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INCUBATESCALEOPTIMIZECONSTRAINTS
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Transformation Implementation• Align case for the ‘why.’
• Find a strong business sponsor.
• Help teams that want to change.
• Build a coalition with key thought-leaders.
• Establish clear outcome measures.		• Expand communication through town halls.
• Ensure there is strong C-level buy-in.
• Align business strategy with technology strategy.
• Leverage internal leadership to drive transformation.
• Leverage change-management function to drive
communication.		• Shift Agile/product delivery to business teams.
• Use Dojos to
focus on business priorities.
• Expand communication to the enterprise level.		• Technology transformation is disconnected from business strategy.
• Lacking in strong C-level sponsorship.
• New senior leaders that don't share these beliefs.
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Business and Technology Synchronicity• Initial changes typically more technology-centric.
• Introduce the concept of Lean Value Streams.
• Experimental teams leverage new prioritization model.
• Align to overall business strategy.		• Parallel technology and business organizations around products.
• Expanded focus on product-based outcomes.
• Lightweight quarterly product planning (QPP).
• Drive a data-driving organization.
• Lean prioritization process.		• Technology and business operate as one team.
• Product owners are authoritative source for priorities.
• Create self-organizing “product networks.”
• Establish routines around discovery.		• Excessive politics and organizational bureaucracy.
• Product planning exercises with high overhead.
• Fake Agile.
• Partially allocated or not fully dedicated product team members.
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Product Taxonomy• Start with mapping value streams and/or customer experiences.
• Leverage existing taxonomies (e.g., Business Capability Frameworks) as starting point.
• Identify business capability owners.
• Establish clear definition of “What is a Product?”		• Map organization to portfolios, product groups, products.
• Establish product and platform teams, all following product management practices.
• Structure teams around “you build it, you run it.”		• Continuous improvement of taxonomy.• Lacking clarity of definition and product mapping lead to excessive overlaps.
• Blindly following an Agile framework without first thinking through your products.
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Workforce and Talent• Start with Agile and Dojo boot camps.
• Ensure a strong Product Manager focus.
• Define “Technical” and “Experience” based Product Managers.
• Ensure a capacity-based model for work commitment.		• Focus on internal employee insourcing.
• Reduce management layers and optimize team sizes.
• Scale boot camps/Dojos.
• Reduce non-technical roles, e.g. around ten engineers for every one product manager		• Drive for very lean organizational structure.
• Evolve Scrum Masters into coaching roles.
• Break down/pivot PMO organization.		• Functional outsourcing.
• Functional siloing across the technology organization.
• PMO-driven transformation.
• Providing inadequate training.
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Funding Model• Establish pilot teams as capacity-driven.
• Work within budget and financial constraints.
• Use a quarterly funding model for piloting teams.		• Shift from project funding all teams for technology investments.
• Release funding quarterly based on value delivered.
• Create a “Strategic Investment Committee.”
• Epic-based funding/“Shark Tank.”		• Continue to focus on alignment on business priorities and product funding.
• Expand funding model to non-technology investments.		• Technology organizations are treated as cost centers.
• Business leaders expect to fund features.
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Architecture• Establish flexible, low-friction ability to build.
• Introduce architectural patterns that help with speed of delivery.
• Engage enterprise and business architecture organizations.		• Create “toolchain as a product”paradigm.
• Focus on automation.
• Adopt to open-source platforms and tools.
• Create architectural communities.		• Federate architectural decisions for speed to market.
• Move to cloud and cloud native.		• Changing operating model without deliberate focus on decoupling systems.
• Bureaucratic architecture processes impede team velocity.
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Culture and Leadership• Focus on establishing community.
• Create a bottom-up cultural movement.
• Establish the proper incentives to enable empowerment and cohesion.		• Build culture of continuous learning.
• Leverage internal DevOps Days and Dojos.
• Use transformational leaders to establish relationship with “bottom-up” transformational movement.
• Focus on executive immersion and learning.
• Emphasize “failing fast” and team empowerment.		• Become members and influencers in external community.
• Leaders teach practices to other leaders.		• Executive behaviors contradict cultural aspirations.
• Not addressing resistance to change from middle management.
• Existing talent not being on board, leading to attrition.
• Leaders resisting increased transparency, wanting to keep IT as a black box.
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