LLMs and Generative AI in the enterprise.
Inspire, develop, and guide a winning organization.
Understand the unique values and behaviors of a successful 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.
An on-demand learning experience from the people who brought you The Phoenix Project, Team Topologies, Accelerate, and more.
Learn how to enhance collaboration and performance in large-scale organizations through Flow Engineering
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.
DevOps best practices, case studies, organizational change, ways of working, and the latest thinking affecting business and technology leadership.
Just as physical jerk throws our bodies off balance, technological jerk throws our mental models and established workflows into disarray when software changes too abruptly or without proper preparation.
Sure, vibe coding makes you code faster—that’s the obvious selling point. But if you think speed is the whole story, you’re missing out on the juicy stuff.
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.
About The Author
Joel Tosi has been delivering software products for over 25 years. Along the way, he has felt frustrated that he couldn’t express himself effectively; managed teams where he could see the problems they were experiencing but couldn’t get his peers to see them the same way; and seen far too many good intentions end in less-than-desirable results. Joel has stories.For the past decade, Joel has focused on helping make it easier for teams to enjoy their work and innovate. This has led him to seek new ways to express what is holding teams back so everyone can see the same reality. Frequently, what is holding teams back is the network effect inside of an organization—the system reacting. Blindly following processes never solves this.Joel started leveraging the techniques in this book to help teams tell their story, then to educate managers and executives on them so they could make better decisions together. Ultimately, it is about stopping change theater.Joel has been presenting the concepts in this book internationally for over five years and continues to explore new ways to leverage these techniques to help make work more enjoyable. The joy when people say, “Now others can see what I have been feeling,” is a wonderful feeling.
