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Unleash Your Inner CTO!

3353b76e1480888ea7a482ebaa883dcb?s=47 Rob Crowley
February 24, 2021

Unleash Your Inner CTO!

The role of a technology leader has never been more challenging. We are in the midst of unprecedented technology change fuelled by the commodification of Big Data, IoT and Machine Learning. Yet keeping abreast of such technological advances alone will not be enough to guide your organisation to success. A successful technology strategy does not exist in a vacuum. Rather it supports and amplifies the delivery of your organisation’s core vision.

Join Rob on a tour of how to build feedback loops into your organisation’s technology decisions and enable a low-risk empirical approach to change. We will take an in-depth look at what it takes to create an adaptive technology strategy and explore and ensure that your organisation’s architecture is an accelerator rather than an inhibitor of business agility:

* How to identify and measure key business-aligned metrics and use these data points to pivot your technology strategy
* How to enable effective distributed technology decisions across your organisation
* How to build organisational memory surrounding technology decisions that can act as inputs into new decisions

By the end of the session, you will not only understand what is involved in creating a data-informed technology strategy but also have the knowledge to put it into practice. If you want to take to your expertise in crafting effective technology strategies to the next level, then this is the session for you. See you there!

3353b76e1480888ea7a482ebaa883dcb?s=128

Rob Crowley

February 24, 2021
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Transcript

  1. UNLEASH YOUR INNER CTO! A PRIMER ON TECHNOLOGY STRATEGY @ROBDCROWLEY

    #CONFOO
  2. PRIMER GROWTH WHAT WE’LL BE COVERING TECH STRATEGY

  3. DEFINITION PURPOSE MAKING DECISIONS WHAT WE’LL BE COVERING TECH STRATEGY

  4. ME NOW: HEAD OF ENGINEERING @VIX TECHNOLOGY PREV: PRINCIPAL CONSULTANT

    @TELSTRA PURPLE @DDDPERTH CO-ORGANISER TIME-POOR BIBLIOPHILE + = ROBDCROWLEY ARCHITECTURE TRAGIC
  5. I ABSOLUTELY SHINY TECH @ROBDCROWLEY #CONFOO WE WILL LEARN HOW

    TO GIVE THIS TECH PURPOSE
  6. STRATEGY AND FRIENDS A (NOT SO) GENTLE PRIMER ON STRATEGY

    @ROBDCROWLEY #CONFOO
  7. So what is strategy? @ROBDCROWLEY #CONFOO

  8. strategy noun a plan of action designed to achieve a

    long-term or overall aim. @ROBDCROWLEY #CONFOO
  9. PURPOSE VISION MISSION @ROBDCROWLEY #CONFOO | | THE WHY THE

    WHAT THE HOW A STRATEGY USES THE MISSION TO ACHIEVE THE VISION
  10. “ “If we don’t communicate with the outside world —

    to gain information for knowledge and understanding — we die out to become a non-discerning and uninteresting part of that world. JOHN BOYD @ROBDCROWLEY #CONFOO
  11. Situational awareness is table stakes for effective strategy, it represents

    the ability to discover, communicate and learn about changes in the environment. @ROBDCROWLEY #CONFOO
  12. As the environment changes, the ongoing value of previous decisions

    can decrease and perish @ROBDCROWLEY #CONFOO
  13. COMPETITION ⇒ EVOLUTION @ROBDCROWLEY #CONFOO

  14. DISRUPTORS VS FAST FOLLOWERS @ROBDCROWLEY #CONFOO

  15. CASE STUDY: THE FIRST BROWSER WAR @ROBDCROWLEY #CONFOO

  16. SATISFACTION DISSATISFACTION NOT FULLFILLED FULLY FULFILLED KANO MODEL OVER TIME

    ATTRACTIVE FEATURES BECOME MUST HAVES MUST HAVES PERFORMANCE ATTRACTIVE
  17. The novel becomes commonplace and in turn enables the creation

    of more complex innovations @ROBDCROWLEY #CONFOO
  18. Use appropriate methods for the challenge at hand. A one-size-fits-all

    approach is suboptimal by definition. @ROBDCROWLEY #CONFOO
  19. 3X MODEL – EXPLORE, EXPAND, EXTRACT PAYOFF SUCCESS EXPLORE EXTRACT

    ELIMINATE UNCERTAINTY ELIMINATE WASTE ELIMINATE VARIABILITY RISK APPETITE EXPAND
  20. Large organizations die from a series of reasonable decisions. DR

