This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.
Most frameworks are rolled out in a prescribed manner. One intent behind this includes the desire to create consistency across the organization. Saying which parts of a framework to implement based on size of the org is still prescriptive which is not consistent with systems-thinking. Systems-thinking is a foundation for Lean and Flow. Adding Lean and Flow practices to a non-systems thinking approach doesn’t make it a systems thinking approach.
In development efforts, systems-thinking suggests a value stream perspective. This facilitates alignment around adding value to customers both within and across value streams. Management facilitates education and provides an environment within which workers can self-organize to get their job done.
When the framework is the territory, tailoring is delayed until the framework is understood. But a framework not adapted to an organization becomes overhead and because how or when to adapt is not included in the framework, it often doesn’t happen.
DA FLEX believes in early adaptations. Even when the choice is not ideal, this attitude promotes learning. The goal is not to follow the framework but to continuously improve an organization’s business agility.