EDGE: Value-Driven Digital Transformation

Being on schedule, budget variance, velocity, and defect count are all examples of measures of activity that provide no directional guidance to the delivery team, and have a tenuous relationship with value. Measures of activity should be used within teams only to enable learning and continuous improvement. Measurements of activity should never be u

A digital transformation demands two key ingredients—articulated principles and trust in leaders.

A goal consists of a portfolio of bets. Each bet is a hypothesis of value that the organization believes will help it realize a goal.

Can your organization adapt fast enough? This is a fundamental question today, for every organization, every enterprise. But it’s not enough to have agile delivery teams or continuous delivery: To be “fast enough,” your enterprise must have a responsive technology platform, an experimental and learning culture, and an executive team dedicated to fi

The most profound of these is the change in focus from internal return on investment (ROI) to external customer value, which is fundamentally a change in perspective and your gut-level basis of decision making.

However, you can partner, which is very different from outsourcing. Look ahead to Figure 9-1, which shows the three dimensions of interaction— compliance, cooperation, and collaboration. Outsourcing was often a compliance relationship in which each party spelled out their relationship in excruciatingly detailed contracts. Even these detailed contra

Organizations are caught in a dilemma years in the making: Redeveloping the systems is too time consuming and risky, but building new digital assets depends on upgrades to these systems. Finding solutions to this dilemma—finding creative ways to revitalize these legacy systems by wrapping, selective revisions, and automated testing—becomes a critic

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

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