Humans have Interfaces Too
As technology leaders, we spend endless hours on solution design reviews, costing, project management & vendor contracts... yet we rarely spend enough time on the thing that has the biggest multiplier impact: your people architecture. This session will be a worked example of how restructuring an organisation to address a significant Theory of Constraints issue achieved results beyond what was expected, and used architecture concepts to get the technology teams on board and help improve autonomy and engagement.
Outline/Structure of the Talk
1) Framing the issue that plagues many technology teams:
-- reification of compliance obligations
-- centers of excellence / functional hierarchy teams
2) How to address the resultant poor customer centricity
-- moving to autonomous, multi-function teams without a loss of 'control'
-- introducing a customer interface for every team in your organisation
-- measuring performance at the customer interface
3) Scalability models for organisational design & service delivery
-- human architecture : intentionally invoking Conway's law
-- defining team interfaces & abstraction boundaries to create autonomy
-- Governance Lite : the benefits without the headaches
4) Observations from a recent restructure at Healthdirect
-- Change management success & failure
-- Service delivery performance improvements
-- Team engagement improvements
-- and an unexpected cost reduction
Fresh ideas for structuring your teams & justifying the need for organisational change
Awareness of the patterns that lead to premature optimisation outcomes for internal service teams
An opportunity to reflect on the biggest bang-for-buck leadership responsibility you have: your people architecture
Team Leads & Managers needing to change their team & company structure to improve performance
You should be aware of governance models, organisational design basics, and the principles that drive your own organisational structure and team responsibilities.
schedule Submitted 1 year ago
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