Lean Enterprise: How High Performance Organizations Innovate at Scale

There are some important rules to follow when implementing the strangler pattern:

The alternative to using an external vendor is developing your own service delivery platform in-house. A service delivery platform (SDP) lets you automate all routine activity associated with building, testing, and deploying services, including the provisioning and ongoing management of infrastructure services. It is also the foundation on which de

To create a value chain map, take a product and put it in the appropriate position at the top of a new diagram. Then map the services it depends on and the connections between them. This exercise can be performed quickly and cheaply on a whiteboard using sticky notes.16 Figure 14-3. Value chain map, courtesy of Simon Wardley The next step is to cre

Third, the GDS pursued principle-based governance. The leadership team at GDS does not tell every person what to do but provides a set of guiding principles for people to make decisions aligned to the objectives of the organization. The GDS governance principles state:12 Don’t slow down delivery. Decide, when needed, at the right level. Do it with

Use the following principles for getting started:14 Ensure you have a clearly defined direction The direction should succinctly express the business or describe organizational outcomes you wish to achieve in measurable terms, even if they look like an unachievable ideal. Most importantly, it should inspire everyone in the organization. Think of HP

First, starting small with a cross-functional team and gradually growing the capability of the product, while delivering value iteratively and incrementally, is an extremely effective way to mitigate the risks of replacing high-visibility systems, while simultaneously growing a high-performance culture. It provides a faster return on investment, su

The only path to a culture of continuous improvement is to create an environment where learning new skills and getting better at what we do is considered valuable in its own right and is supported by management and leadership, thus reducing learning anxiety. We can use the Improvement Kata presented in Chapter 6 to create this culture and drive con

Questions for readers: Does IT consider itself to be a service provider, a partner to business units, or a driver of innovation? What do other leaders in the organization think? Are you measuring change lead time, release frequency, time to restore service, and change fail rate across all your products and services? Are you making them visible to a

The agile manifesto says we should prefer customer collaboration over contract negotiation. We need to continuously work with our suppliers to produce high-quality results. The best relationships and results are achieved when we don’t throw requirements over the wall and then expect a product or service to magically appear months later. We have to