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 Session
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 11 months ago
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