Here's a list of talks I have delivered at private and public conferences. If you'd like me to speak at your event, you could pick a talk from this list or discuss a new topic with me.
Theme: Focus on value, benefits, outcomes
Measuring Value in a Product-Centric Setup
A product-centric style of operating provides greater opportunities for all members to participate on the value side of the equation. They can truly aim to deliver benefits, not just functionality. This presentation aims to share ways of capitalizing on the opportunity through the practice of benefits retrospectives. Otherwise, the payoff of the transition from projects to product-mode is limited to the delivery side of the equation.
Overcoming Business Inertia
Deliver Benefits, Not Scope
Delivery organizations fall into the trap of simply delivering scope (functionality) without worrying about benefits. They keep taking orders to build bridges and maintain them even though the bridges attract little traffic. Product/Business and delivery organizations need to work closer together in order to avoid becoming a mindless feature factory. This presentation will share ways of gradually progressing towards a culture of benefits orientation.
Theme: Agile Outside IT
Agile Outside IT
Cleararchy – Organizing Hierarchy for the Digital Age
Theme: Agile Organization
Taking DevOps to the Org Chart
One of the implications of DevOps is a merger of development and corresponding operations teams into several build-it-and-run-it teams. This means the typical tech organization that supports an old-guard business must reorganize to realize the full potential of DevOps. It is insufficient to only aim for better engineering techniques and greater automation, hard as that may be in itself. The reorg is a challenge for large tech organizations that are often split down the middle in the form of a change organization and a run organization. This talk explores the challenge and describes how it being addressed at some companies.
Organizing for Business Agility
Business agility demands a lot more than development team agility. Even when Scrum is done right, it only takes us to signed-off stories. DevOps and Continuous Delivery then take us reliably and frequently to production. But this is only part of the picture and even getting to this stage is not free of organizational barriers. On the other hand, excellence in building (and running) the thing right does not ensure that the right thing that yields business benefits is built. That calls for a culture of outcome-orientation and product-centricity. Aiming for business agility thus requires us to reconsider how we operate along different dimensions such as funding of development work, team structure, procurement, governance and decision making. Sriram’s book, Agile IT Org Design, describes an approach for reshaping these dimensions for business agility. Using real-world examples, this presentation will provide an overview of the approach.
Administer the DevOps pill across the enterprise
Theme: Engineering, Enterprise Architecture
The curious case of too-many late-stage defects
Code Ownership in Product Teams
The price of Reuse
Explores pros and cons of reuse of software solutions across market regions. For any large, multinational enterprise, there’s a dilemma at the heart of their software architecture. Centralization promises to save costs, providing a standardized template for how to do things and not waste effort reinventing the wheel. But local markets have unique characteristics, whether that’s customer behavior, regulations or the competitive landscape. Given this, what's the price of reuse?
Theme: Industry Trends
Organizing for Digital Evolution
Organizations that flourish in the digital economy will be the ones that learn to operate differently. They will be able to exploit short-lived opportunities by adopting an operating model geared for responsiveness over cost-efficiency. Although all organizations will face the pressure to make the transition, only some will succeed. Among other things, it will require a blurring of organizational boundaries between business, digital, product, and IT. It will also require a change in management and governance culture. New and native digital businesses will lead the way in demonstrating new operating models and the incumbents in the market would do well to adapt them to their larger scale operations.