Radical Transformation - direkt gruppe Blog · 8. Innovation is encouraged within teams and enabled through formalised horizontal communications. 9. Associates can move between technical

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Jaroslav Bláha

[email protected]

Radical

Transformation

/ 12214-Sep-2018 | solutions.hamburg | J. Bláha (Xenadi GmbH)

2

4

2

3

4

3 2

23

9

1 Enterprise

~60 companies with IT assets

~80 countries

~50 years of corporate history

High regulatory demands

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large and disciplined organizations win

at games that change

slowly

314-Sep-2018 | solutions.hamburg | J. Bláha (Xenadi GmbH)


Paralysis by

Organization

▪ Each box

responsible for

~80 countries,

~70 locations, 60

BUs

▪ 4 management

layers

▪ 48 middle-

managers = 20%

waste

▪ Up to 7 hops for

communication

???

Agile?

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AgileManifesto.org

514-Sep-2018 | solutions.hamburg | J. Bláha (Xenadi GmbH)

Individuals and interactions over processes and tools

Working systems (*) over comprehensive docu.

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.

(*) Original: „software“


150 2 3 3 297


1. Replace the traditional upside down tree hierarchy with a flatter

model.

2. Replace existing top down control mechanisms with horizontal

democratised ones.

3. Define organisation by the strengths of its associates more than

the power of its managers.

4. Functional groups and individual roles take ownership and

accountability of the services.

5. Groups and roles can work autonomously and with agility.

6. Relieve managers of many of their traditional burdens, allowing

them to focus on strengths.

7. Empowerment felt by all; associates are involved in decision

making and defining direction.

8. Innovation is encouraged within teams and enabled through

formalised horizontal communications.

9. Associates can move between technical disciplines and functional

groups, ...

10.Build a learning organisation, one that can benefit from its own

failures and quickly change its structure ....


Fu

nct

ion

al G

uild

s

Geographic Tribes

1 Facilitator

per Tribe

1 Coordinator

per Guild

Each person

active in max.

3 Guilds

Each Person

in exactly

1 Tribe

Each Person

active in max.

3 Guilds

• Governance & Strategy

• Business Relationships

• Project Mgmt. / Tech

Architecture

• IT Security & Compliance

• Datacenter Operations

• Database Services

• Identity / Messaging &

Collaboration

• Networking

• Cloud Platforms

• Cloud DevOps

• UK Production

• Country Production

• Business Apps & Dev Tools

• 24x7 Application Support

• User Experience

• Local IT & Subject Matter

➢

Guilds as Org.

Micro-Services


✚ Homogeneous, secure WAN

✚ Global Load Balancing & Addressing

Global Cloud-of-Private-Clouds


Software Defined Data CenterIT-as-a-Service

SD

E/S

Dx

: S

oft

ware

-Defi

ned

Every

thin

g

Server

Virtualisierung

Software

Defined Storage

Software

Defined Network

Clo

ud

DevO

ps

Application

Dev. & Mgmt.

Application

Dev. & Mgmt....

Goal:

Autonomous Work / 0 Tickets!

Ap

p. D

evO

ps


▪ Politically motivated smooth

cultural change

▪ Two-speed IT

▪ Announce Revolution face-to-face

▪ Brute force change

▪ Loss of personnel accepted

▪ Hands-off Implementation

▪ Countless team workshops

▪ Empower people to do interesting stuff

▪ “Suicide Squad”

▪ Make dust or eat it!

▪ Unconditional management backing

• Make IT irresistible

• Few, but excellent

full-stack engineers

• No vendor lock-in

• Software-defined

everything

• Everybody is a

developer


Radical Transformation - direkt gruppe Blog · 8. Innovation is encouraged within teams and enabled through formalised horizontal communications. 9. Associates can move between technical

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