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The following image demonstrates a mature scenario where the development of the Product, including the development platform, has reached Cadence and Sync. Each bar represents an end-to-end development cycle that provides a feedback loop. The Supporting Systems are still scattered in different development models and are far from reaching any Cadance and Sync.
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You may think that the Supporting Systems is a platform with a well-defined interface that does not need to be in Sync with Product Development. Then imagine a consumer product that has:
retail Retail and service shops worldwide,
100 product variants,
30,000 physical parts,
One thousand suppliers and five factories .world wide,
the product has one million lines of program code in distributed in 30 embedded computers,
emerging digital services which is the future cash cow,
100 critical integrated supporting systems,
a hurried need for a new product and pricing structure.
The entire product structure is tightly connected in a value stream network connected to culture of “what we provide for customers.” All of the items above are interconnected one big capability to deliver and maintain a product offering.
Does your organization have an overview of what systems need to be developed in Cadence and Sync to benefit from full feedback in your Value Stream Network?
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The development of the car and the supporting systems are two separate value streams with different characteristics. Nevertheless, the Value streams are very interdependent and steered towards the same objectives.
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