Posts Tagged ‘Technological Revolution’
I Never Even Spoke with Anyone from the Occupy Wall Street Movement
Full disclosure part I: a month ago, while on my way to a business meeting, I saw a few OWS folks “camping” in front of the Federal Reserve Bank on Market street in San Francisco. I did not even have the time to take a picture with my iPhone, let alone chat with someone. This is the closest I ever got to touching, or being touched, by anyone in the movement.
So, I do not even know whether folks in the movement will agree or disagree with my simple interpretation of their overarching message:
- Our financial system is badly broken.
- Rather than letting it continue with business as usual, the Federal Reserve Bank should take over the banking system.
- Many of the services provided today by banks can be provided (once the Fed takes over) through devices such as iPhone just as they do in rural India.
- Substitutes could and should be developed for the services that can’t be carried out through iPhones or similar devices.
- Developing such services is no different from developing alternative sources of energy or health care services.
- Once the government puts in the appropriate policies (to encourage development of such services), a ton of entrepreneurs will jump at the opportunity.
I have no doubt that there are zillion details that I am not aware of that need to be figured out. I am a software engineer, not a banker.
But, I believe that at a very high level bullets 1-6 above capture some aspects of the message folks in the Occupy Wall Street movement are trying to get across. Hence, I am really surprised at the question I see cited so often “But what do they really want?!” IMHO they simply want a major reform of the financial system. The details for so doing are better left to experts.
Full disclosure part II: I have to admit my blood boiled today when I saw the videos from UC Davis. As I said in a tweet an hour or so ago, it starts feeling like the brutality inflicted on the Bonus Army in 1932. Tim O’Reilly goes one step further in his post in which he brings up the loaded topic of Banality of Evil.
So, I might be writing this post with some strong emotions. But, I think the thesis I pose is directionally correct.
You don’t need to take my word for it. Just read Technological Revolutions and Financial Capital by Carlota Perez.
Velocity 2010 – Where Have All The Business Executives Gone?
By now I have “touched” and been touched by dozens and dozens of participants in the O’Reilly Velocity conference. I did not meet any business executive (other than various CEOs/CMOs who pitched their companies from the podium).
No doubt, the O’Reilly Velocity conferences (this is the third one) are geek events. Having said that, IMHO these conferences are extremely important to the business executive. If you don’t attend you miss up on four value propositions:
- Getting a sense of what the future in web operation holds.
- Grasping what forthcoming advances in web operations mean to your business design. See for example my post Ops Driven Dev from earlier today.
- Understanding the needs of a growing demographic sector that your business might not be able to access today.
- Getting to know the kind of developers and sysadmins that probably work in the trenches of your company.
You owe it to yourself to consider attending Velocity 2011 if terms like “sysadmin 2.0”, “darkmode” and “devops” and do not resonate with you. I can’t give you “your money back” guarantee if you are not satisfied with the conference, but I will gladly pick the bar tab when we meet there.
Role of the Agile Leader in Reconfiguring the Business
Click here for the slide deck from my Agile 2009 presentation.
Abstract: The presentation applies Agile thinking to critical aspects of strategy and execution at a time of uncertainty and disruption. The essential point is simple and logical: Agile values and principles are indivisible. To succeed, they must be applied not just to R&D, but also to customer and company, simultaneously. This requires reconfiguration of customer relationships, employee policy, software development, and the relationship that binds the three. The resulting paradigm shift could lower the cost of software and produce prosperity similar to the one induced by ultra-cheap oil in the 50’s.
Perspective: In addition to being a ‘think-piece,’ the presentation offers pragmatic recommendations for the Agile champion in three critical areas:
- It explains how the Agile champion can cross three chasms that tend to form in the course of large scale Agile rollouts.
- It explores how to apply Agile priciples to software deployment and operations.
- It shows how earned value management can utilize ‘real time’ customer feedback in companies that embrace end-to-end Agility.
Punching Above Your Weight Class
Authors Hagel, Brown and Davison use an interesting metaphor in a recent Harvard Business Review article on strategy in time of constant change:
Today’s new Digital infrastructure in fact gives relatively small actions and investments an impact disproportionate to their size. To use a boxing metaphor, companies can now punch above their weight class.
Compare the Digital infrastructure with traditional infrastructures such as water canals, railroads or highways. Unlike these classical means of communication and transportation, Software is unique in being integral part of the Digital infrastructure as well as being a major piece of what gets transported over the infrastructure. Best I know no other entity ever played such a dual role in as meaningful a manner.
The metaphorical punch Hagel, Brown and Davison use as an illustration for the leverage provided by the Digital infrastructure is particularly intriguing due to to the malleability of software. Delivery methods for products and services over the Digital infrastructure could evolve the way product feature and functions do. If the product continues to evolve after initial delivery, the opportunity presents itself to do Agile in the deep sense recently proposed in The Lean Startup: iterative customer development alongside Agile product development that includes iterating on the delivery method.
Marauder Strategy for Agile Companies
Colleague Annie Shum sent me the URL to a recent post by Clayton Christensen in The Huffington Post. In this post Christensen characterizes “disruption” in the following manner:
Disruption is the causal mechanism behind the “creative destruction” that [economist Joseph] Schumpeter saw so pervasively at work in capitalist economies. [Links added by IG]
Christensen’s post is largely about the automobile industry. It, however, ties nicely to an email exchange Jeff Sutherland and I had about Agile as a disruption inside the company vis-a-vis its intentional use as a disruptive methodology in the market. To quote Jeff:
We are starting to see organizations like yours that can use Scrum to disrupt a market. There is a tremendous amount of low hanging fruit out there. Dysfunctional companies that can’t deliver. I’ve been recommending a “Marauder” strategy to the venture group. Find a company who has a large amount of resources. Set them loose like pirates on the ocean and they seek out slow ships and take them out.
