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Learn how making work visible, value stream management, and flow metrics can affect change in your organization.
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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.
November 10, 2022
This post is excerpted from the 2022 DevOps Enterprise Forum paper Organizing for Success by Trent Hone, Gene Kim, Dr. Steve Spear, Col. Brian Beachkofski, LtCol Max Reele, Captain Jay Long, Major Jesse Cooper, Rick Jack, LtCom Andres Otero, LtCol John Schreiner, Col Jeff Worthington.
Winning the future fight requires fully unleashing technical capabilities across the US Department of Defense (DoD) and other government agencies. Developing software at speed and scale is crucial to that effort.
In February 2022, Deputy Secretary of Defense Dr. Kathleen Hicks charted a path forward by releasing the DoD Software Modernization Strategy, arguing that “delivering a more lethal force requires the ability to evolve faster and be more adaptable than our adversaries.”
However, government software efforts lag behind. Commercial industry delivers software much faster with impressive results. Amazon dominates the marketplace by performing an order of magnitude more deployments per day now than they did a decade ago (over 136,000 deployments/day, up from 15,000).
In March, SpaceX deployed just “one line of code” to defeat Russian jamming in Ukraine. China is acquiring weapons systems “five to six times” faster than the United States. Operating at greater speed and agility is absolutely essential to winning the future fight.
After surveying approximately 30 government software efforts, some key attributes as to what is going wrong are clear.
First, it is not a technology issue. Instead, it is organizational—most DoD software efforts are not achieving desired war-fighter outcomes because they are not organized to succeed. Our findings reinforce prior research that indicates the greatest challenges with DoD software are “non-technical challenges dealing with regulations, organizational culture, and process.”
Success in deploying software with speed, quality, and security requires three things:
To organize this way is within the DoD’s control—congressional action is not a prerequisite—and can be resource neutral. We urge that these organizational concepts become the foundation for a joint doctrine for building, deploying, and employing digital capabilities.
Many organizations constrain the potential of the people within them. Instead, we need to organize so that we can fully unleash the potential of our existing skill and initiative, enhance our ability to learn and adapt, and achieve mission outcomes more rapidly and efficiently. Organizing for success is crucial; as Former Chief of Naval Operations Adm. John Richardson, one of our advisors, declared, “If these software groups don’t succeed, we will lose the future fight.”
To read the full report, please download the Organizing for Success paper here.
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