How to optimise technology investment through ongoing customer experimentation
I had always promised myself I would write a business book and the lockdown created the time and headspace to do so. I have been attending conferences and meetups on the topic of Agile and DevOps for over 5 years and ideas had formed in my mind which I hadn’t heard elsewhere. It was time to keep my promise.
The book is meant to help business leaders and managers get the best value from IT. It’s written from over 30 years of experience working with large enterprises in building the most effective IT solutions possible. In that time, I’ve worked with three software companies, made my share of mistakes, and learned some useful stuff along the way too. That’s what I wanted to share with the reader.
What I felt would be of most value were some ideas about what turns legacy mindset organisations into high performing teams. Daysha’s customers were the best source of wisdom. It quickly became clear that organisations with tight synchronicity between business and technology functions were the most successful. The book articulates why and how they did it.
Unsurprisingly, organisations that engage their customers in the ongoing experimentation of ideas really thrive. Lead time for these high performers from business idea to customer feedback is near real time. Processes to generate large volumes of high quality ideas and test them at pace enabled these organisations to outwit their competition. And curiously, they were very aware of, and informed about their competitions technology competence. In an early Chapter there is focus on how to do this, and in a later Chapter there are guidelines on how to continuously generate new high quality ideas.
The high performers release software instantly to the customer one Feature at a Time (1FaaT™) directly from the Engineers desktop. The book works back from this point to identify the most common behavioural blockers and techniques to remove them. Engineering process and tools barely get a mention in the book except as a means to help business people to improve communication with technical teams.
Because Daysha’s focus is organisations with legacy it means that our high performers had to overcome the eight hurdles of a legacy mindset. These legacy behaviours are addressed in each Chapter through case studies, quotes and anecdotes to distinguish between what poor looks like and what good looks like. (See Panel) These are legacy mindset blockers that must be removed if rapid and iterative customer engagement is to be achieved.
Not all organisations will start their journey to 1FaaT™ from the same place. Consequently each Chapter has a call to action for different starting points. Context is everything and no two change journeys are the same. This is where the book ends and and our training and solution offers can start to add value.
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