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"Organizations that manage IT delivery as projects instead of products are using managerial principles from two ages ago and cannot expect those approaches to be adequate for succeeding in this one. Visionary organizations are creating and managing their Value Stream Networks and product portfolios to leapfrog their competition in the Age of Software."
― Mik Kersten, Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework
The long tale of legacy
Large Naturally, large organizations that produce complex products , naturally have the biggest most significant challenges. Under the hood of these organizations, there is a large number of are many systems to support the operational value streams. All tighs together in a product structure which is the backbone for making it all work in the supply chain, production, development, finance, sales, distribution, and aftermarket. Especially companies with long-lived consumer products have a substantial legacy of supporting systems.
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To counter the market competition, the long long tail of support systems needs to be in shape, which requires upgrades. A technical perspective, such as Life Cycle Management, security, and system integration, gives lots of many reasons why existing systems must be invested in. Unfortunately, the structural perspective view is a significantly bigger more extensive scope than the technical one. It involves the thinking of a company's product offering and also the tacit knowledge any organization has built up.
Companies generally understand the urgency to have a structure including support systems up to speed. The big question is: “How "How can we know how our future support systems should work when it is unknown what the future products look like?” " And , they start to investigate what future infrastructure they need. Meanwhile, the market is adapting faster and faster.
Many companies also invest in transforming the way how their infrastructure is maintained and developed. There are plenty of many success stories of how Lean, Agile, and DevOps have reduced lead time, increased quality, and other business benefits. Regardless of how well you succeed in improving system development, the tale of legacy is very long and complex.
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But, there is no time to investigate new operative structures or how the supporting systems should w, and theThe work. The focus needs to be on exploring what customers want.
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