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The Product may be a wide range of systems fronting facing the customer. Either used as a
The Product Development platform is closely connected to the development of Product and is sometimes created by the same people as in the Product Development Value Stream.
All other supporting systems for development and operations. This is the long tail that occasionally gets disconnected from the product.
When governing an organization that develops end-user products, all levels of the Value Creation Structure must be considered. The crucial connection between core Product Development Value Streams and Supporting Development Value Streams is difficult to manage and often overlooked. But, there is no time to investigate new operative structures or how the supporting systems should work.
To unleash innovation and create new attractive products, it is not just the product development in itself that must become faster and more reliable.
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To counter the market competition, the 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 many reasons why existing systems must be invested in. Unfortunately, the structural view is a significantly more extensive scope than the technical one. It involves the thinking of a company's product offering and the tacit knowledge any organization has built up.
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to be organized around value with effective Development Value streams.
But, there is no time to investigate new operative structures or how the supporting systems should work. The focus needs to be on exploring what customers want.
To unleash innovation and create new attractive products, it is not just the product development in itself that must become faster and more reliable.
Cadence and Sync
If you have been involved in an Agile transformation, you have likely seen the struggle to deliver working Features within a short period. It can be hard enough for an Agile Release Train to finalize Features within a Program Increment. But, in a sizeable Lean-Agile organization, the ability to quickly deliver working Features across several domains in multiple Release Trains is needed to accomplish Cadence and Sync.
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Compliance is another field ta
The focus needs to be on exploring what customers want.
At most companies, IT support for business processes has been cobbled together in a series of unrelated IT projects. Some projects build application silos; others link them together. The result is a highly inflexible IT architecture. Most IT and business executives agree that a more modular architecture—where IT-enabled business processes are plug-and-play components that can be used to meet changing business demands—provides far more capability for companies to grow rapidly and profitably. But inflexible legacy systems and processes are impeding progress in building modular IT and business capabilities. Firms wanting to move toward a modular enterprise architecture face a multi-year evolutionary process.2 Building modular capabilities is a gradual process and is often slowed down by the tendency to invest in immediate business needs rather than long-term capabilities. As a consequence, few companies have achieved a modular IT and business environment.
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