    JASON FOX – HOW TO LEAD A QUEST
  21. THINKING DOING OPERATIONAL (CERTAIN) PIONEERING (UNCERTAIN) QUEST-AUGMENTED STRATEGY DECISIONS EXPERIMENTS

    OPTIONS STRATEGY PROGRESS HYPOTHESES INSIGHTS MISSIONS QUESTS
  22. “ “ Decisions without actions are pointless. Actions without decisions

    are reckless. JOHN BOYD @ROBDCROWLEY #CONFOO
  23. OODA LOOP OBSERVE ORIENTATE DECIDE ACT @ROBDCROWLEY #CONFOO Observe: Sensing

    outside circumstances information Orientate: Analysis and synthesis of new information and previous experience to generate options Decide: Hypotheses, option selection and provide feedback Act: Test, probe and implement using doctrine
  24. Strategy is not a linear process but an iterative cycle

    @ROBDCROWLEY #CONFOO
  25. STRATEGY AND FRIENDS § STRATEGY REQUIRES AN ITERATIVE APPROACH WITH

    HIGH CONTEXT FEEDBACK LOOPS. § COMPETITION IS DRIVING CONSTANT CHANGE ACROSS YOUR BUSINESS ENVIRONMENT. TODAYS NOVEL IS DESTINED TO BECOME A COMMODITY (WHEN IS THE HARD PART!). § SITUATIONAL AWARENESS IS KEY TO RECOGNISING PATTERNS AND IDENTIFYING OPTIONS. § LEVERAGE MODELS SUCH AS THE OODA LOOP AND 3X TO PROMOTE DELIBERATE THOUGHT. § STRATEGIC THINKING IS A SKILL AND CONSEQUENTLY REQUIRES PRACTICE AND DEDICATION TO MASTER.
  26. TECHNOLOGY STRATEGY AMPLIFYING YOUR BUSINESS OUTCOMES

  27. Technology strategy is a collective set of decisions created to

    guide the use of technology and related factors to achieve business or end user outcomes @ROBDCROWLEY #CONFOO
  28. Write your technology strategy down and make it accessible. This

    is vital to building alignment. @ROBDCROWLEY #CONFOO
  29. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance
  30. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance Describes the purpose, vision and mission of the business agnostic of technology. The technical strategy exists to amplify the delivery of business outcomes. Setting this business context with a clear articulation of the problems to be solved is vital to building alignment.
  31. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance Describes the current technology landscape along with the existing constraints and limitations. This section of the document aims to create a clear shared vision of the current limitations. This is key to managing stakeholder expectations around the delivery of strategic goals and the associated risks (legacy systems, environmental instability etc.).
  32. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance Describes the technology vision and details the primary decisions and intended actions to achieve this (embracing cloud to enable experimentation/innovation, expanding existing platforms, retiring costly legacy systems etc.).
  33. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance
  34. CASE STUDY: MYOB

  35. Takeaway: The MYOB platform manifesto encourages decisions and actions that

    are focused on the medium term view @ROBDCROWLEY #CONFOO
  36. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance A visualisation of the technology landscape, outlining Platforms, Techniques, Tools and Languages - classified by appeal and relevance to the organisation (Experiment, Adopt, Hold, Retire) See: Build Your Own Radar by ThoughtWorks
  37. @ROBDCROWLEY #CONFOO DEFINING A TECHNOLOGY STRATEGY § Executive Summary §

    Purpose § Business Strategy § Tech Landscape § Tech Vision (North Star) § Platform Principles & Guardrails § Tech Radar § Lightweight Architecture Governance Describes the approach to architecture and provides a framework for architectural decisions and direction. The framework covers guidance on: § Roles and responsibilities § Decision making process and autonomy levels § Decision tracking § Artefacts produced § Communicating architectural decisions
  38. Remember: Strategy is iterative. Don’t aim for perfection on the

    first pass, timebox, seek feedback and repeat. @ROBDCROWLEY #CONFOO
  39. Strategy is not static. Treat the technical strategy document as

    a living artefact. @ROBDCROWLEY #CONFOO
  40. TECHNOLOGY STRATEGY § TECHNOLOGY STRATEGY SHOULD AMPLIFY BUSINESS AND/OR USER

