promotes Agility at Scale?

- Mel Conway - 2016

Lastly, Invite Others To Challenge

Your Thinking and Beliefs

Gear Stream is a Digital Transformation Company focused on innovating the way large and fast growing

companies reinvent for digital. We change how change happens.

Gear Stream’s SurgeMaker™ Transformation Platform provides the tools, methods and analytics

required to advance the new mindsets, habits, and skills required for digital. SurgeMaker enrolls the

entire organizational network including: C-Suite Executives, Managers, and Employees.

Gear Stream, Inc. is headquartered in Raleigh, North Carolina and is privately held with regional offices

in New York, Dallas, and a practitioner network that spans both North America, Europe, and Asia.

For more information about Gear Stream visit us online at:

www.gearstream.com

800.935.1420

About Gear Stream

the future of agile - aabit hubtriagile.com/wp-content/uploads/2016/06/gear... · pizza & why...

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