a recent study by James Bessen of Boston University found that the strategic use of technology explains revenue and productivity gains more than mergers and acquisitions (M&A) and entrepreneurship (2017).

Our research shows that Lean management, along with a set of other technical practices known collectively as continuous delivery (Humble and Farley 2010), do in fact impact culture, as shown in Figure 3.3. Figure 3.3: Westrum Organizational Culture’s Drivers You can act your way to a better culture by implementing these practices in technology

How organizations deal with failures or accidents is particularly instructive. Pathological organizations look for a “throat to choke”: Investigations aim to find the person or persons “responsible” for the problem, and then punish or blame them. But in complex adaptive systems, accidents are almost never the fault of a single person who saw

this: improvements in

We measured product delivery lead time as the time it takes to go from code committed to code successfully running in production,

continuous delivery predicts lower levels of unplanned work and rework in a statistically significant way.

But I learned that when you change the way you work, you change the routines, you create a different culture.”

Generative (performance-oriented) organizations focus on the mission. How do we accomplish our goal? Everything is subordinated to good performance, to doing what we are supposed to do.

that software delivery performance predicts Lean product management practices. This reciprocal relationship, suggested by the literature, forms what is known as a virtuous cycle. Improving your software delivery effectiveness will improve your ability to work in small batches and incorporate customer feedback along the way.