    OUTCOMES. § DEFINING A LONG FORM TECHNOLOGY STRATEGY DOCUMENT IS AN EXCELLENT WAY OF COMMUNICATING THE OBJECTIVES AND BUILDING ALIGNMENT. § STRATEGY IS AN ITERARIVE PROCESS. APPROACH DEFINING THE TECHNOLOGY STRATEGY DOCUMENT IN THE SAME WAY. § ENSURE THE TECHNOLOGY STRATEGY IS VISIBLE AND ACCESSIBLE ALWAYS. EMBED IT IN ONBOARDING EXPERIENCE FOR NEW STARTERS.
  41. METRICS HOW TO MEASURE WHAT MATTERS

  42. Situational awareness is critical, but user needs can’t be met

    just by becoming aware of them @ROBDCROWLEY #CONFOO
  43. A metric is a quantifiable measure of any component or

    process used to gauge the performance of the business and whose change informs if existing behaviour should be continued or adjusted @ROBDCROWLEY #CONFOO
  44. @ROBDCROWLEY #CONFOO START END EVOLUTIONARY SYSTEM

  45. The only way to win is to learn faster than

    anyone else. ERIC RIES – THE LEAN STARTUP
  46. The Core Principles of The Lean Startup: § Minimum Viable

    Product (MVP) § Continuous Deployment § Split Testing (aka A/B Testing) § Actionable Metrics § Pivot § Innovation Accounting § Build-Measure-Learn Loop
  47. DATA ↦ INFORMATION ↦ INSIGHTS @ROBDCROWLEY #CONFOO

  48. Most companies do not capture the data required to make

    effective informed decisions @ROBDCROWLEY #CONFOO
  49. Make your users’ needs your north star @ROBDCROWLEY #CONFOO

  50. “ “Doctrine are the basic universal principles that are applicable

    to all industries regardless of the landscape and its context. SIMON WARDLEY @ROBDCROWLEY #CONFOO
  51. Software delivery is an exercise in continuous improvement, and our

    research shows that year over year the best keep getting better, and those who fail to improve fall further and further behind DR NICOLE FORSGREN, JEZ HUMBLE & GENE KIM – ACCELERATE
  52. DevOps is a set of practices that works to automate

    and integrate the processes between software development and IT teams, so they can learn faster @ROBDCROWLEY #CONFOO
  53. STATE OF DEVOPS DEPLOYMENT FREQUENCY LEAD TIME FOR CHANGE MEAN

    TIME TO RECOVER FAILED CHANGE RATE SPEED FOCUSED STABILITY FOCUSED
  54. METRICS AS A MEANS FOR BALANCED BEHAVIOUR SPEED (PRODUCTIVITY) QUALITY

    (STABILITY) THE (NON SCIENTIFIC) CONE OF BALANCED BEHAVIOUR MTTR FAILED CHANGE RATE LEAD TIME FOR CHANGE CHANGE FREQUENCY
  55. SPEED AND QUALITY @ROBDCROWLEY #CONFOO

  56. ANTI-PATTERNS TO AVOID WHEN USING METRICS METRIC MISSTEPS

  57. Achieve excellence, don’t just avoid errors L. DAVID MARQUET –

    TURN THE SHIP AROUND
  58. The more any quantitative social indicator is used for social

    decision-making, the more subject it will be to corruption pressures and the more apt it will be to distort and corrupt the social processes it is intended to monitor @ROBDCROWLEY #CONFOO CAMPBELL’S LAW
  59. CASE STUDY: US HOSPITAL REPORT CARDS @ROBDCROWLEY #CONFOO

  60. Vanity metrics depict the rosiest picture possible but do not

    accurately reflect the key drivers of your business @ROBDCROWLEY #CONFOO VANITY METRICS
  61. Using the same metrics as successful companies without understanding if

    they align to your business drivers @ROBDCROWLEY #CONFOO CARGO CULT METRICS
  62. “ “There is nothing so useless as doing efficiently that

    which should not be done at all PETER DRUCKER @ROBDCROWLEY #CONFOO USELESS METRICS
  63. Using metrics for comparison and punishment rather than for continuous

    improvement purposes @ROBDCROWLEY #CONFOO WEAPONISED METRICS
  64. Any observed statistical regularity will tend to collapse once pressure

    is placed upon it for control purposes @ROBDCROWLEY #CONFOO GOODHART’S LAW
  65. @ROBDCROWLEY #CONFOO GOODHART’S LAW When a measure becomes a target,

    it ceases to be a good measure
  66. METRICS § PIVOT! BASE CONVERSATIONS TO METRICS RATHER THAN NON-ACTIONABLE

