The third thing that I want to stress is the importance of getting rid of software projects as a notion. Instead we want to switch to a product-oriented view of the world where instead of projects that you spin up, run for a while and then stop; you instead say, "Let's focus on things that are much more long-lasting and organize a product team around that." Another way of thinking about it is: what are the business capabilities that your organization has, and then organize the teams around those.

Techmeme’s summary is all you need to read: Three recent books argue that big tech became powerful not because of "software disruption" but by ducking regulation, squeezing workers, strangling competitors Original source: Software was important, but civics hacking is the real enabler

Techmeme’s summary is all you need to read: Three recent books argue that big tech became powerful not because of "software disruption" but by ducking regulation, squeezing workers, strangling competitors Original source: Software was important, but civics hacking is the real enabler

Any problems discovered in the software can be more easily corrected, a small failure being preferable to correcting the shortfalls of an entire software suite. Changes requested by the customer can sometimes be delivered in just a couple days. Prior to Jigsaw, the tanker mission planners would use whiteboards to plot out their fueling rendezvous. “Rather than taking hours to run the calculations by hand for the hundreds of sorties scheduled each day to find a feasible plan,” Tatro said.

Any problems discovered in the software can be more easily corrected, a small failure being preferable to correcting the shortfalls of an entire software suite. Changes requested by the customer can sometimes be delivered in just a couple days. Prior to Jigsaw, the tanker mission planners would use whiteboards to plot out their fueling rendezvous. “Rather than taking hours to run the calculations by hand for the hundreds of sorties scheduled each day to find a feasible plan,” Tatro said.

Unfortunately, the Thai manager told me, his U.S. colleagues usually didn’t send the agenda until an hour before the call, so his team was unable to prepare. And it struggled to understand what was said during the call, because the U.S. participants spoke too quickly. He also said that the Americans rarely invited comments from the Thais, expecting them to jump into the conversation as they themselves would. But that kind of intervention is not the norm in Thailand, where it is much less common to speak if not invited or questioned.

Unfortunately, the Thai manager told me, his U.S. colleagues usually didn’t send the agenda until an hour before the call, so his team was unable to prepare. And it struggled to understand what was said during the call, because the U.S. participants spoke too quickly. He also said that the Americans rarely invited comments from the Thais, expecting them to jump into the conversation as they themselves would. But that kind of intervention is not the norm in Thailand, where it is much less common to speak if not invited or questioned.

It doesn’t matter if DevOps has accelerated development. You need to accelerate the entire lead time from concept to cash. Original source: 2018 Day One Recap: The “Project To Product” Movement Is In Full Swing

It doesn’t matter if DevOps has accelerated development. You need to accelerate the entire lead time from concept to cash. Original source: 2018 Day One Recap: The “Project To Product” Movement Is In Full Swing

Culture is the most important factor, way more important than technology, for example. By culture, we mean a set of shared values and beliefs that drive a change in behaviors. This has to be both a top-down and a bottom-up approach. The CEO and the C-level executives must embody the culture and the DNA of the brand so that employees change their behaviors to better serve their clients. A great example of this was shared by Frédéric Oudéa, the CEO of Société Générale, when receiving the 2018 prize (see picture below): He regularly (once a month) spends time learning how to code in order to understand IT/software issues and directly listen to clients and employees.