The technology is the easy part

19d03ecc1ff5da1a5e63a3ddaa2d84c2?s=47 Ben Balter
February 05, 2016

The technology is the easy part

Using technology as a vehicle for organization change

19d03ecc1ff5da1a5e63a3ddaa2d84c2?s=128

Ben Balter

February 05, 2016
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  1. THE TECHNOLOGY IS THE EASY PART Using technology as a

    vehicle for organization change @benbalter ben.balter.com
  2. @BENBALTER Open source developer | Attorney Presidential Innovation Fellow |

    Government Evangelist
  3. is as important as How you work what you work

    on
  4. How large enterprises build software

  5. multi-million dollar contracts multi-year, CD-ROMs (in triplicate!)

  6. ALL THE EASY PROBLEMS HAVE ALREADY BEEN SOLVED Spoiler alert

    #1
  7. OPEN SOURCE IS A PHILOSOPHY, 
 NOT AN ALTERNATIVE TECHNOLOGY

    Spoiler alert #2
  8. How Open source builds software

  9. Electronic | Available | Asynchronous | Lock-free

  10. GEEKS versus SUITS

  11. As an organization grows, 
 THE SUITS WILL OVERTAKE THE

    GEEKS
  12. CONWAY'S LAW "organizations which design systems... are constrained to produce

    designs 
 which are copies of the communication 
 structures of these organizations"
  13. How can we help LARGE ORGANIZATIONS work likeSMALL ORGANIZATIONS?

  14. Bureaucracy is an organism

  15. THE CULTURE OF "NO" is an organization's immune system

  16. All enterprise IT challenges are one of THREE SYMPTOMS

  17. HIRING Can we hire modern-thinking 
 people to run the

    project? Symptom one
  18. PROCUREMENT Can we procure modern-thinking 
 developers to implement the

    project? Symptom two
  19. BOX CHECKING Can we meet our self-imposed 
 security and

    compliance requirements? Symptom three
  20. Traditional innovation efforts address THE SYMPTOMS

  21. The life cycle of 
 AN INTRAPENEUR

  22. Just get it done by any means PHASE ONE

  23. Fight for the tools you need PHASE TWO

  24. Socialize the culture you seek PHASE THREE

  25. PROCESS versus CULTERE

  26. ADMINISTRATIVE CONSTRAINTS versus CULTURAL CONSTRAINTS

  27. TECHNICAL CONSTRAINTS versus CULTURAL CONSTRAINTS

  28. POLICY CONSTRAINTS versus CULTURAL CONSTRAINTS

  29. "The stronger the culture, the less process a company needs.

    When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial." BRIAN CHESKY, Co-Founder, AirBnB
  30. INOCULATE THE ORGANIZATION with small doses of culture

  31. Absent a strong innovation culture ALL ORGANIZATIONS GRAVITATE 
 towards

    the same end-state
  32. THE INNOVATOR'S DILEMMA

  33. Large organizations LIKE THE STATUS QUO

  34. Large organizations HAVE SEEN THINGS, MAN

  35. THREE CHARACTERISTICS of large organizations

  36. RISK AVERSION Increased batch size Change in decade-long increments Lack

    of support structure
  37. TECHNOCRATIC LEADERSHIP System is rigged for suits, against geeks Organizations

    forgo fundamentals No need to scratch technical itches LACK OF
  38. PROCESSES SCALE DOWN Process distrusts employees Process distrusts vendors Process

    distrusts customers DON'T
  39. Large organizations DON'T WANT TO BE CLUNKY

  40. Going against the flow WILL BE PAINFUL

  41. Going against the flow WILL BLOW PEOPLE'S MINDS

  42. TWELVE ish SUGGESTIONS For using technology as a vehicle for

    cultural change
  43. Innovative technology should be THREE FOUR THINGS

  44. LEAN If there’s a less heavyweight solution, and you’re not

    using it, you’ve over-engineered things. Think open source, APIs, and shared standards
  45. ITERATIVE If you are not embarrassed by the first version

    of you ship, you’ve waited too long to ship. Ship 0.1, not 1.0
  46. DECENTRALIZED Avoid single points of failure, both in systems and

    in people. Push decisions to the crowd. Automate wherever possible. Eliminate all humans.
  47. OPEN Barriers to the free-flow of information add friction. Make

    open the default. Expose process. Open standards, open formats, open systems.
  48. Innovative efforts should be THREE EIGHT THINGS

  49. On your first day BEFREIND A LAWYER

  50. Optimize for THE IDEAL USE CASE not the most common

  51. Innovative efforts in enterprises are STANDARD PRACTICES for most other

    companies
  52. You are a CULTURAL AMBASADAOR at most, 1/3 of your

    deliverables are code
  53. DON'T TAKE "NO" from someone who can't say "yes"

  54. Code speaks louder than words, so OUT SHIP THE HATERS

  55. HAVE AN EXIT STRATEGY or else your code will sit

    on a shelf
  56. is as important as How you work what you work

    on
  57. THE TECHNOLOGY IS THE EASY PART Using technology as a

    vehicle for organization change @benbalter ben.balter.com
  58. Coffee Shop - https://www.flickr.com/photos/ ricoslounge/775701003