DDD Europe 2023 - Evolution Patterns of Sociotechnical Systems

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Evolution Patterns of Socio-technical Systems Amal TAHRI Socio-technical Architect

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Amal TAHRI Socio-technical Architect & DDD Enthusiast /in/amaltahri/ @amal_tahri pro@amaltahri.com

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a new competitive threat or a big opportunity emerges... Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon Competitive Time to Market Cost Reduction New value to customer

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create strategic initiative, appoint your best people... Strategy People Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon

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make a plan for change… Objectif icônes créées par Triangle Squad - Flaticon As is Target Roadmap Constraints trigger

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change does happen, not fast enough, not effective enough As is Target Roadmap Constraints

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value gets lost … and system drift back to the default status As is Target Roadmap Constraints Alerte icônes créées par Freepik - Flaticon

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… and sometimes struggle to survive As is Target Roadmap Constraints Alerte icônes créées par Freepik - Flaticon Alert

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Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon What happened ?

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technical Socio System NOT ALIGNED

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…a little bit of theory

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technical Socio System

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System Brain Human

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System Improvising Emotional Creativity Cartesian Rigor Analytical Logic Intuition Right Left

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Socio-technical

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Conway’s Law Any organization that designs a system will inevitably produce a design whose structure is a copy of the organization’s communication structure Melvin Conway

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You architecture is a copy of your organization communication structure Organisation Architecture Chef d'équipe icônes créées par rukanicon - Flaticon

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one-system

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one-architecture

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Chef d'équipe icônes créées par rukanicon - Flaticon

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Chef d'équipe icônes créées par rukanicon - Flaticon

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➔ Recurrent problem ➔ Observed from real world experience ➔ Solution or teaching (Why /How ) ➔ Name to form a language of patterns* Patterns Gregor Hohpe - YOW! 2017

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Reference of Patterns - The System Archetypes William Braun System archetypes are causal feedback structures, formed by combination of reinforcing and balancing feedback loops, that exhibit characteristic outcome 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

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Modernization Example

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Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon Let’s consider an example of two insurance companies Company A Optimized for efﬁciency Company B Optimized for strategic business

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Company A - Joy of the Youth ๏ Experimentation, novelty and innovation ๏ Optimized for efficiency > Fast and efficient flow > Remarquable delivery performance ๏ Autonomy of decision making

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Company B - Declining Fame ๏ Maturity & stability ๏ Optimized for strategic business > High notoriety in B2B market > Important client base ๏ Top down decision making ๏ Legacy system with modular architecture ๏ Problem with client satisfaction

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…a new competitive opportunity emerges Merge & Acquisition

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… define your integration strategy Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon Best of breed integration Fully integrated: Take over + (* adaptation) Greenﬁeld Strategy

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appoint your best team Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon People Decision making Day 2 day Operation

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make a plan for change … Objectif icônes créées par Triangle Squad - Flaticon As is Target Roadmap Constraints trigger

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…as is …to be ? Super héros icônes créées par itim2101 - Flaticon

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… decide about three focus area Objectif icônes créées par Triangle Squad - Flaticon Business Technology Ways of working

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Super héros icônes créées par itim2101 - Flaticon Match vs vecteur créé par starline - fr.freepik.com

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… gap analysis of business strategy Objectif icônes créées par Triangle Squad - Flaticon Business + Popular B2C offer in a niche market - Emergent business still in discovery mode - Business vision and next steps are not planned + B2B offer with an important client base + Strong ownership of business domains and client portfolio - Clients not satisﬁed with the quality of service

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Objectif icônes créées par Triangle Squad - Flaticon Technology + Cutting edge technology + AI based custom personalization + Cloud native applications + Modular architecture - More attention to technical debt resorption - Required enhancement on end 2 end testing - Legacy technology with obsolescence risks - On-premise hosting - Monolith architecture serving differents applications - Recurrents problems impacting service availability …gap analysis of technology

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… gap analysis of ways of working Objectif icônes créées par Triangle Squad - Flaticon Ways of working + Performance oriented culture + Collaborative leadership + Empowered Teams - Must retain key talent to ensure value continuity - Rule oriented culture - Directive leadership - Lack of initiative among teams & top down decision making - Important turn over

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…as is …to be ? Super héros icônes créées par itim2101 - Flaticon BEST OF BREED

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As is gap analysis & decision making Business strategy Technology Ways of working

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Business Technology Ways of working Ui icônes créées par Abdul-Aziz - Flaticon As is gap analysis & decision making

