Sheering and Slippage in Big Orgs

John Willshire introduced me to Stuart Brand’s How Buildings Learn last week because it talks a bit about how buildings have different levels, which change at different speeds and it’s interesting how the web is another layer of a building.

Coincidentally, I came across the same point in Dan Hill’s  Dark Matter and Trojan Horses yesterday;

photo

This is useful not just for thinking about the nature of change of buildings but how change occurs in any system, such as a large organisation.

Large organisations change at different paces. The marketing department is usually faster to change because, quite frankly, talking is easier than doing. Or at least, it used to be.

It used to be that building products and services was difficult. But it’s not any more. Now it’s actually really very easy to make good stuff. It used to take a team of 6 designers and developers working for a year just to put together a website that would take a form input, do some calculations in a cgi bin and spit out a response. Now we can make working, usable software within hours or weeks. So, while cycle times for software development have reduced to 1-2 weeks, finance planning cycles are still happening once a year, marketing is still happening once a year, strategic reviews are happening once a year. So what we’re seeing now is this sheering and slippage happening in new places. This is why we’re seeing things like #noestimates, because all the teams that are delivering things in cycles are wondering why the rest of their businesses is still stuck on a different layer on a different cycles. And where there’s slippage and sheering, there’s friction and waste.

So if marketing is capable of the required pace and so is the making of software, then what’s the next level feeling the friction?

Rather than #noestimates, perhaps we should be training a new generation of Financial Directors in the ways of agility? What about procurement departments?