Inspire, develop, and guide a winning organization.
Create visible workflows to achieve well-architected software.
Understand and use meaningful data to measure success.
Integrate and automate quality, security, and compliance into daily work.
Understand the unique values and behaviors of a successful organization.
Explore our extensive library of experience reports.
An on-demand learning experience from the people who brought you The Phoenix Project, Team Topologies, Accelerate, and more.
Learn how making work visible, value stream management, and flow metrics can affect change in your organization.
Clarify team interactions for fast flow using simple sense-making approaches and tools.
Multiple award-winning CTO, researcher, and bestselling author Gene Kim hosts enterprise technology and business leaders.
In the first part of this two-part episode of The Idealcast, Gene Kim speaks with Dr. Ron Westrum, Emeritus Professor of Sociology at Eastern Michigan University.
In the first episode of Season 2 of The Idealcast, Gene Kim speaks with Admiral John Richardson, who served as Chief of Naval Operations for four years.
Weekly discussion around “Deming’s Journey to Profound Knowledge” with author John Willis.
VIRTUAL — Helping leaders succeed and organizations thrive (formerly DevOps Enterprise Summit).
Venue: Fontainebleau — Helping leaders succeed and organizations thrive (formerly DevOps Enterprise Summit).
DevOps best practices, case studies, organizational change, ways of working, and the latest thinking affecting business and technology leadership.
Is slowify a real word?
Could right fit help talent discover more meaning and satisfaction at work and help companies find lost productivity?
The values and philosophies that frame the processes, procedures, and practices of DevOps.
This post presents the four key metrics to measure software delivery performance.
April 9, 2021
As companies race to adopt new cloud computing technologies and systems to effectively compete as digital enterprises, they quickly discover that with new systems, applications, and processes comes monumental new complexity.
At a fundamental level, legacy systems of record, which are critical to running core operating functions, like Finance, ERP, CRM, and HR were not designed to seamlessly connect with key systems of engagement or systems of intelligence used to create sustainable customer experiences.
At a practical level, developing and deploying new systems of engagement and systems of intelligence requires very different skills and capabilities than maintaining systems of record.
Taken together these two levels of complexity, if not dealt with properly, can bring a company’s operating performance to its knees.
The Hackett Group’s benchmark study on the cost of complexity documented that:
The chart below shows the significant cost variance impact on operating performance between high and low complexity.
Hackett Benchmark Data Reveals Elevated Operating Cost in G&A Functions with High Technology Complexity
Source: https://www.thehackettgroup.com/blog/making-the-case-for-technology-simplification/
Significantly reducing technology and process complexity will not only improve your operating performance but can dramatically impact your organization’s agility, adaptability, and speed to market.
In addition to documenting the hard dollar costs of complexity, the Hackett Group study also identified the top 10 root causes of technology complexity:
Over the past five years, I have worked with CIOs and other C-Suite executives to reduce complexity by deploying our trapped value recovery program shown on the slide below. The goal of this program is to recover scarce resources, budget, and capacity by identifying legacy systems and processes that can be either modernized, consolidated, replaced, or eliminated. When done fully and effectively, it significantly reduces the complexity of all the processes and systems of record needed to operate the company.
Simplifying complex, redundant, and siloed systems and processes that dilute the business value of IT
Companies that want to compete as digital enterprises need to operate at the speed of change. Any level of complexity will slow that speed down and compromise your organization’s ability to outperform your competition. Being able to reduce complexity and increase agility is fast becoming the new standard of operating excellence.
This article originally appeared on Peter Moore’s newsletter.
President at Wild Oak Enterprises, LLC
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