7. It all started with a Tweet..
ML: HEEELP. contact me if you really
understand software for Municipalities (small)
4th of June 2009
@ml What do you want to know? (Google me).
4th of June 2009
ML: @christianlanng I wanna know all u know!
5th of June 2009
9. A global business network
• We connect buyers and suppliers
• In less than 18 months Tradeshift spread to 190 countries
• Gained more than +120,000 companies
• Customers include:
13. Previous experience with Agile
• NemHandel
• Scrum based development
• Development in
– Copenhagen
– Lima, Peru
– Sri Lanka
14. The Agile Manifesto
early and continuous delivery of
Our highest priority is to satisfy the customer through
valuable software.
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout
the project.
The most efficient and effective method of conveying information to and within a development team is face-to-
face conversation.
Working software is the primary measure of progress.
The best architectures, requirements, and designs emerge from self-organizing teams.
18. Key learning's
• Product owner prioritization is hard
• Founders became a blocker for progress
• Difficult with large development team
• Small changes all over the product
• Cross functional teams is key
• Innovation became increasingly difficult
19. What we did to cope
• Brute force
• Burning platform
• Crunches
• Wears everyone down – long term
20. Maturing
• Defining must-win battles
– Scale our network
– Create the best possible product
– Monetize our network
• Organizing in smaller cross functional
teams
• Work with validated learning
24. Validated learning
• Every action is based on assumptions
• Right = progress
• Wrong = wasted peoples time
• Progress => moving towards sustainable growth
– value hypothesis: why users will spend time with the product
– growth hypothesis: how new users come in contact with the
product
• Validation: We want to know that we learn the right thing
26. Learning through feedback
• Low cycle time - learn fast. Fail fast.
• Demonstrate value-creating activities in
shortest possible time with least possible
effort
• Put it in front of target audience and measure
behavior
• Compare to baseline and learn
27. Approach
1. Formulate hypothesis:
“I think that X will improve Y.”
2. Measure the baseline:
“Y behaves like this today”
3. Build the experiment:
“This is demonstrates the core assumption of X”
4. Execute on validated learning
– Pivot if returns are diminishing
– Persevere if growth is to be had
28. How to build it..
• Low cycle time
– Agile approach
– Fast deployment pipeline
– Minimize organizational dependencies
• A/B testing framework
29. Supporting short cycle times
The automated release pipeline
– Development has flexibility
– Operations has stability
– Developer-driven deployment
The cool open source tools
– Automatic builds, tests and deploys
– Scale with on-demand servers (and cost)
– Automated infrastructure management
33. The hard bits
• Continuous deployment
– When you are in 190 countries..
– When you are approaching 200K users
– When you support browsers back to IE7
• Building 2 of each
– When you have an ambitious feature scope
– When you do testing
• Finding the crucial experiments
– Scoping them
38. Our approach to innovation
• Think like pirates
• Act like pirates
• Think outside the box
– Challenge decisions
• Agile
• Validated Learning
– Its OK to make mistakes
• Debate and question
– Heated!
• Team camps
• Transparency
– Buck
– Yammer
• Break up structures
• Crunches
40. Team Camps
• 2 days every quarter
• New teams
• Role plays
• Simulations
– 6 months work in 12 hours
• Challenge to the limit
41. Alt ved Tradeshi kører i cykler
Kvartalsvis:
• Team Camp / justering af strategi
• Restrukturering af organisation
• Bestyrelsesmøde
• Management camp
Hver måned:
• Retrospektiv på hvert team
– Evaluering af samarbejdet i hvert team
– Hvilke 3 ting vil vi gøre bedre?
Hver 14. dag (4 forskellige møder)
• Big sync – hele firmaet (strategi + tal)
• Produkt og udvikling
• Kommerciel
• Ledelse (På tværs af marketing, udvikling, leverance, økonomi etc.)
Hver uge
• Monday Morning wake-up (Alle i Europa ringer ind)
• Release af nyt produkt for hvert team (hver uge eller hver 14. dag)
Hver dag
• 15 minutter wake-up på hvert team (hvad lavede vi i går, hvad skal vi lave i dag)