APIs are important part of (network) organization

Posted on Leave a commentPosted in management

As network organization is evolutionary and must be constantly adjusted to actual value being delivered you must have evolutionary architecture. Both approaches are aimed to decompose “Big Ball of Mud …”

Even though i think it is essential for network organisation company structured in any way will benefit from this type of product architecture.

You can read more about that in this great article – https://www.thoughtworks.com/insights/blog/microservices-evolutionary-architecture

Microservices meet this definition because of its strong bounded context principle, making the logical division described in Evan’s Domain Driven Design a physical separation. Microservices achieve this separation via advanced DevOps practices like machine provisioning, testing, and automated deployments. Because each service is decoupled from all other services (at the structural level), replacing one microservice with another resembles swapping one Lego brick for another.

The “science” in the science of …

Posted on Leave a commentPosted in management

Often notice that people tend to be “black and white” when talking about practices in any field, let it be management, design, development or whatever… e.g. go completely scientific and measure everything and be very structured or become completely ad-hoc and reactive.

contrast

Of course it’s an option to work in a binary way, but in my opinion it is not necessarily the best way to go while facing complex problem. You must have various “tools” in your toolbox and be creative in applying them depending on a situation or context.

As a confirmation for myself I’ve stumbled upon an article  recently which covers exactly the same topic – http://www.jnd.org/dn.mss/the_science_in_the.html

So, can design be a science? Sometimes yes, sometimes no. Can it be empirically based, evidence driven? Yes. Will it have to reply on intuition and the creativity of individual designers? Sometimes, yes.

What if New Year in every company…

Posted on Leave a commentPosted in management, quick thoughts

Imagine what would happen if the end of the Month would be treated as the end of the Year? What if most common end of year activities would happen monthly? Would it be better place to work? What do you think would change in your team or company? Here are some of them

  • Evaluating what was good and what was bad during a year
  • Planning (dreaming) ahead
  • Thinking about improvements and changes (either personal or work related)
  • Sharing feedback with colleagues
New Year 2014

Question everything

Posted on Leave a commentPosted in management, personal improvement, quick thoughts

There are tons of books where you can read about power of questions – how they are important, how they can help. Questions are powerful for following reasons:

  • demand answers
  • stimulate thinking
  • give us valuable information
  • put us in control
  • get people to open up
  • lead to quality listening
  • get people to sell themselves

Questions also allow you to challenge the status quo and challenge the team. That’s why it is so widely used in Retrospectives by Scrum Masters.

Judge a man by his questions rather than his answers. ~ Voltaire

But wait… But should you really question everything? Isn’t there a risk to reach highest level of absurd? “Asking Questions” is the most powerful tool to encourage, challenge and affect people. Be careful!

question everything

12 Principles of new organization

Posted on Leave a commentPosted in management

How are these principles applied in your company? Do you have modern management system? Let me know if you want to discuss this more or have any practical hints how to move that direction in the company with more than 5 people.

Leadership

  1. Orientation towards client – teams are seeking highest clients satisfaction level rather than achievement of fixed targets from the top management
  2. Responsibility – not central hierarchical units, but small network units are responsible for the results
  3. Effective environment – environment where team’s success is measured according market success, instead of internal fixed targets achievement
  4. Actions freedom – decentralized teams, which are directly working with clients, have all freedom to make decisions and take actions
  5. Management style – everything is managed based on clear and understandable values and boundaries instead of rules and fixed budgets
  6. Transparency – important information is easily accessible to everybody

Processes

  1. Targets setting – making challenging flexible targets, oriented towards continuous relative improvement instead of fixed targets defined for a year. You can call it a direction.
  2. Bonuses and awards – evaluation of overall success and rewarding based on relative improvement instead of rewarding for certain achievements, fixed targets
  3. Planning – collaborative continuous activity that is oriented towards actions, no separation between thinkers and doers.
  4. Control – control is performed based on relative metrics compared with market trends/other teams/previous periods instead of comparing deviations between planned and actual results
  5. Resources – resources are provided on demand without upfront planning and budgeting
  6. Adjustments – adjustments are made as reactions to market changes or new demand, instead of agreed planning cycles or hierarchical coordination

p.s. translated from this very interesting book http://www.goodreads.com/book/show/18462862 by http://nielspflaeging.com/

p.p.s. comparing my organization against these principles now to identify next steps for improvements