Digital Transformation Game Plan. 34 Tenets for Masterfully Merging Technology and Business Gary O'Brien, Guo Xiao, Mike Mason

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• Foreword
• Introduction
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
• I. Heightened Customer Expectations and Alignment to Customer Outcomes
• 1. The Simplified Business Model
  • Shareholder Value Versus Customer Value
  • Identifying Your Simplified Model
    • 1. Understand Customer Value
    • 2. Use a Thin-Slice Approach
    • 3. Have the Correct Measures of Success
    • 4. Align Everything to the Work
    • 5. Create Visibility and Transparency
  • Key Points
• 2. Understanding Customer Value
  • Focusing on Customer Outcomes
  • The Impact of Technology on Value and Expectations
    • The Value of Peace of Mind
    • The Value of Feeling in Control
    • The Value of Personalization
    • The Value of Lower Transaction Costs
    • Evolving to Customer Outcomes
    • It Takes Courage to Act
    • How to Get Started
  • Key Points
• 3. The Thin-Slice Approach to Transformation
  • Why Big Transformation Programs Fail
    • Broad Transformation Approach
    • Biased Decision Making
    • Copying Others Rather Than Learning for Yourself
  • Implementing a Thin Slice
    • Measure the Slice
    • Get Everyone in on the Slice
    • Arrange Teams Aroundand Acrossthe Slice
    • Slice Patiently
    • Mixing Thin Slices and Broader Transformation Initiatives
  • The Non-End State
    • Managing Change Fatigue
  • Key Points
• 4. Measures and Decision Making
  • Customer Value Measures
  • Financial Measures
  • Individual KPIs
  • Improvement Measures
  • Putting It All Together
  • Key Points
• 5. Aligning Work to Measures
  • Cascade Approach
    • Cascade Approaches in Action
    • Retrofit Current Work
  • Prioritization and Governance
    • Case Study: Prioritization in Action
    • Pivoting to a Simpler Prioritization Model
    • Prioritizing at Each Cascade Level
  • Putting It All Together
  • Key Points
• 6. Visibility and Transparency
  • Visual Systems
  • Spaces
    • Obeya Room
    • Program Space
    • Team Space
  • Reports and Charts
  • Walking the Walls
  • Key Points
• II. Building a Responsive Organization
• 7. Organizational Constraints and How to Tackle Them
  • Organizational Structures
  • Role Obsession
  • Death by Compromise
  • Evolving Culture
  • Key Points
• 8. Functional Constraints
  • General Functional Alignment
    • The Double-Triangle Model
      • Stage one
      • Stage two
      • Stage three
  • Finance
    • Annual Cycles
    • Operating Expense and Capital Expense
    • Business Cases
    • Project-based funding
    • Functional budgets and planning
    • Measuring completion
  • HR
    • Example Warning Signals: Employee Satisfaction Surveys and the Bell Curve
    • Talent Management
      • Capability planning
      • Employee experience
      • Leadership through ambiguity and experimentation
      • Technology for employees
  • Legal and Regulatory Compliance
    • Laws and regulations
    • Policy and Procedures
    • Standards
    • Governance
    • Joining the digital transformation early
    • Digitization of compliance itself
    • Focusing on analysis and remediation
  • Key Points
• 9. Letting Data Decide
  • Data as a Source of Knowledge
  • Data as a Decision Point: Choosing What to Do
    • Explore
    • Exploit
    • Sustain
  • Use Data to Create an Intelligent Enterprise
    • Data deciding for itself
    • Personalized customer experiences
    • Make better human decisions
  • Key Points
• III. Building Technology at the Core: A Tech Perspective for Business Leaders
• 10. Technology Concepts Every Executive Should Know
  • Technology Excellence Matters
    • Internal Software Quality
    • Software Design and Technical Debt
    • Skilled Engineers
    • Business and Technology Leadership
  • Growing and Empowering Talent
    • Build a Culture of Learning
    • Build a Culture of Empowerment
  • Continuous Delivery and DevOps
    • Continuous Delivery
    • DevOps
  • Digital Platforms
  • Products over Projects
  • The Future Shape of the IT Department
    • 1. Build teams around business capability or customer outcomes
    • 2. Two-Speed IT is not sustainable
  • Key Points
• 11. Technology Excellence Matters
  • Which IT System Is a Utility Asset and Which Is a Strategic Asset?
    • Systems of Record Can Be Highly Strategic
    • Legacy Systems Should not Be Treated as a Utility
    • Utility Systems Can Become Strategic Due to Changes in the Business Landscape
  • Why Internal Quality Matters for Strategic Assets
    • High Internal Quality Drives a Lower Total Cost of Development
    • Technical Debt Builds Up When Internal Quality Deteriorates
      • How technical debt is created and how to mitigate it
        • Conscious decisions to accumulate technical debt.
        • Reckless messiness due to lack of coding skills.
        • The process of software development is really about learning.
  • Technology Excellence Is a Choice
    • Adopt Agile Engineering Practices, Beyond Just the Management Practices
  • Key Points
• 12. Growing and Empowering Talent
  • Build More Core Digital Capability In-House
    • Insource Versus Outsource
    • Hiring is Effective Only When You Have the Proper Internal Culture
  • Build a Culture of Learning
    • Create a Safe Environment to Provide Feedback
    • Encourage Continuous Feedback
    • Create an Environment in Which Its Safe to Fail
    • Dont Cut the Training and Development Budget
    • Learning and Development Is an Important Function
  • Build a Culture of Empowerment
    • Communicate and Share Information
    • Delegate Decision-Making Authority
    • Nurture the Sense of Ownership
  • Recruit for Potential
  • Scaling Digital Talent Through Digital Partners
    • The Cost-Driven Approach Is Outdated
    • What to Look for in a Digital Partner
      • Culture alignment
      • Process compatibility
      • Technical excellence
  • Key Points
• 13. Continuous Delivery and DevOps
  • Release Software Features Early and Continuously
    • Doing the Hard and Painful Things Early and More Frequently
  • DevOps Further Extends the Cross-Functional Team Concept
    • DevOps Is a Culture Change, Not a New Job Title
  • Four Key Metrics for Success
  • Summary
  • Key Points
• 14. Digital Platforms
  • Modular, API-Enabled Architecture Instead of Monolithic Architecture
    • Is This Simply Software Reuse?
    • Microservices
  • Self-Service Data
  • Delivery Infrastructure
    • Removing friction
  • Legacy System Modernization
    • Seven Steps to Modernization
    • Evolutionary Architecture
  • Key Points
• 15. Products over Projects
  • Defining Product Thinking
  • The Difference Between Products and Projects
  • The Benefits of Product Thinking
  • How to Enable Product Orientation
  • Challenges when Moving to a Product-Centric World
  • Summary
  • Key Points
• 16. The Future Shape of the IT Department
  • Better Alignment Between Business and IT
  • Create an Explicit Strategy to Handle Growing Tech Complexity
  • Align Teams with Customer Outcomes, Not Functional Systems
  • There Shouldnt Be Two Speeds
  • Focus on Building Teams
  • The T-Shaped Professional
  • The Blurring Boundary Between Business and IT
  • Business Leaders Will Be More Involved in Technology Decisions
  • Key Points
• Final Reflection: The Importance of Leadership
  • The Frozen Middle
  • Driving Technology Transformation
  • Creating Cultures of Experimentation
  • Shaping the Future of Work
    • How the Work Is Done
    • Where the Work Is Done
    • Who Does the Work
  • New Leadership Traits
  • Key Points
• Conclusion: Getting Started
  • The 34 Tenets of Digital Transformation
• Index

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