O'Reilly 2023 - Evolution Patterns of Sociotechnical Systems

Sociotechnical systems are nonlinear, dynamic systems that are constantly changing to provide continuing value to customers. But they can exhibit complex and unpredictable behavior—and understanding the evolution patterns of these systems is important for anticipating their behavior, designing improvement trajectories, and managing change.
In this talk, we explore evolution in its broadest scope using real-world use cases and combining software evolution with organizational dynamics and human interactions to identify evolution patterns in sociotechnical systems. We discuss the impact of leadership and decision-making on the success or failure of these cases.

Transcript

1. Evolution Patterns of Sociotechnical Systems Amal TAHRI SocioTechnical Architect
2. Amal TAHRI Socio-technical Architect & DDD Enthusiast /in/amaltahri/ @amal_tahri pro@amaltahri.com
3. …a little bit of theory of complex system dynamics Application on digital transformation use case How to drive change effectively 1 2 3
4. …a little bit of theory of complex system dynamics 1
5. technical Socio System <a href="https://www.flaticon.com/fr/icones-gratuites/intelligence-artificielle" title="Intelligence artificielle">Super héros icônes créées par itim2101 - Flaticon</a>
6. Business Strategy Organization Technology Architecture Data Platform People Process Culture Vision Use cases Leadership Sociotechnical systems are complex systems
7. Pattern * ➔ Recurrent problem ➔ Observed from real world experience ➔ Solution or teaching (Why /How ) ➔ Name to form a language of patterns * Definition by Gregor Hohpe - YOW! 2017 Where patterns emerge
8. System archetypes are causal feedback structures, formed by combination of reinforcing and balancing feedback loops, that exhibit characteristic behavior over time • Limits to Growth • Shifting the Burden • Eroding Goals • Escalation • Success to the Successful • Tragedy of the Commons • Fixes that Fail • Growth and Underinvestment • Accidental Adversaries • Attractiveness Principle 10 Archetypes System archetypes are patterns of system behavior William Braun
9. Results Efforts Variables + Polarity Causal link System behavior can be designed using causal loops diagrams
10. Results Efforts + Polarity Variables Causal link To model cause and effect, that leads back to initial cause
11. Pattern is detected in the repeatable circle of cause and effect described as Feedback loop Results Efforts Feedback loop
12. Reinforcing loop | Efforts leading to better results, which encourage and increase efforts Results Efforts R + + Reinforcing loop Polarity
13. Balancing loop | Efforts leading to better results, will eventually slow down efforts Results Efforts B - + Balancing loop Polarity
14. Application on digital transformation use case 2
15. ๏ Difficulties to keep up with the fast moving competition ๏ Recurrents problems impacting service availability ๏ Raising customer dissatisfaction ๏ Costly maintenance ๏ Lack of internal talents mastering legacy system A traditional company with legacy systems struggles to keep pace with competitors
16. … decide to embark on a digital transformation New products with cutting edge technology New talents hiring Investing in innovation to gain a competitive edge Business Strategy Technology Organization <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
17. Acquisition … by acquiring a natively digital company <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
18. ๏ Experimentation, novelty and innovation ๏ Optimized for efficiency > Fast and efficient flow > Remarquable delivery performance ๏ Autonomy of decision making … to drive innovation and unlock new business value <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
19. New product launch was a big success, that continued to be for years Sales New product Reinforcing loop + +
20. + Demands exceeding capacities + - Balancing loop New product + After 3 years, sales start to slow down …. Sales Slowing actions
21. This archetype states that a reinforcing process of accelerating growth (or expansion) will encounter a balancing process as the limit of that system is approached. It hypothesizes that continuing efforts will produce diminishing returns as one approaches the limits. System Pattern - Limits to growth Archetype
22. + Demands exceeding capacities + - Balancing loop New product + Sales Slowing actions System Pattern - Limits to growth Archetype Reinforcing loop Efforts Results
23. Even if teams are putting more effort, performance kept declining, slowing down growth Decreased delivery performance Increased maintenance issues Unsatisfied customer Inability to serve new customers Overwhelmed teams <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