Carlota Perez, who has been often cited in this blog (click here, here and here), is a disciple of Schumpeter. I really like the way the “dots” are connected: Schumpeter –> Perez –> Christensen –> Schumpeter. Their theories of disruption and constructive destruction express themselves nicely in the business design proposed by Jeff.
A Note on the Macro-Economic Crisis
Re-reading Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages by Carlota Perez, I was struck by the following paragraph:
So, once again, the amount of money available to financial capital has grown larger than the set it recognizes as good opportunities. Since it has come to consider normal the huge gains from the successful new industries, it expects to get them from each and every investment and will not be satisfied with less. So rather than go back to funding unsophisticated production, it develops sophisticated instruments to make money out of money. [Italicized and highlighted by IG]
Perez published the book in 2002. Her words of wisdom seem to be appropriate today even more than they might had been then.
(Click here and here for related discussions of Agile in the context of the current macro-economic crisis.)
The Language, The Issues
Colleague Clarke Ching asked me about the language I use in interacting with executives on Agile topics. To quote Clarke:
Obviously the language one uses with a developer is quite different from the language one uses with a program manager. Likewise, the language you [Israel] use in discussing Agile with executives must be quite different. What language do you use? In particular, what language do you use amidst the current economic crisis?
What language do you use amidst the current economic crisis?
I view the economic crisis as part of life. Having grown up in Israel, I still clearly remember:
- The 1956, 1967 and 1973 wars;
- Various economic crises;
- Any number of measures taken by the government to cope with financial crises. For example, devaluing the currency on many occasions.
We all survived and the country moved forward in leaps and bounds. We simply learned to accept dramatic changes as inevitable, to continue doing what we believed in. We, of course, changed tactical plans in response to disruptions such as a change in the value of the currency, but continued to do the right things strategically. Such turbulence, and possibly worse, has been characteristic of much of the world for many years now. Just think of Eastern Europe, Latin America or Africa.
Fast forwarding to 2009: I try to put the economic crisis in perspective. I have discussed the techno-economic cycle along the lines articulated by author Carlota Perez in her book Technological Revolutions and Financial Capital: The Dynamics of Bubbles and olden Ages. In my recent post Why Agile Matters, I stated:
- The fifth techno-economic cycle started in 1971 with the introduction of the Microprocessor;
- This cycle has been characterized by software going hand-in-hand with miniaturized hardware. We are witnessing pervasive software on unprecedented scale;
- Furthermore, software is becoming a bigger piece in the contents of just about any product. For example, there are about 1 million lines of code in a vanilla cell phone;
- Agile software significantly reduces the cost of not “only” software, but the cost of any product containing software;
- And, Agile software enables us to respond faster and more flexibly to changes – in the software, in the business process that is codified by the software, in the product in which the software is embedded.
In short, I speak about software as an important factor in the bigger scheme of things – the techno-economic cycle.
What language do you use in your conversation with executives?
I describe the benefits of Agile in the business context. For example, when I meet an executive of a major financial institution, I discuss with him/her issues of compliance and risk his company is facing. For a global financial institution I typically discuss the critical needs during transfer of trade from London to Wall Street. A lot of things need to work seamlessly in order to ensure smooth transition. If things do not work well within the short transition window, the implications are dire:
- Unacceptable risks. Billions of $$ could be lost if a global financial company cannot start trading on time in Wall Street;
- Severe compliance issues. The executive with whom I speak and his/her company could get in serious regulatory trouble due to a failure to reconcile trades and keep the required audit trail.
The ties of these business imperatives to Agile are straightforward:
- Higher quality code reduces the risk of a ‘glitch’ in the transition of trade from London to Wall Street;
- Should a financial institution suspect a glitch might happen, Agile usually enables Application Development and Operations to fix the code faster than traditional methods;
- And, using virtual appliance technology enables deploying the fix in minutes instead of months.
I usually cite the examples of Flickr and IMVU to demonstrate how fast one can deploy software nowadays. I make it crystal clear that I do not expect a global financial institution today to be able to deploy every thirty minutes or every nine minutes as Flickr and IMVU do. However, I stress that the software industry is clearly heading toward a much shorter cycle between concept or problem identification and deployment. I point out that he/she has an opportunity to be ahead of the power curve, to gain competitive advantage in the market through superior velocity in both development and deployment. Obviously, a faster introduction of a new hedging algorithm could make a big difference for a financial institution.
What do I typically hear from the executive in such a conversation?
The responses I usually get tend to reflect the alignment (or lack thereof) between the financial strategy and the operational strategy a company follows:
- The “cut costs by cutting costs” variety: the discussion revolves around the need to continue to carry out layoffs on a quarterly basis. In this case I stress the life cycle costs of software, asking the executive I am speaking with to answer a tough question: Can you afford the software you are developing? This question often leads the executive to reexamine the balance between the two strategies (financial versus operational).
- The “cut costs by systemically improving the underlying system” variety. The conversation with executives of this mindset usually converge quickly on what is most important to the business: time-to-market, quality or productivity. It is a small step from here to getting into the “hows” of Agile roll-out.
Reflections on The Use of Agile Methods by the Entrepreneur
Walter Bodwell has posted his reflections on The Use of Agile Methods by the Entrepreneur. To quote Walter’s summary:
It looked at agile from a different point of view than typically done.
See here for the full review of the presentation by Walter.
The Use of Agile Methods by the Entrepreneur
Sebastian Hassinger and I just finished delivering this presentation in Agile Austin. It is a ‘think-piece’. Comments on the presentation will be highly appreciated.