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Dr. Hectic and Mr. HypeHow to survive the economic darwinismUwe Friedrichsen, codecentric AG, 2012-2013
Uwe Friedrichsen@ufried
Charles Robert Darwin(1809 – 1882)
Survival of the Fittest
Fitness=Ability to adaptto the demands of the environment
Author: J. Alves Gaspar
Typicalreasonsfor failureto adapt
The business department …
… and the IT
IT needs to bequick and flexible
Agile !… ?
Source: Dein Freund der Baum
Let‘s start over …
Observation #1Everyone is affected by economic darwinism• All sectors• Growing globalisation on all levels• Internet busin...
Observation #2IT is vital• All companies• IT is not just supporter or „cost center“ …• … but it is the central nervous sys...
ConsequenceIT is a key success factor for belonging tothe survivors of the economic darwinism
Current state
DesignImplementExecuteMonitorOptimiseBPM Cycle
AnalysisSoftwareEngineeringDisciplinesArchitectureDevelopmentBuildTestDeploymentOperations Management
Analysis Architecture Development Build Test Deployment OperationsManagementLocal OptimizationLocal Optimization Local Opt...
Required state
Short cycle timesHigh flexibilityContinuous outputHigh reliabilityExtreme added-value orientationHolistic considerationEqu...
But, but … that‘s agile and lean! Isn‘t it?
Source: Dein Freund der Baum
OrganisationProcessesInfrastructurePeopleLeanAgile? ??
Building blocks
Darwinistic Software Development
OrganisationProcessesInfrastructurePeopleDarwinisticsoftware development
Agile
Lean
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware development
DevOps
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOps
Continuous Delivery
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDelivery
Feature Flow
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature Flow
Cloud Computing
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud...
Software Craftsmanship
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud...
OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticSoftware DevelopmentDevOpsContinuousDeliveryFeature FlowCloud...
Challenges
OrganisationProcessesInfrastructurePeopleSoftware DevelopmenttomorrowProfessionalism(Excellence)Dissolving theDisciplinesC...
How to start• No specific order• Think global, act local• Improve continuously• Avoid over-optimization• Start!
Source & Copyright: CapGeminiDo you really think this isthe strategy to survivethe economic darwinism?
And then one day you findTen years have got behind youNo one told you when to runYou missed the starting gunPink Floyd, Time
Uwe Friedrichsen@ufrieduwe.friedrichsen@codecentric.dehttp://www.slideshare.net/ufried/http://blog.codecentric.de/author/ufr
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
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Dr. Hectic and Mr. Hype - surviving the economic darwinism

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This is a slidedeck about a topic I already talk about for a while: Every company is affected by the economic darwinism, i.e. the companies that respond best to change will survive. And the IT is not a bland cost center, it is the neural system of every company. No IT, no business!

Combining those two observations it becomes obvious that the responsiveness of the IT about new business features is a crucial survival factor in the long run - we are no longer talking about months or years for new business features, but about weeks or days.

In this slide deck I explain why the approaches most IT departments are not helping (sometimes even being counter-productive) and which building blocks you have to implement in order to survive the economic darwinism.

Some of the slides badly miss the audio track but the core ideas should become clear.

Veröffentlicht in: Business, Technologie
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Dr. Hectic and Mr. Hype - surviving the economic darwinism

  1. 1. Dr. Hectic and Mr. HypeHow to survive the economic darwinismUwe Friedrichsen, codecentric AG, 2012-2013
  2. 2. Uwe Friedrichsen@ufried
  3. 3. Charles Robert Darwin(1809 – 1882)
  4. 4. Survival of the Fittest
  5. 5. Fitness=Ability to adaptto the demands of the environment
  6. 6. Author: J. Alves Gaspar
  7. 7. Typicalreasonsfor failureto adapt
  8. 8. The business department …
  9. 9. … and the IT
  10. 10. IT needs to bequick and flexible
  11. 11. Agile !… ?
  12. 12. Source: Dein Freund der Baum
  13. 13. Let‘s start over …
  14. 14. Observation #1Everyone is affected by economic darwinism• All sectors• Growing globalisation on all levels• Internet business• More competitors per customer• Higher customer expectations• Lower customer loyaltyIn the long run only those will survive whomeet the customer needs and demands best
  15. 15. Observation #2IT is vital• All companies• IT is not just supporter or „cost center“ …• … but it is the central nervous system• Even short IT outages considered critical• No business change without IT• No new products without ITThe importance of IT for today‘s companiescannot be overestimated
  16. 16. ConsequenceIT is a key success factor for belonging tothe survivors of the economic darwinism
  17. 17. Current state
  18. 18. DesignImplementExecuteMonitorOptimiseBPM Cycle
  19. 19. AnalysisSoftwareEngineeringDisciplinesArchitectureDevelopmentBuildTestDeploymentOperations Management
  20. 20. Analysis Architecture Development Build Test Deployment OperationsManagementLocal OptimizationLocal Optimization Local Optimization Local Optimization Local Optimization Local OptimizationLocal OptimizationRudimentary connectionvia artefactsIsolated optimizations,no overall visionFault avoidance as driverArtefactsProcess FrameworkArtefacts Artefacts Artefacts Artefacts Artefacts ArtefactsArtefacts
  21. 21. Required state
  22. 22. Short cycle timesHigh flexibilityContinuous outputHigh reliabilityExtreme added-value orientationHolistic considerationEqually valued goals
  23. 23. But, but … that‘s agile and lean! Isn‘t it?
  24. 24. Source: Dein Freund der Baum
  25. 25. OrganisationProcessesInfrastructurePeopleLeanAgile? ??
  26. 26. Building blocks
  27. 27. Darwinistic Software Development
  28. 28. OrganisationProcessesInfrastructurePeopleDarwinisticsoftware development
  29. 29. Agile
  30. 30. Lean
  31. 31. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware development
  32. 32. DevOps
  33. 33. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOps
  34. 34. Continuous Delivery
  35. 35. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDelivery
  36. 36. Feature Flow
  37. 37. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature Flow
  38. 38. Cloud Computing
  39. 39. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud Computing
  40. 40. Software Craftsmanship
  41. 41. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud ComputingSoftwareCraftsmanship
  42. 42. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticSoftware DevelopmentDevOpsContinuousDeliveryFeature FlowCloud ComputingSoftwareCraftsmanshipSystemicOptimisation
  43. 43. Challenges
  44. 44. OrganisationProcessesInfrastructurePeopleSoftware DevelopmenttomorrowProfessionalism(Excellence)Dissolving theDisciplinesConsistentAutomationCross-departmentCollaborationSystemicOptimisation
  45. 45. How to start• No specific order• Think global, act local• Improve continuously• Avoid over-optimization• Start!
  46. 46. Source & Copyright: CapGeminiDo you really think this isthe strategy to survivethe economic darwinism?
  47. 47. And then one day you findTen years have got behind youNo one told you when to runYou missed the starting gunPink Floyd, Time
  48. 48. Uwe Friedrichsen@ufrieduwe.friedrichsen@codecentric.dehttp://www.slideshare.net/ufried/http://blog.codecentric.de/author/ufr

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