24. Performance gaps are seen as executions issues by leadership, calling for reinforcements New team Decision making New team Delivery & Operation <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
25. For a while, teams were able to satisfy new demands Delivery and Operation team Decreased delivery performance Increased maintenance issues Unsatisfied customer Inability to serve new customers New team members were able to help <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
26. but failed to increase sales as required We need to work on technical debt resorption We have to enhance user experience for enrolling in the system based on user feedbacks Where are the business requirements specification ? How much will it cost ? There is no business value for debt resorption ! You have been wasting money on experimentation that led to nothing Decision making team <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
27. <a href="https://www.flaticon.com/fr/icones-gratuites/gestion-de-largent" title="gestion de l'argent icônes">Gestion de l'argent icônes créées par Satawat Anukul - Flaticon</a> <a href="https://www.flaticon.com/fr/icones-gratuites/competitif" title="compétitif icônes">Compétitif icônes créées par Eucalyp - Flaticon</a> What happened ?
28. technical Socio System NOT ALIGNED <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
29. Limits to growth indicates that company must plan for long term strategic moves As is Target Roadmap Constraints/ Limits Triggers for change
30. As is Target Roadmap Constraints/ Limits Constantly learn from execution plan to reevaluate growth strategy • Changing Customer needs • Competition benchmark • Technology • Internal capabilities • …. 1 2 Identify your growth engine Identify potential limits and balancing loop 3 Determine change required to deal effectively with identified limits
31. How to drive change effectively ? 3
32. Business Strategy Organization Technology Architecture Data Platform People Process Culture Vision Use cases Leadership Strategic initiative must consider a multi-disciplinary Leadership Leadership
33. Dominant system Source : two loop of change - Using emergence to take social innovation to scale … to be the pioneers who drive targeted change You need to secure and stabilize the dominant system Protect Emergent system Stabilizers Pioneers <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
34. Visionary Type Monitor trends, develop insights, design solution, iterate, adaptable for change, enroll others Incubating Type Nurturing, encouraging others, build network, assess opportunities, recognize patterns, diversify their bets Directive Type Set Direction, establish governs, define process Monitor performance Motivate teams Intervene and adjust Collaborative Type Building relationships Good listener Self Aware Common interest Share power Demonstrate trust Source: Leading with Strategic Thinking: Four Ways Effective Leaders Gain Insight, Drive Change, and Get Results - Author:B. Keith Simerson and Author:Aaron K. Olson Composed of diverse leadership type
35. Protect Dominant system Emergent system …to create a network with shared purpose Stabilizers Name Connect Network Source : two loop of change - Using emergence to take social innovation to scale <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
36. …and establish a community of practice using collaborative modeling Source: Legacy Architecture Modernisation With Strategic Domain-Driven Design - Nick Tune, Medium
37. Core Supporting G e n e r I c EventStorming Delimit business domains & architecture big picture Team Topologies Core Domain Chart Context Map Define your teams and their relationships Identify and prioritize your differentiator Define your domain interaction Wardley Map strategic model to navigate through different loops of evolution cycle … such as Wardley Map, Strategic Domain Driven Design, Event Storming and Team Topologies
38. Dominant system Emergent system To become a system of influence driving change Stabilizers Nurish Amplify Community of practice Decomposing Hospicing <a href="https://www.flaticon.com/fr/icones-gratuites/super-heros" title="super héros icônes">Super héros icônes créées par itim2101 - Flaticon</a>
39. With a common and shared culture Pattern of basic assumptions Invented, discovered or developed by a … group… Learning to cope with its problems of external adaptation and internal integration Worked well enough to be considered valid Taught to new members as the correct way to perceive, to think and feel in relation to these problems Edgar Shein
40. Leadership is the management of culture Edgar Shein
41. What kind of culture are you creating ?
42. References The Berkana Institute Using Emergence to Take Social Innovation to Scale Domain Driven Design Starter modeling process DDD Crew - Github
43. Thank you Any questions ?