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Business and Technical Agility with Team Topologies (Retail, Manufacturing, Distribution) - Valtech and Commercetools - 2021-07-21

Business and Technical Agility with Team Topologies (Retail, Manufacturing, Distribution) - Valtech and Commercetools - 2021-07-21

(From a talk given at a Valtech/Commercetools session on 2021-07-21 - retail, manufacturing, distribution focus)

Organizations that do not adapt rapidly to the modern, highly-changeable business environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, and (recently) the COVID-19 pandemic are all driving a need for business agility in organizations of all sizes.

In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business agility.

Matthew Skelton, co-author of Team Topologies, shares insights from organizations in several different industry sectors including banking, financial services, insurance, retail, and leisure.

Matthew Skelton
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July 15, 2021
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  1. TeamTopologies.com
    @TeamTopologies
    Business and Technical Agility
    with Team Topologies
    (Retail, Manufacturing, Distribution)
    Matthew Skelton
    co-author of Team Topologies
    @matthewpskelton
    Valtech/Commercetools - 21 July 2021

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  2. 2
    Manuel Pais
    Independent IT organizational
    consultant and trainer
    Ex-dev, ex-build manager,
    ex-tester, ex-QA lead
    Twitter: @manupaisable
    LinkedIn: manuelpais
    Matthew Skelton
    Founder at Conflux
    Experience as: software developer,
    technical director, change enabler,
    conference organizer...
    Twitter: @matthewpskelton
    LinkedIn: matthewskelton

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  3. Team Topologies
    3
    Organizing business and
    technology teams for fast flow
    Matthew Skelton & Manuel Pais
    IT Revolution Press, 2019
    teamtopologies.com/book

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  4. “innovative tools and concepts for
    structuring the next generation
    digital operating model”
    Charles T. Betz,
    Principal Analyst, Forrester Research
    4

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  5. 5
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

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  6. How does Team Topologies
    help with business &
    technical agility?
    6

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  7. Team Topologies
    encourages decoupling of
    business concepts to help
    make the organization
    more responsive

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  8. Team Topologies patterns
    help to turn blocking
    compliance checks into
    self-service, flow-aligned,
    API-driven checks

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  9. Team Topologies is partly a
    sense-making approach to
    help organizations gain
    situational awareness and
    therefore agility

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  10. Team Topologies helps the
    organization to focus
    tightly on its core mission
    via streams and limiting
    team cognitive load

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  11. 11
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

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  12. What is
    business agility?
    12

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  13. Business Agility: the ability
    to respond rapidly* to
    changing internal and
    external conditions (* in hours)

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  14. 14
    Photo by Daniele Levis Pelusi on Unsplash
    Remote-first

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  15. 15
    Photo by chuttersnap on Unsplash
    Speed of change:
    technology, climate,
    geopolitical

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  16. 16
    Photo by chuttersnap on Unsplash
    Increased
    global and local
    competition

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  17. Questions to answer
    How would we optimize for
    a fast flow of change?

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  18. Questions to answer
    How would we make sure
    we focus on user needs?

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  19. Questions to answer
    How would we easily
    ‘course-correct’ when we
    need to adjust?

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  20. 26
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

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  21. Being agile,
    not doing ‘Agile’

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  22. 28
    State of DevOps reports
    2013 2014 2015 2016 2017 2018 2019
    Annual survey of 1000-5000 IT
    professionals worldwide using
    rigorous statistical methods

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  23. 29
    State of DevOps 2019
    Analysis from responses of
    over 31,000 IT professionals
    worldwide over 6 years
    “an independent view into the
    practices and capabilities that
    drive high performance”
    + “Four Key Metrics”

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  24. 32
    State of DevOps 2019
    Key technical practices
    ● Lightweight change process
    ● Real DR testing
    ● Maintainable code
    ● Loosely-coupled systems
    ● Monitoring
    ● Trunk-based development
    ● Deployment automation

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  25. 34
    4 key metrics: ‘Accelerate’
    lead time
    deployment frequency
    Mean Time To Restore
    change fail percentage

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  26. 35
    Fast feedback via
    deployment pipelines

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  27. 36
    Good technical
    practices (TDD, …)

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  28. 37
    Team ownership of
    software & services

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  29. 38
    Configuration in
    version control (Git)

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  30. 39
    Cloud-native:
    transparent in
    operation

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  31. 40
    Cloud-native:
    designed for
    automation

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  32. 42
    Re-aligned
    architecture

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  33. 44
    Domain-driven design
    (DDD)
    Untangle business concepts for
    faster flow

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  34. 46
    Wardley Maps
    Increase situational awareness
    and apply the right techniques -
    custom/product/utility

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  35. 48
    Team Topologies
    Fast flow, rapid feedback, team
    interactions, org evolution, team
    cognitive load, ...