    OPINIONS. § USE CUSTOMER NEEDS AS THE BASIS FOR YOUR INITIAL SET OF METRICS. § CAVEAT EMPTOR! INCENTIVE STRUCTURES WORK, MEASURING THE WRONG THING CAN LEAD TO UNANTICIPATED CONSEQUENCES. § EFFECTIVE METRICS OFTEN WORKS IN UNISON TO DRIVE BALANCED BEHAVIOUR. § METRICS ONLY DELIVER VALUE IF THEY INFLUENCE BEHAVIOUR.
  67. GETTING STARTED TIPS TO BUILD YOUR STRATEGIC ACUMEN

  68. Disclaimer: The transition between delivery and strategic focuses is non-trivial

    and requires dedication and commitment @ROBDCROWLEY #CONFOO
  69. Technical ability is unlikely to be the constraint on your

    career progression @ROBDCROWLEY #CONFOO
  70. Invest in truly learning your business and industry. This is

    vital to growing your situational awareness. @ROBDCROWLEY #CONFOO
  71. Build your network both inside and outside work. Hallway tracks

    at conferences afford incredibly valuable learning opportunities. @ROBDCROWLEY #CONFOO
  72. Know and share the context always @ROBDCROWLEY #CONFOO

  73. As a leader your focus should be on growing an

    environment that encourages the behaviour you want to see @ROBDCROWLEY #CONFOO
  74. Corollary: Attempting to embed behaviours that run contrary to the

    incentives defined by the environment is a Sisyphean endeavour @ROBDCROWLEY #CONFOO
  75. You may not always have the authority to make a

    decision but you can always champion a cause @ROBDCROWLEY #CONFOO
  76. Embrace empiricism, base conversations on metrics instead of non-actionable opinions

    @ROBDCROWLEY #CONFOO
  77. You can achieve amazing things if you don’t need to

    take credit for it @ROBDCROWLEY #CONFOO
  78. Live, operate and think in a world of ambiguity and

    be able to context switch dramatically across delivery and strategy @ROBDCROWLEY #CONFOO
  79. TAKEAWAYS @ROBDCROWLEY #CONFOO

  80. @ROBDCROWLEY | ROBDCROWLEY THANK YOU!

  81. QUESTIONS @ROBDCROWLEY #CONFOO

  82. RESOURCES @ROBDCROWLEY #CONFOO

  83. § Defining a Tech Strategy | Sarah Taraporewalla: https://sarahtaraporewalla.com/agile/design/architecture/Defining- a-Tech-Strategy

    § Tech Strategy: You need it, but what is it? | Nick Tune: https://medium.com/nick-tune-tech-strategy-blog/tech-strategy- you-need-it-but-what-is-it-af292421e422 § Build Your Own Rader | ThoughtWorks: https://www.thoughtworks.com/radar/byor RESOURCES @ROBDCROWLEY #CONFOO
  84. § The Lean Startup | Eric Ries § Turn the

    Ship Around | L. David Marquet § Accelerate | Dr Nicole Forsgren, Jez Humble & Gene Kim § How to Lead a Quest| Dr Jason Fox § Wardley Maps| Simon Wardley § Team Topologies | Matthew Skelton & Manuel Pais READING LIST @ROBDCROWLEY #CONFOO
  85. § Images sourced from www.pexels.com § Browser war from medium.com/@traciemasek/a-brief-history-of-

    the-original-browsers-and-the-first-browser-war-7823fdf756fe ATTRIBUTION @ROBDCROWLEY #CONFOO
  86. APPENDICES CONTENT THAT DIDN’T QUITE MAKE THE BIG TIME @ROBDCROWLEY

    #CONFOO
  87. An obsession with feature delivery ignores the human-related and team-related

    dynamics inherent in modern software, leading to a lack of engagement from staff, especially when the cognitive load is exceeded. TEAM TOPOLOGIES
  88. TEAM TOPOLOGIES STREAM COMPLICATED SUBSYSTEM ENABLING PLATFORM @ROBDCROWLEY #CONFOO

  89. MAKING TEAM INTERACTIONS EXPLICIT X AS A SERVICE FACILITATING COLLABORATION

    @ROBDCROWLEY #CONFOO