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Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
Dr. Hectic and Mr. Hype - surviving the economic darwinism
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Dr. Hectic and Mr. Hype - surviving the economic darwinism

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This is a slidedeck about a topic I already talk about for a while: Every company is affected by the economic darwinism, i.e. the companies that respond best to change will survive. And the IT is not …

This is a slidedeck about a topic I already talk about for a while: Every company is affected by the economic darwinism, i.e. the companies that respond best to change will survive. And the IT is not a bland cost center, it is the neural system of every company. No IT, no business!

Combining those two observations it becomes obvious that the responsiveness of the IT about new business features is a crucial survival factor in the long run - we are no longer talking about months or years for new business features, but about weeks or days.

In this slide deck I explain why the approaches most IT departments are not helping (sometimes even being counter-productive) and which building blocks you have to implement in order to survive the economic darwinism.

Some of the slides badly miss the audio track but the core ideas should become clear.

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  • 1. Dr. Hectic and Mr. HypeHow to survive the economic darwinismUwe Friedrichsen, codecentric AG, 2012-2013
  • 2. Uwe Friedrichsen@ufried
  • 3. Charles Robert Darwin(1809 – 1882)
  • 4. Survival of the Fittest
  • 5. Fitness=Ability to adaptto the demands of the environment
  • 6. Author: J. Alves Gaspar
  • 7. Typicalreasonsfor failureto adapt
  • 8. The business department …
  • 9. … and the IT
  • 10. IT needs to bequick and flexible
  • 11. Agile !… ?
  • 12. Source: Dein Freund der Baum
  • 13. Let‘s start over …
  • 14. Observation #1Everyone is affected by economic darwinism• All sectors• Growing globalisation on all levels• Internet business• More competitors per customer• Higher customer expectations• Lower customer loyaltyIn the long run only those will survive whomeet the customer needs and demands best
  • 15. Observation #2IT is vital• All companies• IT is not just supporter or „cost center“ …• … but it is the central nervous system• Even short IT outages considered critical• No business change without IT• No new products without ITThe importance of IT for today‘s companiescannot be overestimated
  • 16. ConsequenceIT is a key success factor for belonging tothe survivors of the economic darwinism
  • 17. Current state
  • 18. DesignImplementExecuteMonitorOptimiseBPM Cycle
  • 19. AnalysisSoftwareEngineeringDisciplinesArchitectureDevelopmentBuildTestDeploymentOperations Management
  • 20. Analysis Architecture Development Build Test Deployment OperationsManagementLocal OptimizationLocal Optimization Local Optimization Local Optimization Local Optimization Local OptimizationLocal OptimizationRudimentary connectionvia artefactsIsolated optimizations,no overall visionFault avoidance as driverArtefactsProcess FrameworkArtefacts Artefacts Artefacts Artefacts Artefacts ArtefactsArtefacts
  • 21. Required state
  • 22. Short cycle timesHigh flexibilityContinuous outputHigh reliabilityExtreme added-value orientationHolistic considerationEqually valued goals
  • 23. But, but … that‘s agile and lean! Isn‘t it?
  • 24. Source: Dein Freund der Baum
  • 25. OrganisationProcessesInfrastructurePeopleLeanAgile? ??
  • 26. Building blocks
  • 27. Darwinistic Software Development
  • 28. OrganisationProcessesInfrastructurePeopleDarwinisticsoftware development
  • 29. Agile
  • 30. Lean
  • 31. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware development
  • 32. DevOps
  • 33. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOps
  • 34. Continuous Delivery
  • 35. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDelivery
  • 36. Feature Flow
  • 37. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature Flow
  • 38. Cloud Computing
  • 39. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud Computing
  • 40. Software Craftsmanship
  • 41. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticsoftware developmentDevOpsContinuousDeliveryFeature FlowCloud ComputingSoftwareCraftsmanship
  • 42. OrganisationProcessesInfrastructurePeopleLeanAgileDarwinisticSoftware DevelopmentDevOpsContinuousDeliveryFeature FlowCloud ComputingSoftwareCraftsmanshipSystemicOptimisation
  • 43. Challenges
  • 44. OrganisationProcessesInfrastructurePeopleSoftware DevelopmenttomorrowProfessionalism(Excellence)Dissolving theDisciplinesConsistentAutomationCross-departmentCollaborationSystemicOptimisation
  • 45. How to start• No specific order• Think global, act local• Improve continuously• Avoid over-optimization• Start!
  • 46. Source & Copyright: CapGeminiDo you really think this isthe strategy to survivethe economic darwinism?
  • 47. And then one day you findTen years have got behind youNo one told you when to runYou missed the starting gunPink Floyd, Time
  • 48. Uwe Friedrichsen@ufrieduwe.friedrichsen@codecentric.dehttp://www.slideshare.net/ufried/http://blog.codecentric.de/author/ufr

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