Go Faster: Remove the Inhibitors to Innovation

A common theme runs through conferences, whether focused on MicroServices, DevOps, Lean Startup, or a myriad of other popular topics: Enabling an organization to Go Faster . I explore the need to go faster (which is hardly new), and three areas inhibitors arise: Technology choices, staid business Processes, and traditional Organization structures and roles. For each, I cite personal experiences in overcoming each.

 
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Outline/structure of the Session

The industry is replete with fresh topics: DevOps, Cloud Computing, MicroServices, Lean Startup, Fullstack Developers, Agile Variations, and the like. Having seen all these at conferences, there is an emerging theme around all these topics: Go Faster. Going faster is an old theme; I have heard it for over four decades. But the business incentives for it are more powerful than ever because competitors have become unfettered from traditional barriers:

  • Massive, free application frameworks replace expensive vendor packages
  • On-demand computing replaces expensive, pre-planned machine installations
  • Worldwide access to customers through social networks replaces dedicated sales teams

So either you go faster, or a competitor will emerge who is faster. In this presentation, I identify three categories of inhibitors, and suggest mitigation strategies I have employed for each one:

  • Technology inhibitors, whether dealing with legacy languages, tools, or architectures,
  • Process inhibitors, particularly daunting as shifts to faster processes run counter to the “tried and true” processes inherent in the organization, and
  • Organization inhibitors as we shake off the time-consuming waterfall structures.

Embracing the technology change is not sufficient. Going faster can be crippled if supporting IT processes are not implemented. We wrap up by addressing the impact to roles and responsibilities, a challenging and key aspect of going faster . We will delve into some detail on an implementation in a large, traditional business.

Learning Outcome

Project leaders, developers, project managers, and project offices will benefit from understanding the impact of these inhibitors to their organization, while also understanding the impact of not morphing their processes and organization to truly exploit these newer topics.

Target Audience

Project leaders, developers, project managers, and project offices

schedule Submitted 1 year ago

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