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To counter the market competition, the long tail of support systems needs to be in shape, which requires continues upgrades. A The technical perspective, such as Life Cycle Management, security, and system integration, gives give many reasons why existing systems must be invested in. Unfortunately, the structural and cultural view of working procedures is a significantly more extensive complex scope than the technical one. It involves the thinking of a company's product offering and 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 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 do invest in transforming how their infrastructure is maintained and developed. Many success stories show 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, in most cases, far too long to manage a Value Stream Network and achieve Business Agility.
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The following image demonstrates a typical mature scenario where the development of the Product, including the development platform, has reached Cadence and Sync. The Supporting Systems are still scattered in different development models and are far from reaching any Cadance and Sync.
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Modularization is not a new invention, nor is it unknown. It is a prerequisite for making it all work in many industries, like the automotive with its sizable large clusters of component suppliers.
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