EDGE: Value-Driven Digital Transformation

Having an LVT aligned around outcomes and an organization aligned around functions is a misalignment of people to desired outcomes.

Autonomous teams should work toward assigned customer value outcomes, rather than being assigned tasks. What to work on is, generally, given to the team through the prioritization of initiatives in the LVT and the backlog. The team, which should include a product person, collaboratively prioritizes what it will work on during the next iteration to

Governance teams need to navigate a paradox—ensuring adequate compliance to fiduciary, regulatory, and risk management needs while also moderating the burdensome overhead of traditional governance processes. When teams are asked to be flexible, adaptive, and agile, governance processes need to mirror those goals. This means changing the measurement

Projects typically consist of a collection of features implemented within a timeframe. A project team is temporarily assembled to complete the set of features within that time frame. When the defined work is complete, the team is disbanded. This process creates several constraints on maximizing value for the customer. First, the temporary nature of

While working on the LVT and MoS, the product people on the team and within the product organization are concurrently developing product blueprints to ensure that over the longer term the team, management, and customers have an understanding of how you intend to evolve your products. Organizational structures will also change as businesses morph fr

The first thin slice of a product enables delivery teams to bring forward technical unknowns, risks, and complexity that enable the proposed architecture to evolve while proving out technical assumptions and approaches. Driving a thin slice down through the architectural layers (see Figure 6-7) allows teams to prove out approaches to integration, t

Compliance interactions have very little trust. Therefore, both parties try to protect themselves from “fault” by having a detailed agreement (in many cases, a contract) and following that agreement even when they know it won’t produce the desired outcome.

As we make the jump to the Fourth Industrial Revolution driven by the technology, we have to change how we work together. Creativity and innovation needed are more likely to bubble up than to bubble down. Diverse customer needs and diverse technology components require equally diverse teams, at every level of your organization, who can collaborate,

Agile leaders need the courage to view issues from different perspectives, to gather data without undue prejudice, to formulate both/and rather than either/or resolutions. Too few organizations make it past what we have labeled “prescriptive agility,” which should be an oxymoron, but unfortunately isn’t. These organizations are as rigid about their