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July 22, 2015
“Two-Speed” IT:
Making It Work!

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Who are we?
Vicki is the Global
ProfessionalizingSM IT Lead
for North Highland with
deep expertise in IT
organization transformation.
She has worked closely with leadership
teams and HR functions to implement
significant improvements to their
organization effectiveness to drive
business results. She was awarded
Women Leaders in Consulting in 2013.
Vicki is a SFIA certified consultant and sits
on the SFIA board.
VICKI SHILLINGTON
Kim is a Master Practitioner
in the ProfessionalizingSM IT
practice with over 18 years
of experience in organiza-
tional transformation, workforce planning,
and talent management.
She is a subject matter expert in North
Highland’s ProfessionalizingSM solution,
focused on operationalizing and bringing
organizational strategy to life for
employees. Kim is a SFIA certified
consultant, and has led numerous
engagements involving the design and
implementation of complex, large-scale
change programs that unleash the talent
potential in the organization.
KIM CLARKE

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“Two-Speed” IT: what the heck is it?
SPEED OF OPERATIONS SPEED OF INNOVATION
Run stable, mission-critical systems with new
IT approaches
Agile, fast, just-good-enough techniques to explore,
adopt and adapt to new opportunities

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Those who got it and … those who didn’t

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Is “Two-Speed” IT a myth or really possible?
There are many opinions across the industry…
Building Bi-Modal Capability: Two Speed IT
What’s Wrong with Two-Speed IT?
Reach Two-Speed IT with APIS
https://www.gartner.com/imagesrv/cio/pdf/cio_agenda_insights2014.pdf
https://www.executiveboard.com/blogs/make-your-it-department-shock-resistant/
http://www.wired.com/2014/12/reach-two-speed-it-apis/
Entrenched Organizational Behaviors
as Drivers for Number of IT Speeds:
The Six IT Architypes
http://www.cio.com/article/2891714/it-skills/the-myth-of-two-speed-it.html

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Pioneers, Settlers and Town Planners

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Principle 1
Excellence is
targeted
Principle 2
IT role is
context based
Principle 3
Judgement
shapes
process
Principle 4
Speed-to-market
comes first
Principle 5
Technical and
business talent
isn’t either/or
Source: CEB, Adaptive IT, 23 March, 2015 by Raf Gelders
Key adaptive principles for “Multi-Speed” IT

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So how are large-scale enterprises dealing
with it?
Legacy
Portfolio
Business Functions
Finance
IT Delivery
Shared Services
Digital Product
Project & Change Mgmt
Design & Build
Test
Bus Engagement
BRMs BAs
Business Engagement
Business Relationship Mgmt Business Analysis
IT Delivery
Project & Change Mgmt
Design & Build
Test
Deploy
IT Operations
Manage
Infrastructure
IT
Introduction
Manage
Applications
IT Service
Mgmt
Governance
Architecture
Governance Portfolio MgmtIT Strategy
Strategy &
Standards
Strategy &
Standards
Strategy &
Standards
Data &
Analytics
Experience Design
Data & Analytics
Engineering,
Testing & DevOps
Product
Management
Technology
Strategy
Vendor Mgmt
HR MarketingFinance Supply Chain
Bus. Functions
HR
Strategy &
Standards
Managed as projects where
change is infrequent
Deploy
Managed as projects where
change is frequent
Product Ownership
ProductTeam
ProductTeam
ProductTeam
Architecture
ProductTeam
Security
Supply
Chain
Marketing
IT Introduction
Manage
Legacy Apps
IT Service
Mgmt
Manage
Infrastructure

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WATERFALL
Business Analysis
Architecture
Development
Integration
Testing
Project Managers
Engineering
• Architecture
• Development
• Integration
Product Owner
Scrum Master
Delivery Managers
Customer & User
Experience
Engineering
• Architecture
• Development
• Integration
• Test Automation
• Dev Ops
Concierge/Scrum
Master
Product Owner
Customer & User
Experience
Business
Dev Ops
Testing
AGILE
Data, Insight &
Optimization
Data, Insight &
Optimization
IT Ops
Transition
What does this mean for Technology jobs?
AGILE NEXT GEN