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Business Technology Ways of working Ui icônes créées par Abdul-Aziz - Flaticon As is gap analysis & decision making

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change does happen, not fast enough, not effective enough As is Target Roadmap Constraints

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Architecture modernization has started with different workstreams Technology Move 2 Cloud - Re-Architecture the Monolith Adaptation for B2B use case Decommissioning of adapted services As is maintenance As is maintenance

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1 year…

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2 years…

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3 years…

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value gets lost … and system drift back to the default status As is Target Roadmap Constraints Alerte icônes créées par Freepik - Flaticon

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… and sometimes struggle to survive As is Target Roadmap Constraints Alerte icônes créées par Freepik - Flaticon Alert

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Gestion de l'argent icônes créées par Satawat Anukul - Flaticon Compétitif icônes créées par Eucalyp - Flaticon What happened ?

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technical Socio System NOT ALIGNED

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No decision made on … Business Technology Ways of working Ui icônes créées par Abdul-Aziz - Flaticon

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… and was waiting on Technology to deliver Business Technology Ways of working Ui icônes créées par Abdul-Aziz - Flaticon

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Your architecture is a copy of your organization communication structure Ways of working Technology

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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 Patterns 1 - Limits to growth Archetype

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Results Efforts Slowing action + - + System Patterns 1 - Limits to growth Archetype + Reinforcing loop Balancing loop

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Results Delivery efﬁciency Technical issues System Patterns 1 - Limits to growth Archetype Experimentation Maturity

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Experimentation Maturity Results Delivery efﬁciency Technical issues System Patterns 1 - Limits to growth Archetype

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Ways of working Technology Your architecture is a copy of your organization communication structure

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This archetype states that a gap between a goal and an actual condition can be resolved in two ways: ● by taking corrective action to achieve the goal ● or by lowering the goal. Hypothesis: when there is a gap between a goal and a condition, the goal is lowered to close the gap. Consequence: lowering the goal will deteriorate performance. System Patterns 2 - Eroding Goals Archetype

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System Patterns 2 - Eroding Goals Archetype Goal Gap Actual Action to improve conditions Pressure to adjust Reinforcing loop Balancing loop

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Goal Gap Actual Action to improve conditions Pressure to adjust Decision making Day 2 day Operation System Patterns 2 - Eroding Goals Archetype

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Problem- No prioritisation and too much workload and not enough people Nuevo sol icônes créées par Mayor Icons - Flaticon Move 2 Cloud - Re-Architecture the Monolith Adaptation for B2B use case Decommissioning of adapted services As is maintenance As is maintenance

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Info. flow Info. flow Grappe icônes créées par samlakodad - Flaticon Formes et symboles icônes créées par Irfansusanto20 - Flaticon How to prioritize ? what decision to make ? Decision making Decision making Day 2 day Operation Information flow as an indicator of organization culture Info. flow

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Super héros icônes créées par itim2101 - Flaticon Match vs vecteur créé par starline - fr.freepik.com Cultural gap Company A Company B

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People Motivation Personality Performance Culture Values Leadership Events Process Chain of responsibility Routines Documentation Ways of working is about people, culture and process

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What is Culture ?

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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 What is Culture ? Edgar Shein

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Leadership is the management of culture Edgar Shein

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What leaders failed to do is to enable a common culture Westrum Model for organizational culture focusing on the structure of information ﬂow Power-Oriented Rule-Oriented Performance-Oriented Cooperation low modest high Messengers “shot” neglected trained Responsibilities shrinked narrow shared Bridging discouraged tolerated encouraged Failure scapegoating justice inquiry Novelty crushed problems implemented

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What could they have done better ?

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https://www.strategicdesigntoolkit.com/two-loops What is the change that you want to see The two loop of change

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Visionary Type Incubating Type Directive Type Collaborative Type Compose your pioneers teams with diverse leadership types 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

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Event Storming, Team topologies and DDD tools to collaborate Core Supporting G e n e r I c Domain Complexity Business Differentiator Import ant Import ant Low EventStorming Delimit business domains Architecture big picture Team Topologies Core Domain Chart Context Map Deﬁne your teams and their relationships Identify your differentiator and prioritize Deﬁne your domain interaction

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Based on DDD workshops outputs, revist the scope and define priorities Nuevo sol icônes créées par Mayor Icons - Flaticon Move 2 Cloud - Re-Architecture the Monolith Adaptation for B2B use case Decommissioning of Adapted services As is maintenance As is maintenance Deprioritized