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CTO School MelbourneNovember 2016
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This Month’s Topic
Looking at your technology business through the lens
of the 3 horizons modelwith
Nigel FernandesSEEK
CTO School Melbourne
Thinking about technical strategy & growthNigel FernandesArchitecture Practice Manager
Objective:
Help you understand whether the 3 Horizons of Growth model could
work for you
THIS TALK IS NOT ENDORSED BY
Foundations of thistalk
Individual autonomy without collective alignment leads to anarchy.
~ Sam Newman
Platform = People + Technology
~ Scott Shaw
Software delivery capability is a function of the alignment of
the platform to the needs of the product.
~ Me
3 Horizons Model
3 Horizons Model
The Product side
Extend and defend core business
Build emergingbusinesses
Create viable options
Experienced business operators extend the core
Business builders develop new opportunities
Visionaries, champions create viable options
The People side
Transitional Architecture modernizes the core
Evolutionary Architecture guides growth with opportunities
Emergent Architecturebased on disruptive tech
The Technology side
Horizon 1Superior execution.
Extend and defend core business
Horizon 1
Transitional Architecture modernizes the core
Experienced business operators extend the core
We rely on experienced technical leaders who possess:
• A track record and love for working effectively with
legacy code
• The ability refactor as you go along and be disciplined
• The ability to strangle systems along functionality seams
• The explainers. The patient. The calm and steady.
People
Transitional Architectures aiming forSOA/Microservices as a strangler and for complexity management
Automated operations and effective team level support/on-call
New tech as a way of solving problems of scale: AWS, Docker etc.
New tech as a way of decoupling, managing blast radius
Focus on Inter-operability
Established pattern based decision making
Tech Radar as a Reflection Exercise
Activity
Get technologists in a room.
Ask them to reflect on Techniques, Tools, Platforms and Languages in use. Classify these as Assess, Trial, Adopt or Hold.
TIME modeling with Leadership
Activity
Sit with your leadership team
Ask them to reviewproducts and systems usingGartner’s TIME model.
Classify each into one of the four quadrants
Use the results as an input to decision making
STARS modeling with Leadership.
Activity
Sit with your leadership teams
Ask them to assess their products and the teams working on them Classify each as Start-Up,Turnaround, AcceleratedGrowth, Realignment orSustaining Success
Reflect on the implications
Patterns. Everywhere.
Logging. Metrics. Deployment. Secrets.
Horizon 2Taking advantage of new opportunity
Build emerging businesses
Horizon 2
Business builders develop new opportunities
Evolutionary Architecture guides growth with opportunities
We rely on Product engineers. Characterized by:
• Enthusiasm and passion. Evangelists.
• A Strong sense of optimism
• Comfort with working in higher degrees of uncertainty
• Comfortable with trading tech debt for speed, and the
experience doing it.
• Knowledge of the second system effects
• Ability to think on their feet, adapt fast, and thrive while
under delivery pressure.
People
Evolutionary Architectures guided by :Composibility of existing services to extend/create new products
Add new services to expose new capabilities/data
Invest in older software assets only where required
New tech as a way of attracting and retaining talent
New tech as a way of achieving shortened time to market
Optimize for code for flexibility not efficiency
Focus on Inter-operability
FFF Exercise with Teams on a regular basis
Activity
To help teams keep their focus on the things thatare important.
Use the FFF for nonfunctional requirements
Have teams determineThe dimensions
Trade off sliders with Teams on a regular basis
Activity
To help teams keep their focus on the things that are important.
To help keep product and technology teams honest.
Tech Debt walls mapping
Activity
Technical teams get uncomfortable with borrowing down on tech debt. Visibility helps deal with managing the debt versus productivity scales
Horizon 3Creating new viable businesses
Horizon 3
Emergent Architecture based on disruptive tech
Business builders develop new opportunities
Create viable options
We rely on Entrepreneurial engineers. Characterized by:
• Self driven. Champions and visionaries.
• Comfort with working with a lack of clarity
• Comfortable with building quick and dirty solutions
• Comfortable with throwing work away as products
develop and pivot.
• Ability to learn fast without a lot of formal support
• The courage to be different.
People
Emergent Architectures characterized by :Operating outside the boundaries of established systems
New tech as a market disruptor
New tech as a commercially defensible IP
Optimized for learning
Mandates the need for re-investment later
Horizon scanning
Activity
Workshop with the whole cross functional team and the entire stakeholder group to course correct and maintain engagement
The Emergent Organization
Experienced business operators extend the core
Business builders develop new opportunities
Visionaries, champions create viable options
Culture evolution
Ref:Connected Company – Dave Gray
Ref:Connected Company – Dave Gray
Thank you
Discussion notes
Wardley maps: (Matt Fellows and Ervin Van der Koogh)http://blog.gardeviance.org/2015/03/on-pioneers-settlers-town-planners-and.html?m=1and https://vimeo.com/189984496
Is there a Horizon 0 – the people and tech left behind after an organization has moved on, post the evolution from horizon 1 -> 2. What does that look like? (Liz Douglass – has upcoming talk at YOW CTO summit on this)
The 3 horizons model as applied to features and code flows within an application. 3 horizons of features, core feature set, potential high adoption/value-add/differentiator features, and long shots? How would you engineer these given this view? Would you put more rigour around networks and error case handling for horizon 1 versus 3 for example?(Oliver Jones)
Crossing the chasm & related HBR article : https://hbr.org/2007/07/to-succeed-in-the-long-term-focus-on-the-middle-term (Nish Mohanty and others)
