We are at a very vibrant moment in tech. Startups and emerging companies are growing exponentially with disruptive ideas, new solutions to existing (or new) problems... These are challengers of the status quo that are taking your revenues one bit at a time.
And you, either a big, medium or small company, wonder: Why and how can they create new solutions and put them out in the market so fast?
Many companies might find themselves in a situation with:
- A poor user experience
- A slow time to market
- High/growing costs
- Vulnerability and risk
- Poor predictability
- ... (you name it, the list is big)
There are several reasons. First and most important of all: We are creatures of habit.
We don't (usually) like new things; we are okay in our comfort zone. Change is hard. The changes we need to introduce in order to deliver at business speed starts and ends in us (i.e. humans beings). We are the ones that define business needs and transform them into production code that can then be deployed to satisfy the market. It is this which allows us to remain ahead of our competitors.
As a result, in order to deliver at speed of business, we must answer the question: how can we design an engaging, motivating and effective change management process?
The second problem is that we tend to follow a fail-fast approach to minimise any possible failure/loss. This means that we only start by adopting 1 or 2 subjects in an isolated POC, rather than trying a more holistic (yet controlled) approach. We must remember that only the combination of a comprehensive set of ideas makes the real deal.
Finally, to document, evangelise and convince others to follow suit and adopt the same way of working is incredibly challenging. There are internal frictions, conflicts of interest and other less obvious components that are not in your hands. However, it is important because internally sharing knowledge, feedback and embracing of new ways of working is capital to ensure an effective and efficient company.
Nonetheless, this is not an easy problem to solve. There may be strict rules on how to carry out processes, committees that have to approve even the smallest of changes and dozens of "teams" that cut across all the areas you need to challenge. This means that the first change should come from the company itself. In other words, don't punish those that are challenging the internal status quo, unless you want to deal with those that are challenging you from the outside.
The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow. Rupert Murdoch