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Bringing Change to Life | YOW 2016 | Melbourne, Brisbane, Sydney - Australia

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This talk was given at YOW 2016 in Melbourne, Brisbane & Sydney Australia, December 2016.

Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The past few years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is engineering innovation coupled with a new, close partnership between product, design and engineering.

Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can engineering and design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.

Published in: Leadership & Management
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Bringing Change to Life | YOW 2016 | Melbourne, Brisbane, Sydney - Australia

  1. bringing change to life lessons learned at netflix & paypal Bill Scott VP, Consumer & Venmo Engineering | Identity | Next Gen Commerce YOW! December 2016 Melbourne | Brisbane | Sydney @billwscott twitter | linkedin | paypal
  2. outside-in culture continuous customer feedback (get out of the building - GOOB) customer data central to decisions think it. build it. ship it. tweak it fail fast. learn fast. experimentation... build/measure/ learn
  3. paypal vs netflix in 2011
  4. dna @ paypal 2011 not invented here. long release/feedback cycles. inward focus. risk averse.
  5. In 2011, even a simple content copy change could take as much as 6 weeks to get live to site
  6. two pizza teams anyone?
  7. culture = (norms of behavior) + (underlying shared values)
  8. change is hard
  9. behavior is deep seated and reinforced
  10. organizations contain anti- bodies that resist change
  11. yet we were able to bring real change
  12. one of many comments… thank you for making it fun again to develop code at PayPal
  13. from 2012 to now… went from 1 app on nodejs to 120+ apps on node; went from a couple of engineers working on nodejs to 100s of engineers across PayPal, Xoom & one of many comments… thank you for making it fun again to develop code at PayPal
  14. from 2012 to now… went from 1 app on nodejs to 120+ apps on node; went from a couple of engineers working on nodejs to 100s of engineers across PayPal, Xoom & from 2012 to now… went from arguably the worst frontend tech stack in Silicon Valley to be being recognized as industry leader in nodejs & javascript one of many comments… thank you for making it fun again to develop code at PayPal
  15. the mindset we took to bring change two attitudes
  16. persistence
  17. persistence 1
  18. persistance is not just being stubborn
  19. persistance is based on strongly held beliefs
  20. core belief: what teams need to succeed
  21. core belief: what teams need to succeed it’s who you work with who
  22. core belief: what teams need to succeed it’s who you work with who we changed who we hired
  23. core belief: what teams need to succeed it’s who you work with who it’s what you work on what we changed who we hired
  24. core belief: what teams need to succeed it’s who you work with who it’s what you work on what we changed who we hired we wrote a new story
  25. core belief: what teams need to succeed it’s who you work with who it’s what you work on what it’s how you work how we changed who we hired we wrote a new story
  26. core belief: what teams need to succeed it’s who you work with who it’s what you work on what it’s how you work how we changed who we hired we wrote a new story we moved to lean ux/ engineering
  27. belief: working across teams
  28. belief: working across teams shared understanding
  29. belief: working across teams shared understanding deep collaboration
  30. belief: working across teams shared understanding deep collaboration continuous customer feedback
  31. the right mindset for change we moved from “defending the solution” to “embracing the problem”
  32. improv 2
  33. improv is based on humility to listen and adapt to what you hear
  34. improv is not just ‘winging it’
  35. we engineered improv into the system
  36. prototype the change whiteboard
 to code code to usability product/design/engineering in a tight loop with our customers lean ux & lean engineering in action
  37. most organizations biggest challenge is moving from a culture of delivery to a culture of learning
  38. most organizations biggest challenge is moving from a culture of delivery to a culture of learning LEANENGINEERING engineering for learning
  39. software must adapt Our software is always tearing itself apart (or should be) Recognize that different layers change at different velocities All buildings are predictions. 
 All predictions are wrong. There's no escape from this grim syllogism, but it can be softened. - Stewart Brand
  40. launching the ps3 (2010) 4 unique experiences launched the same day several variations on each: 16 different test cells 2 different tech blogs simultaneously gave great review — but were reviewing difference experiences focus was on build/measure/learn
  41. enable lots of little bets the big bet. ramping model results in one experience (with some tweaks along the way) after a long ramp up time lots of little bets. experimentation model results in many experiences being tested all along the way vs
  42. @netflix: engineered for learning netflix chose html5 for mobile (iOS, android) and for game consoles, blu-ray players, hd-tvs, etc. more recently moved to react native variant (JS) to drive native experiences without the DOM in both cases why? path to build/measure/learn
  43. enable prototyping in the engineering stack the whole history of our newest tech stacks has been to enable rapid engineering engineer for the “living spec”
  44. enable prototyping in the engineering stack the whole history of our newest tech stacks has been to enable rapid engineering engineer for the “living spec” make prototyping a first class member of tech stack
  45. a tale of two trains - the product manager’s dilema
  46. a tale of two trains - the product manager’s dilema departs infrequently “gotta get my features on this train or I will have to wait a long time”
  47. a tale of two trains - the product manager’s dilema departs infrequently “gotta get my features on this train or I will have to wait a long time” departs all the time “if I miss this train another one comes in a few minutes”
  48. we democratized engineering
  49. democratize the code base starting to use git repo model for continuous deployment marketing pages product pages content updates & triggers into i18n, l10n, adaptation components works well with cloud deployment (devops model) enables the train to be leaving all the time
  50. work in open source model internal github revolutionizing 
 our internal development rapidly replacing centralized 
 platform teams innovation democratized every developer encouraged 
 to experiment and generate repos 
 to share as well as to fork/pull request
  51. we gave agile a brain illustration credit: Krystal Higgins http://bit.ly/18uP7N1
  52. agile is just a machine it will crank ‘stuff’ out it can be good or bad stuff please don’t waste the machine have a tight loop with our users iterate to get experience “in the ballpark” make it easy to iterate designs ahead of agile sprints
  53. agile is just a machine it will crank ‘stuff’ out it can be good or bad stuff please don’t waste the machine have a tight loop with our users iterate to get experience “in the ballpark” make it easy to iterate designs ahead of agile sprints the “brain” is our user
  54. questions? persistence

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