Two-Speed IT: Making It Work!

Proprietary & Confidential 1

July 22, 2015

“Two-Speed” IT:

Making It Work!


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


“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


Those who got it and … those who didn’t


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

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

http://www.cio.com/article/2891714/it-skills/the-myth-of-two-speed-it.html


Pioneers, Settlers and Town Planners


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

https://www.executiveboard.com/blogs/author/rgelders/


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 OperationsManage

Infrastructure

IT

Introduction

Manage

Applications

IT Service

Mgmt

GovernanceArchitecture 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

Pro

du

ct

Team

Pro

du

ct

Team

Pro

du

ct

Team

Architecture

Pro

du

ct

Team

Security

Supply

ChainMarketing

IT IntroductionManage

Legacy Apps

IT Service

Mgmt

Manage

Infrastructure


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


Ok, so how do I make this happen?

Organization Transformation

Customer & Product CentricData Feedback Loop

DevOps & Continuous Delivery

Delivery Frameworks

Making Change Personal


Organizational Transformation


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 INNOVATIONRun stable, mission-critical systems

with new IT approachesAgile, fast, just-good-enough techniques

to explore, adopt and adapt to new opportunities

BUSINESSRESULTS


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

DevelopmentProduct

Delivery

Product

Operation Support

Lean Startup

Scrum/XP

DevOps Kanban

Lean UX


How Spotify does it

Squad Tribes Chapters Guilds

Chapter

Chapter

Guild

Guild

Squad Squad Squad Squad

Squad Squad Squad Squad Squad Squad Squad Squad

POTRIBETRIBE


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


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

LEARNPIVOT/PERSEVERE

THE

FEEDBACK

LOOP


• 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


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

requiredCo-created transition

plan with clear

expectations and

milestones

Automated

deployment

capability


A case study

Inputs Prioritization Build Deliver


Questions?