Why Do Efforts to Change Organizations Often Fail?

Mik Kersten, author of “Projects to Products” and CEO of Tasktop, has seen a reoccurring theme. We go to conferences; we hear about all these fantastic things that can happen when we incorporate lean practices, continuous flow, and feedback. We come back pumped to start changing the way we work because we know it will improve our lives for the better. Then suddenly, the motivation gets drained out of us by all the internal systems in place that effectively prohibit change.

Mik has boiled the reasons we face in these situations down to three things:

  1. Language differences between business and technology groups
  2. Change metrics are non-existent, broken or not relevant between groups
  3. Projects are considered cost centers

Mik also takes a closer look at the concepts behind his book, including the value of product value streams, persistent teams, and organizing with the intention of reducing the number of dependencies.

Accenture | SolutionsIQ’s Mirco Hering at the DevOps Enterprise Summit in Las Vegas.

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