Dawie Olivier (Westpac)
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Digital transformation requires doing more with less. Projects should focus on ideation and design in the early phases to reduce costs and issues later. Following the principles of doing instead of trying can help organizations successfully transform digitally.
Dawie Olivier (Westpac)
- 1. Less is More – Lessons for Digital Transformation Dawie Olivier CIO – Westpac NZ
- 6. SITCITDEVELOPMENT AND UNIT TESTING DESIGNANALYSISIDEATION CostofQuality(%ofproject) Project Time/Phase SOURCE: Namcook Analytics: Software Quality in 2013 – Capers Jones
- 7. Why are we waiting?
- 25. Do, or do not. There is no try.
Editor's Notes
- #2: Tell story around how we simplified to get the results we are seeing today. Start with the original org structure and work forwards through culture, engineering, structure and to results. (Prettier version of the Board story really.
- #4: Walk through a hypothetical scenario for a software company: Strategy – Bespoke, Cloud based CRM solutions for Small and Medium retail businesses - Compete on the basis of rich out of the box capability, rich customisability and “pay as you go” billing - We want to be the trusted partner for any business looking to create their competitive edge through customer insights and interactions Key Success Factors - Ability to create and maintain scalable, highly available technology infrastructure - Ability to create and maintain great festure-rich CRM software - Ability to customise within the framework of the software we create People - Solid Architecture - Great Analysis and requirements gathering - Great Project Management skills - Great Software Development, Testing and Integration skills Formal Models - Team structure to get best scale out of expensive resources - Project-led controls focussed on the life-cycle of a customer project - Centrally held financial control to ensure best deployment of capital - Gated and predictable delivery methods to provide consistent delivery to customers Culture LET THE ROOM PLAY WITH THIS… THEN LEAD INTO THE WATERFALL
- #6: ONLY AFTER ALL THIS HIPPY MALARKY DO WE ACTUALLY GET TO FORMAL STRUCTURES
- #7: ALSO TALK THROUGH THE EXPERIENCE OF WORKING SUCH A STYLE - Do the Friday night conversation with my partner bit The THEATRE OF PREDICTABILITY AND CONTROL: Timesheeting Gantt charts Resource Pools Program and Project structures Coordination overhead Shine some light on these things. NO OWNERSHIP, NO ACCOUNTABILITY, NO DELIVERY
- #8: Why High utilisation is the DEVIL… I'm late, I'm late for A very important date. No time to say hello, good-bye, I'm late, I'm late, I'm late I'm late and when I wave, I lose the time I save. The White Rabbit, Alice in Wonderland – Lewis Carrol
- #10: Talk about Strategic pillars Customer :: PEOPLE :: Tell story of what a great week feels like Certainly focus on the pillars, BUT YOU HAVE TO CREATE THE GLUE FIRST
- #12: The greatest enemy of knowledge is not ignorance, it is the illusion of knowledge. - Stephen Hawking
- #13: Tell the story of my first townhall as an illustration of how you know your culture is stuffed before walking through this hypothesis
- #15: Why do we want Velocity, Feedback and Iteration? Use the Ten-meter snake analogy of why it is preferable to be able to deliver lots of small things and learn, rather than bet everything on one
- #16: FIRST WE NEED TO UNDERSTAND WHAT CURRENT BEHAVIOURS ARE THAT GET IN THE WAY OHI Survey
- #17: AND A TOOL http://www.surveygizmo.com/s3/2335835/c650848a587c http://www.surveygizmo.com/s3/3142431/Technology-Culture-Quest-II-copy
- #18: WE NEED A MODEL TO GUIDE OUR ITERATION Feel free to give these a try: http://www.surveygizmo.com/s3/2335835/c650848a587c http://www.surveygizmo.com/s3/3142431/Technology-Culture-Quest-II-copy
- #19: WITH OUR VISION IN HAND, WE CAME UP WITH THESE VALUES AND BEHAVIOURS THAT WOULD GET US THERE More examples: I am a leader By acknowledging that people are integral to everything we do And actively removing obstacles from each other I unleash my personal growth We are a team By allowing ourselves to self-organize across all levels And celebrating the successes of the team We unlock power greater than any individual It is all about people By fostering ownership and trust Instead of command and control Energy and passion in people are unleashed We partner with customers By putting the customer’s voice in everything And taking their feedback constantly We unlock value We strive for the elegance of simplicity By focusing on the minimum viable in everything we do We create products that are just right And we get it to our customers quickly We are constantly making everything better By learning from our mistakes And reflecting on our performance rather than resorting to blame We can fearlessly push the boundaries of innovation We are proud to put our name to it By putting quality first in everything we do And by taking pleasure in our craft We ensure great and reliable products
- #20: Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- #22: “The world is full of bankrupt companies with great cultures” – Be Horowitz
- #23: Some say, that between cheaper, faster and better, you can only ever choose 2. Why do we have to choose?