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Describing the Business Today
Customers have chosen to mediate their consumption of goods and services through software. Every business therefore needs a component of software in their strategy.
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Current organisational design is a product of industrial principles of task specialisation and the command and control methods of the second world war. Organisations create systems that reflect these organisation structures and are therefore unable to move fast.
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Large, long projects anticipate outcomes and risks and plan for their mitigation, this tends to blind them to feedback or changes in the market and new unexpected risks.
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Change Approval Boards create an illusion of risk management. Nobody there has the data or detail with which to evaluate risk. Leave that to the project people themselves. When we make emergency changes, chaos seldom erupts. So why don't we do it all the time?
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When we allow our silos to determine how we implement a product (see Conway's Law) we end up shipping something that makes the internal collaboration issues we grapple with, their problem. This is, reasonably, interpreted as bad software implementation. So don't do it.
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Value is a function of the availability of choices over time. To respond to this, we need to produce options frequently.
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Every business is a NEW business... continually transforming skills, technologies and products.
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