Three value inhibiting dysfunctions of enterprise software development
summary
Large enterprises stall on three concrete dysfunctions: struggling with staffing — heavy reliance on contractors creates two-year contractor churn that leaks knowledge and blocks team formation, worsened by dispersed remote hires; abdication of accountability — teams equate rituals with delivery, ignore business KPIs, and surface dependencies in PI planning red strings instead of reducing them (Conway’s Law applies); deceleration by drag — rising “basal metabolic rate of software”, unmanaged technical debt, and heavyweight compliance slow delivery unless automation, policy as code and platform engineering are used.
AI-written summary · about
chapters (15)
- 0:00Introduction
- 1:52Why do companies want to develop software
- 2:43How are companies doing
- 4:49The war for talent
- 6:22What can you do
- 7:43Temporary staff
- 8:59Teams
- 9:53Remote work
- 12:18Accountability
- 13:33Agile
- 14:59Feedback
- 16:17Hobbies
- 20:03Measuring progress
- 22:03Sustainable speed
- 25:46Security risk compliance
related talks
52mUnderstanding UnHealthy Syndromes of Software Delivery
44mWhy "Enterprise Tools" Are Bad for the Enterprise
01h 05mWasteful Waste or Why Everything Is Usually So Slow in Development
46mLeading Distributed Teams
45mSoftware's Seven Deadly Wastes
50mThe Heat Death of Enterprise IT
45mAccelerating Software Delivery: Why Your Team Is Slowing Down
45mEvery Software Org is Dysfunctional