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.
October 22, 2023
My new book, Wiring the Winning Organization, co-authored with Dr. Steve Spear, will be out in about a month! Without a doubt, this was the most intellectually challenging thing I’ve ever worked on, but it has also been the most rewarding.
Among my personal goals was to understand why organizations work in the way they do (in the ideal and non-ideal), as well as understand what is in common with DevOps, Agile, the Toyota Production System, Lean, resilience engineering, safety culture, psychological safety, and so much more.
In this book, we observe that within all high performers, there must be three mechanisms:
Whenever you see someone doing great work in dangerous, high-stakes production environments, almost certainly they made a massive investment in honing those skills during planning and practice. This is logically necessary because it’s difficult (if not impossible) to do “on-the-job learning” in these environments: the consequences of failure are too high, and there’s no ability to undo or redo, which means it’s difficult to experiment and learn.
In the technology space, look at the people who run the most reliable, secure, and high outage cost environments, such as Amazon, Google, Netflix, and Vanguard. They run some of the most complex and mission-critical sites with apparent ease.
Of course, these people are talented, but they weren’t born with those skills. They were afforded the time and training to become excellent at their craft, to develop the routines, habits, and playbooks so that when things catch on fire in production, they have the necessary skills and routines to do their work.
In other words, they slowified. Just as great pilots, astronauts, race car drivers, and athletes do.
(And, if leaders don’t create the time for slowification, they doom their organizations to a hopeless situation. At best, they will be stuck with whatever existing routines and processes they already have. Worse, they doom themselves to ever-increasing amounts of technical debt. This is true not just in software but in every other work domain, as well.)
Most people will quickly note that “slowify” is not a real word.
Trust me when I say that the last thing Steve and I wanted to do was to make up a word, especially since it was likely to be in the book title or subtitle. But to our surprise, we couldn’t find a word in English that describes this concept of slowing down to speed up to improve. What’s even more curious is that there are many adages for this concept, such as “stop sawing to sharpen the saw,” “slow is smooth, smooth is fast,” “practice makes perfect,” and so forth.
To avoid making up a new word, during the review process, several people suggested using a term like “deceleration.” However, we didn’t like this idea because it was missing the notion that you’re slowing down to eventually go faster.
So what does the modern researcher and writer do when confronted with a problem like this? Ask ChatGPT, of course! (This is not a joke—I’ve found GPT-4 and Claude 2 to be very, very good at language-related tasks.)
So, in June, I asked ChatGPT:
“There is an adage that slowing down to improve is worth the investment. Many popular cliches exist for this: “stop sawing to sharpen the saw, so you can saw faster,” “slow is smooth, smooth is fast,” “improvement of daily work can be more important than daily work itself.”
Consider that “accelerate” or “decelerate” doesn’t capture these meanings.
What is a verb that does capture this meaning?”
Here are twenty words it suggested that get at the idea of investing time and effort in the present to improve future outcomes, all of which we rejected:
(Answers slightly modified from ChatGPT responses. You can find the actual session log here: https://chat.openai.com/share/9b270d12-5af1-4e23-bdfa-026d90bccdbe.)
None of these words made us go “Aha!” And so, we stuck with slowify.
In fact, I’m hoping that by giving a name to something that great leaders already know and intuit, it will make it easier to summon. As in, “These bad things keep happening. I think we need to slowify.” Which would ideally elicit the response, “Holy cow, absolutely. Let’s stand down for two days and figure out what we need to be doing differently and how we’ll measure the success of this countermeasure.”
Side note: as you’d expect, the Germans do have a word for this concept. According to ChatGPT, a German compound word for this concept would be “vorausplanungsverbesserung”.
This would be a perfect word for the book. Alas, it wouldn’t fit on the cover.
(My friend, Dr. Christof Leng, SRE Engagements Engineering Lead at Google, said in Slack: “The actual German word for slowification is Verlangsamung.” Isn’t it interesting that Germans have a word for this concept?)
PS: When you preorder Wiring the Winning Organization through Porchlight Book Company, you’ll be signed up to receive exclusive bonus content and get 30% off your order. Preorder now at the link below! Offer ends November 6.
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The theoretical underpinning for slowification is the work of Drs. Daniel Kahneman and Amos Twersky. Their idea won Kahneman the Nobel Prize for Economic Sciences in 2002. (Why not Twersky? The Nobel Prize cannot be awarded posthumously.)
Their key insight and work over decades showed how there are two modes of human thinking and cognition: fast and slow. Fast thinking takes advantage of biases, habits, and routines. But to create new routines, we must use our slow thinking processes, where we can be deliberative, creative, and contemplative.
Thus Kahmeman’s book title: “Thinking, Fast and Slow.”
Gene Kim is a Wall Street Journal bestselling author, researcher, and multiple award-winning CTO. He has been studying high-performing technology organizations since 1999 and was the founder and CTO of Tripwire for 13 years. He is the author of six books, The Unicorn Project (2019), and co-author of the Shingo Publication Award winning Accelerate (2018), The DevOps Handbook (2016), and The Phoenix Project (2013). Since 2014, he has been the founder and organizer of DevOps Enterprise Summit, studying the technology transformations of large, complex organizations.
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