http://www.ianlivingstone.ca/2015/11/17/enabling-autonomy/ The drastic increase in the importance of knowledge workers has turned traditional management structures and philosophy upside down. Previously, all of the information and authority was centralized in management and workers simply operated according to some proscribed procedure with limited ability to make their own decisions. However, the rise of the knowledge worker such as developers, designers, and product managers has thrown these structures out the window as they've proven unable to deliver incredible products and technology. The new name of the game is enabling teams to operate autonomously and build towards a vision that is seeded by the leadership but authored by the team. How do we enable teams to operate autonomously while ensuring that they are held accountable? How does this change as organizations grow? Why does this matter and what are the results?

1. ENABLING AUTONOMY
@ianlivingstone

2. SALESFORCE
ARCHITECT

4. BUILD BETTER PRODUCTS
HOW CAN WE BE MORE PRODUCTIVE AND

5. BUILDING SOFTWARE IS A
TEAM SPORT

6. BUILDING SOFTWARE IS A
TEAM SPORT
A PRODUCT IS THE EMERGENT RESULT OF A TEAM
WORKING TOGETHER OVER A PERIOD OF TIME

8. INNOVATION = ADAPTABILITY * CREATIVITY

9. FACTORY TO OFFICE
DRASTIC SHIFTS IN THE LAST 100 YEARS

10. WE BUILT ON THE PAST
SOFTWARE DEVELOPMENT IS NEW

11. ENABLING AUTONOMY
Plant Manager
Line Manager

12. ENABLING AUTONOMY
ENGINEERING
PRODUCT
MANAGEMENT
QUALITY
ASSURANCE
RELEASE
MANAGEMENT
TECHNICAL
OPERATIONS
PROJECT
MANAGEMENT
Chief Technology Officer

13. ENABLING AUTONOMY
ENGINEERING
PRODUCT
MANAGEMENT
QUALITY
ASSURANCE
RELEASE
MANAGEMENT
TECHNICAL
OPERATIONS
PROJECT
MANAGEMENT Released
Waterfall Development

15. All the authority

16. Distributed knowledge

17. QA DEV PERF Distributed responsibility

18. MEETINGS, MEETINGS AND MORE MEETINGS

19. So, what do we want?

20. Autonomy

21. Mastery

22. Purpose

23. ENGAGEMENT
Autonomy
MasteryPurpose

24. CONTROL LEADS TO COMPLIANCE;
AUTONOMY LEADS TO
ENGAGEMENT.
Daniel H. Pink
ENABLING AUTONOMY

25. ORGANIZE AND OPERATE
REQUIRES US TO CHANGE HOW WE

26. Team are our Lego Blocks

27. ENABLING AUTONOMY
THEY ARE OUR FUNCTIONAL UNIT OF PRODUCTION
SCALE UP EVALUATE IDEAS CREATE REDUNDANCY

28. How can teams be more productive?

29. 1. Localize Authority and Responsibility

30. ENABLING AUTONOMY
DATA
PLATFORM
DASHBOARD MOBILE API
COMPUTE
PLATFORM
ANALYTICS
PIPELINE
Direction and Vision
Knowledge, Authority, and Responsibility

31. ENABLING AUTONOMY
DEFINE CLEAR AREAS OF RESPONSIBILITY WITH DEPTH
CLEAR VISION DEFINED INTERFACE AUTONOMY

32. ENABLING AUTONOMY
LEAD, DON’T MANAGE
ARTICULATE VISION GUIDE DIRECTION MEASURE RESULTS

33. ENABLING AUTONOMY
EMBRACE TRANSPARENCY
ASYNCHRONOUS CLEAR OBJECTIVES EMBRACE FAILURE

34. 2. Breakdown Functional Silos

35. ENABLING AUTONOMY
BUILD PLATFORMS
GIT,CI,ISSUES
COMPUTE, DEPLOY, MONITORING
SERVICES
FRONT END, MOBILE

36. ENABLING AUTONOMY
CROSS LAYER PROJECT TEAMS
GIT,CI,ISSUES
COMPUTE, DEPLOY, MONITORING
SERVICES
FRONT END, MOBILE

37. ENABLING AUTONOMY
FOCUS ON DEVELOPMENT FLOW — IDEATION TO DEPLOYMENT
ROADMAP BACKLOG DEV PROD

38. ENABLING AUTONOMY
AUTOMATION IS THE RULE OF LAW
AUTOMATED CI DEPLOYMENT MONITORING

39. ENABLING AUTONOMY
BUILT IN KNOWLEDGE DISSEMINATION

40. ENABLING AUTONOMY
DUPLICATION IS OKAY — THAT’S NOT THE PRIMARY CONCERN
‣ We often focus on building the perfect code bases
‣ We try to have one way of doing things
‣ This is important, but don’t attempt to control it through your
org chart
‣ Build a culture of eventual alignment and executing on your
vision

41. 3. Focus on Team Dynamics

42. ENABLING AUTONOMY
STRONGLY CONNECTED COMMUNICATION GRAPH

43. TO WRAP THIS UP

46. WHEN YOU'RE FINISHED
CHANGING, YOU'RE FINISHED.
Benjamin Franklin
ENABLING AUTONOMY

47. THANK YOU