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Gartner - Changing the CIO game with a Data Driven Culture
- 1. 3X FASTER , 3X MOR E PR ED IC TABLE, 2X MOR E IN ITIATIVES PRODUCT DELIVERY BACKED BY PER FOR MAN C E D ATA SC IEN C E CHANGE THE CIO GAME WITH A DATA DRIVEN CULTURE S T E V E M A I D M E N T & G E N D RY M O R A L E S
- 2. I N O N E Y E A R PROTOTYPE TEAM ORION LAUNCH: NEW OPERATIN G MODEL OPTIMISING DELIVERY THROUGH PERFORMANC E DATA SCIENCE FEATURE PRIOTISATION & SLICING VALUE 2016 OCT NOV DEC JAN FEB MAR APR MAY JUN JULY AUG SEP OCT 2017 DISCOVERY, ROADMAPPING & CUSTOMER ANALYTICS PORTFOLIO PLANNING & PRIORITISATI ON OPERATING MODEL DESIGN TRANSFORMING PRODUCT DELIVERY
- 3. F A C T S & C L A R I T Y P R O D U C T D E L I V E R Y P E R F O R M A N C E D E M O C R AT I S I N G C O N T I N U O U S I M P R O V E M E N T R E S U LT S & P R O O F P O I N T S A FOCUS ON DATA
- 4. 3X FASTER TIME TO MARKET
- 8. SAME TEAM SIZE, 2X MORE INITIATIVES
- 10. S P E E D & P R E D I C TA B I L I T Y M A N A G I N G T H E S Y S T E M R E D U C I N G W A I T T I M E C O N S I S T E N T S L I C I N G THE RESULTS I N I T I AT I V E S A N D T H O U G H P U T V E R T I C A L S L I C I N G S E Q U E N C I N G B A S E D O N P R I O R I T Y F O C U S
- 11. I N T E N T B A S E D , E N D T O E N D A C C O U N TA B I L I T Y, O U T C O M E F O C U S S E D A S H I F T F R O M T R A D I T I O N A L R O L E S T O M O D E R N D I G I TA L I N T R I N S I C M O T I VAT I O N A N D C R E AT I V E S P I R I T MISSION TEAMS
- 12. WHAT’S NEXT…
- 13. THANKS STEVE MAID MEN T C I O C R O W N B E T GEN D RY MOR ALES P R I N C I P A L C O N S U L T A N T E L A B O R 8 L O C AT I O N S : B R I S B A N E , S Y D N E Y & M E L B O U R N E F O R M O R E I N F O C O M E S E E U S AT B O O T H A 4 @E L A B O R 8 W W W . E L A B O R 8 . C O M . A U
Editor's Notes
- “So Gendry, Steve engaged a team from Elabor8 to help him to implement a strategy for the transformation, can you tell us a bit about it?” In one year, the goal was to transform product delivery so that it became CrownBet’s competitive advantage. And it’s important to know that this business is driven by an important date, the spring racing carnival in Oct/Nov. Steve and I had done these transformations a few times before but we needed to do the all disruptive change and then start see the benefits in this one year window. We started with a transformation strategy that saw us launch a new operating model in Feb. This would give us enough lead up time to design this new operating model, but also give us just enough time to settle the changes in before SRC. So, this is what it looked like. In the first month we started prototyping the new operating model with one team as this would give us a smaller scale idea of how the new team design would work before we made the big change. A place for us to test and learn. For example, when we put the prototype team together we wanted a small team size with full stack capability from User Experience through to Engineering. But we found that there was too much specialization in skills at CB, so we needed to start changing role capabilities early and support the teams with coaching through this. No transformation runs to plan, and we always had an adaptive strategy. In November our exec team came to us wanting a lot more transparency around portfolio planning and prioritisation. We leveraged this opportunity and pivoted to create portfolio kanban which meant we changed all the governance and prioritisation committees. In parallel we worked with the leaders around different design options for the new operating model and scenario tested these against the current and future initiative demand. Then in Feb, we did an entire organsiational change piece and cutover to our new operating model. It was the launch of Orion, a new way of working. From then the focus was on delivery and performance data, getting through the disruptive team forming stage and bringing in resilience and robustness to engineering. Once we had made some good progress in delivery, we worked on our product management and UX capabilities. And now we are focussed on Discover, Roadmaps and Customer Analytics - orienting the Portfolio around customer opportunities rather than solutions.