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  36. 49
    Rapid flow of change

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  37. 50
    Rapid feedback from
    running systems

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  38. 51
    Handovers kill flow

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  39. View Slide

  40. 53

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  41. 54

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  42. 55
    Flow of change

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  43. 🔍
    Track dependencies and
    separate as “blocking” vs
    “non-blocking”
    56

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  44. ⏳ ⏳
    Blocking
    Non-
    Blocking

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  45. Remove barriers to flow:
    hand-offs, approval gates,
    manual inspections
    Replace with self-service APIs
    58

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  46. Compliance mindset shift:
    Permitting to Enabling
    59

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  47. 60

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  48. “What would be needed for us to be
    compliant with security/finance/PII
    rules with multiple, decoupled, rapid
    flows of change?”
    (Self-service APIs)
    Scaled Expertise
    61

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  49. Compliance
    as Code
    (API)
    62
    Flow of change
    Domain
    experts as
    Enabling
    team for
    compliance /
    governance

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  50. 63
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

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  51. The value of a
    product mindset

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  52. Product:
    Holistic User Experience
    Functionality + Design + Monetization + Content
    – Marty Cagan, 2010
    65
    Source: https://svpg.com/defining-product/

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  53. Product Management
    for internal platforms
    76

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  54. 77

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  55. 78
    A platform is optional to
    use - no team is forced to
    use the platform

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  56. Platforms must advocate for their
    platform product and “market” it to
    internal teams
    (User Personas, UX, talking...)
    Internal Marketing
    79

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  57. 80
    A platform is a curated
    experience for engineers
    (the customers of the
    platform).

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  58. 81
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

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  59. Team Topologies
    examples

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  60. Case studies in the TT book
    83

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  61. 84
    ...

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  62. July 2021:
    22 months since
    publication of TT
    Photo by noor Younis on Unsplash 85

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  63. Industry examples on the
    TT website
    86

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  64. 87

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  65. Organizations that
    Matthew and Manuel have
    worked with since 2019...
    88

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  66. A large European banking group
    A major cloud technology company
    GOV: Brazil, Canada, Norway, UK, US
    Several major telecoms companies
    A scale-up in Open Banking
    An aerospace laboratory
    Healthcare providers
    Several mortgage companies
    89

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  67. Case Study
    90

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  68. ● Founded 2005
    ● 70 stores in the UK
    ● £260m revenue
    ● 2500 employees
    ● 2019: changes to make IT
    more responsive
    91

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  69. High fragmentation of work and focus
    92
    Jan
    2019

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  70. Identify boundaries - business domain
    93
    m
    id-2019

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  71. Team Topologies at DOES London 2019
    94
    Jun
    2019

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  72. Team Topologies for Product Managers
    95
    Jun
    2019
    “The Product Managers from each team took
    special interest in the team interaction types as
    it helped them to have useful, directed
    conversations about upcoming work, they could
    essentially fact-check their different roadmaps
    and make sure that the interactions required
    were lined up in advance. “
    -- Andy Norton,
    Software Development Manager, Footasylum

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  73. Align to Team Topologies concepts
    96
    Aug
    2019

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  74. Combine with Wardley Mapping
    97
    Jan
    2020

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  75. Adopt the Thinnest Viable Platform
    99
    Feb
    2020
    Static data fine
    to begin with:
    shops rarely
    move!

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  76. Clarity of purpose from team types
    100
    Feb
    2020

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  77. Concepts
    ● Stream-aligned (business domain)
    ● Thinnest Viable Platform
    ● Evolving teams and interactions
    ● Combine with Wardley Mapping
    101
    teamtopologies.com/examples

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  78. ● Product Mgt superpowers
    ● Effective comms during COVID-19
    ● Responsive, autonomous teams
    Results
    102
    teamtopologies.com/examples

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  79. “the interaction modes defined
    by Team Topologies gave us real
    insight into how we could
    maintain effective practices,
    and also cross-team
    collaboration.“
    -- Andy Norton,
    Software Development Manager,
    Footasylum
    103

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  80. Thanks to:
    Paul Martin
    IT Director, Footasylum
    Andy Norton
    Software Development
    Manager, Footasylum
    104

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  81. 133
    What is business agility?
    Being agile, not doing ‘Agile’
    Valuable: product mindset
    Team Topologies examples

    View Slide

  82. Respond rapidly to
    changing external and
    internal conditions

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  83. Situational awareness,
    clarity of business purpose,
    good technical practices,
    localised decisions

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  84. Strong focus on user needs
    and User Experience (UX),
    clear costs, viability,
    mission, ...

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  85. Real-world examples

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  86. How does Team Topologies
    help with business and
    technical agility?
    138

    View Slide

  87. Team Topologies
    encourages decoupling of
    business concepts to help
    make the organization
    more responsive

    View Slide

  88. Team Topologies patterns
    help to turn blocking
    compliance checks into
    self-service, flow-aligned,
    API-driven checks

    View Slide

  89. Team Topologies is partly a
    sense-making approach to
    help organizations gain
    situational awareness and
    therefore agility

    View Slide

  90. Team Topologies helps the
    organization to focus
    tightly on its core mission
    via streams and limiting
    team cognitive load

    View Slide

  91. What’s next?
    143

    View Slide

  92. Free Resources
    145
    teamtopologies.com/resources
    (links, slides, video)
    teamtopologies.com/tools
    (templates, assessments, etc)

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  93. Infographics
    ● Getting Started
    ● In a Nutshell
    146
    teamtopologies.com/infographics

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  94. academy.teamtopologies.com

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  95. TeamTopologies.com
    @TeamTopologies
    Team Topologies
    Partner Program
    🤝
    [email protected]

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  96. TeamTopologies.com
    @TeamTopologies
    Sign up for news and tips:
    TeamTopologies.com

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  97. 153
    Manuel Pais
    FlowOnRails
    Twitter: @manupaisable
    LinkedIn: manuelpais
    Matthew Skelton
    Conflux
    Twitter: @matthewpskelton
    LinkedIn: matthewskelton
    Copyright © Conflux Digital Ltd and FlowOnRails 2018-2021. All rights reserved.
    teamtopologies.com

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