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Ok, so how do I make this happen?
Organization Transformation
Customer & Product CentricData Feedback Loop
DevOps & Continuous Delivery
Delivery Frameworks
Making Change Personal

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Organizational Transformation

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Foundation for sustainable change:
making it personal
• Directly address the
beliefs and perceptions
coming from the Speed of
Operations versus the
Speed of Innovation
cultures that are blocking
the transition
• Once individuals see
personal value in the
change, shift in mindsets
and behaviors will quickly
follow
• The result is a new
culture of shared
accountability for
business outcomes
BELIEF
SYSTEMS
BEHAVIORS
“FAST”
Speed
Team
“SLOW”
Speed
Team
MINDSETS
BELIEF
SYSTEMS
BEHAVIORS
MINDSETS
SPEED OF SEEMLESSLY WORKING TOGETHER
SPEED OF OPERATIONS SPEED OF INNOVATION
Run stable, mission-critical systems
with new IT approaches
Agile, fast, just-good-enough techniques
to explore, adopt and adapt to new
opportunities
BUSINESS
RESULTS

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Choose your “fit for purpose” frameworks
• Empower the delivery team to
choose a framework that is fit for
their purpose
• The clarity and complexity of the
solution and problem; and the phase
in the delivery lifecycle, serve key
differentiators
• Set a strategy and standards based
on best practice for teams to follow
with leadership from experts and
guidance from agile coaches
Product
Discovery
Product
Definition
Product
Development
Product
Delivery
Product
Operation Support
Lean Startup
Scrum/XP
DevOps Kanban
Lean UX

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How Spotify does it
Squad Tribes Chapters Guilds
Chapter
Chapter
Guild
Guild
Squad Squad Squad Squad
Squad Squad Squad Squad Squad Squad Squad Squad
PO
TRIBETRIBE

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Break down the silos: DevOps
• Invest in automation to build,
test, release and deploy
software, but also to manage
servers, environments and
infrastructure through source
code and APIs
• Focus on reducing cycle
times
• Break down silos by
cultivating collaborative and
delivery focused practices,
rewarding outcomes rather
than process, and placing
emphasis on personal and
team accountability
DEVELOPMENT OPERATIONS
PRODUCT
BACKLOG
NEW
REQUIREMENTS
SPRINT RELEASE MonitorMaintain

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Measure, analyze and feed data back to
delivery teams
• Establish dashboards that
provide visibility into work in
progress and outcomes to
enable real-time, informed
decision making at the local
level
• Rather than lots of planning
and big design up front, use
automation to bring minimum
viable products to market
• Take the lessons from captured
data forward into subsequent
development iterations
BUILD
MEASURE
EXPERIMENTS
METRICS
LEARN
PIVOT/PERSEVERE
THE
FEEDBACK
LOOP

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• Partner with the business
to co-create the product /
digital strategy, vision and
roadmap to enable
prioritization.
• Stand up vertically
integrated teams/business
value streams that are
aligned to products,
customers or features.
• Establish a product owner
responsible for all those
things that are required to
create and take a product
to market and keep it
competitive; from concept
to delivery, operation and
continuous improvement.
Partner to develop your strategic product roadmap

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Where do I start?
Business and IT
alignment on plan to
establish exemplars
for each speed
Autonomous teams
led by experts and
supported by
coaches
Delivery framework
strategy and
standards
Work prioritization
governance and
transparency
Customer and
product adoption
metrics and analytics
Agile approach to
directly address
the culture change
required
Co-created transition
plan with clear
expectations and
milestones
Automated
deployment
capability

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A case study
Inputs Prioritization Build Deliver

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Questions?