- “Gendry, how did data change the game?” We wanted to create a culture of data driven decision making, looking to the facts and clarity over opinions which is especially important for anyone who is serious about creating successful digital business. We started with the systemic metrics around product delivery performance, adding a Business Intelligence layer to our own data in Jira. We looked holistically at how fast we were as a digital team, our predictability, the output. We created transparency so that everyone could see their data, we wanted to decentralise decisions and democratize continuous improvement. And this means we are able to show you the results of our transformation through these metrics.
- One of the first things we saw is that we were 3x faster to market. When we measure our time to market, we look at the lean metric cycle time which captures the duration work takes in the teams. We capture the data across the whole portfolio, all the teams and at the most detailed user story level. And we look at the median across the portfolio
- Here you can see the median cycle time trend over time. This time last year our median was just over 2.5weeks for delivery and now we’ve got this metric down to 4.7 days but also reduced the volatility. 3 times faster than before.
- Speed is one dimension for us to look at, but in an event driven business like CrownBet being able to predict delivery dates with confidence means we can make more sophisticated business moves. So we look at time to market, but this time at all the complexity and the distribution of the data because we want to use our historical data to help us predict the future.
- On the bottom of the axis we can see every single user story and how long it took. As an example, this one took over 500 business days. The green is within 1 sprint/2 weeks, the yellow 2 sprints and orange more than 2 sprints. At the top we can see the 15th and 85th percentile in the dark shading. This shows us that last this time last year our ability to forecast a user story being delivered was anywhere between 4days and 2months and this is quite a big range. Now, we deliver 85% of the stories in just over 2 weeks. And you can see we have taken the volatility out of delivery which means we have a lot more confidence in our delivery dates and we are now 3 times more predictable
- The product delivery performance metrics are good for internal teams. However we want to know what we are delivering to our customers and how we are making a real impact to the bottom line.
- On the top of the axis here we’ve added a list of all the initiatives delivered over time to give us that comparison. From Feb 16 to Feb 17 we saw 45 initiatives. In the 8 months from Feb 17 to Sep there were 77 initiatives. That’s 2 times more initiatives and that’s what our business and customers notice. You can also see the dark bars on the top which represent the weekly throughput – how many stories the teams are delivering. The most interesting thing here is the change in pattern from a batching up of work and tickets waiting for releases, to now a more incremental steady increase. It hasn’t dropped below 50 tickets a week since April, and it is steadily above 100 tickets per week since August.
- “Gendry, how did the team get these incredible results?” In terms of speed and predictability, we were focussed on cutting out wait times and handoffs - not making the individuals work harder or faster – but changing the system. And in terms of initiative delivery, we did a lot around slicing the work from a user centred feature mapping perspective. Then once we find those we sequenced the most valuable pieces first. This means we’re constantly delivering valuable releases to customers.
- And the Operating model we designed is based on the principles of intent based leadership. The teams we set-up each had a mission. A mission that fits in with our overall strategy, so we create as much bounded autonomy and end to end accountability in the teams to deliver to that mission. As part of this shift from feature and component teams, to mission teams we have changed the team mix. From traditional roles like manual testing to having a strong UX focus, more automation and full stack engineering roles. And we have tried to create a model that harnesses the intrinsic motivation and unlocks the creative spirit of teams.
- “Steve, now that you’ve achieved this level of resilience and predictability - what’s next?”