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.
LLMs and Generative AI in the enterprise.
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.
Helping leaders succeed and organizations thrive.
New half-day virtual events with live watch parties worldwide!
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.
In his paper, Bryan Finster presents an integrated approach to driving enterprise improvement by focusing on achieving tangible goals such as delivering value more efficiently and effectively, rather than simply “transforming” ways of working. He argues that many transformations fail because they are pursuing the wrong goals – change for its own sake rather than measurable improvements. To succeed, organizations need to define real, quantifiable objectives.
Finster outlines several methods to enhance flow and quality, including adopting continuous delivery, shrinking timeboxes, minimizing external approvals, organizing teams around capabilities, and optimizing test architecture. He emphasizes that leadership must spearhead the improvement initiative by setting clear goals and ensuring everyone is aligned on terminology and objectives.
The paper recommends building a shared delivery platform to support teams and cultivating communities of practice to disseminate knowledge. Developing value stream architects to guide teams on improvement, supported by a certification program to embed the capability throughout the organization, is another key strategy proposed.
To measure progress toward improvement goals, Finster advises tracking relevant metrics such as lead time, cycle times, integration frequency, defect rates, repair times, and team morale. The overarching aim should be continuous, incremental improvement across the entire organization, rather than attempting massive, abrupt transformations. By changing the system holistically, organizations can generate better outcomes in a sustainable way. Ultimately, Finster’s approach is about pursuing meaningful, data-driven enhancements aligned with the organization’s real priorities.
Practical strategies for improving efficiency and effectiveness, not just pursuing change for its own sake.
Proven methods to enhance flow and quality, from continuous delivery to optimizing team structures.
Guidance on building key enablers, including a shared platform, communities of practice, and expert mentors.
Metrics-driven approach to continuously improve the whole organization, supported by engaged leadership.
To measure progress toward improvement goals, Finster advises tracking relevant metrics such as lead time, cycle times, integration frequency, defect rates, repair times, and team morale. The overarching aim should be continuous, incremental improvement across the entire organization rather than attempting massive, abrupt transformations. By changing the system holistically, organizations can generate better outcomes in a sustainable way. Ultimately, Finster’s approach is about pursuing meaningful, data-driven enhancements aligned with the organization’s real priorities.
Bryan Finster is an experienced value stream architect, technical lead, product owner, and passionate advocate for organizational improvement required to optimize the flow of delivery. With over two decades of experience developing enterprise supply chain solutions, he applies lean supply chain thinking to the problem of software delivery to minimize costs and maximize delivered quality. He is a practitioner and mentor of continuous delivery practices and DevOps principles who uses data-driven approaches to optimize the flow of value, improve business outcomes, and improve the lives of software engineers.
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