Digital Transformation is a buzz word that seems to be getting a lot of steam right now. It used to be just “transformation” and “innovation”. Then someone added “digital” in front and it took on a life of its own. The topic, however, is real, and the impacts are just as real.
But I’m going to commit a little bit of heresy. You see, in my mind, and my mind is a dangerous place at the best of times, in my mind the technology, the digital part, is not really that important. While it is the impetus for change there are a couple of things that are more important. One of which I’m going to talk about today. Continue reading “Digital Transformation”
Change is good for an organization. It’s not only good, it’s necessary. Change makes sure that the organization is actually listening to the needs of the customers / citizens and to its own employees.
But there is a darker side to change that is mentioned as the great inhibitor of change. It is mentioned by people who don’t want the change because it interferes with their own plans, which aren’t necessarily in the best interests of the customers / citizens. It is mentioned by those who are thinking in terms of a short-term strategy and not long-term.
What is this darker side? The cost of a change. Continue reading “Cost of Change”
Everything that is living changes in response to the environment around it. Everything.
Failure to change, failure to adapt and evolve, usually means stagnation and death. This is applicable to animals and it is applicable to businesses. Yes, those businesses that don’t change can still survive, but is survival enough?
Any organization, whether it is private sector or public sector, needs to change as the clients and citizens that it servers change. To stay a valuable part of society the organization needs to stay relevant. Failure to stay relevant, failure to change to match society, is a sure-fire way of showing up on the list of extinct organizations.
Continue reading “Change or Fade Away”
My apologies for not writing more often over the course of the past few months. My mind was not in a good place. I was … angry for lack of a better word. Now I know what you’re thinking “But Don, you write your best posts when you’re angry.”
Not like this. I have different levels of anger and this was getting close to the top of the scale. Continue reading “Sorry for the silence”
The process in business, for as long as I can remember (and I’m old so I can remember a lot, just not your name), is the following:
- Create a strategy, a target that you want the organization to acheive
- Restructure the organization so that it is more likely to achieve that target
- Get the people onside, change the culture so that the strategy is achievable with the structure you created
Seems reasonable doesn’t it?
But what if it’s wrong? Continue reading “We’re doing it wrong?”
One of the items that came out of the Spotify video yesterday was their concept of a squad: a small (5-8) person self-contained group of people. Now this idea isn’t new. Jeff Bezos called it the “two-pizza” team. The team should be no larger than what two pizzas could feed. (This has also been extended to the two-pizza meeting where you shouldn’t have more than two-pizza’s worth of participants. So, what was so important about the idea of a small team?
Glad you asked. Continue reading “Self-contained teams”
Spotify has an interesting “engineering culture”. A video describing their culture on YouTube doesn’t have nearly the number of hits that it should have. Granted, it is just a single company and they are in a niche market, but the nuggets of wisdom inherent in the video make watching the video worthwhile to anyone that wants to improve their organization.
Like you. Continue reading “Spotify is cool”
Fear, risk, they’re all sides of the same coin. When Mario Andretti was racing he realized that. You needed that extra bit of risk, that fear to motivate you, to make you better than you were. Step out of your comfort zone, accept the risk and experience the fear.
What fear? In the business world, both private and public sector, that fear is failure. Fear of failure stops us from accepting risk. The fear of being out of control makes us move slowly, carefully, with all of the “i”‘s dotted and the “t”‘s crossed. Fear makes us move slowly Continue reading “Under Control”
Have you ever felt that you and the organization that you work for just aren’t the same page? That your values and their values just aren’t the same anymore? Have you started dreading going to work instead of looking forward to work? Do you feel lost in a sea of cubicles with nowhere to turn?
We all feel like that sometimes and there are always reasons for the feeling. But what impact are those feelings having in your life, both personal and professional? Continue reading “Adrift at the Office”
I’ve been thinking about this for a while and I came to the conclusion that I needed to start at the beginning. I know, it’s a cliche, but it’s true. Everyone seems to feel that they know what DevOps is, how it works and why they are the only shining example of DevOps in their organization.
Let’s talk to our friend at Wikipedia and see what they say about DevOps:
DevOps (a clipped compound of “development” and “operations”) is a software engineering culture and practice that aims at unifying software development (Dev) and software operation (Ops). The main characteristic of the DevOps movement is to strongly advocate automation and monitoring at all steps of software construction, from integration, testing, releasing to deployment and infrastructure management. DevOps aims at shorter development cycles, increased deployment frequency, more dependable releases, in close alignment with business objectives.
Say what? Continue reading “Start at the beginning: DevOps”