The Experimental Enterprise
summary
Large companies must become fast-learning organizations; describes ING’s moves: reorganizing into 400 autonomous squads that own build-and-run, adopting a microservices API platform with a central CI pipeline, and training engineers as full‑stack polyglots. Details concrete failure modes (hidden dependency assumptions, differences like 99.99 vs 99.8% availability) and a cost case where a rebuild cut spending from $200M to $4M, and emphasizes service-level promises and tooling to enable safe experiments.
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chapters (10)
- 0:00Introduction
- 2:16Software eats the world
- 5:53Learning organization experiments
- 8:45Assumptions biggest pitfall
- 13:22Understanding software era
- 16:51Assembly line vs software
- 19:43ING practical examples
- 23:58Organizational change autonomy
- 26:48Empathy platform teams
- 28:35Summary
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