Strategy on Big Programmes
summary
Argues containerization and similar shifts are strategic because they cut across org boundaries and leave winners and losers, so plan for the central paradox that organisations improve while some people lose out. Identifies three real impediments: leadership infrastructure finance. Recommends concrete fixes: incremental continuous delivery, codify builds into scripts, accept a £50,000 up‑front fix rather than paying 6 weeks extra later, use a donut principle for duties/autonomy, a “fuck‑it” bucket to try experiments and learn.
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chapters (12)
- 0:00Start
- 2:55The Sirens
- 5:08Michael Porter's Five Forces Analysis
- 9:36Failed Strategies
- 10:09Three Impediments To Strategy Leadership
- 12:18Infrastructure
- 16:06What Does Finance Got To Do with Strategy
- 17:44The Donut Principle
- 18:32Creating Space for Emergent Strategies
- 22:35Finding Financial Balance
- 29:37Self Awareness
- 30:11Conclusion
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