quarta-feira, janeiro 22, 2020

"when speed is low, development requires big investments"

O meu parceiro das conversas oxigenadoras enviou-me o link para este artigo "Six ingredients of agile organizational design" com o comentário:
"Só agora associei o Scrum como uma resposta para planeamento do Mongo!"
Caro amigo... até apetece exclamar: Duh!!!

Li o artigo duas vezes e das duas vezes sublinhei este trecho:
"Nowadays, a company’s chances of survival are low if it takes too long to create (new) products. Our company becomes slow if we need a number of teams, each producing a part of the product, to be able to create possible customer value. The specialised team approach creates many dependencies between teams when we try to create customer value. We only know if our product (or change) is successful after releasing it in the hands of the customer because that is when we get real feedback and our assumptions are validated. The slower our company is, the longer it takes before we get customer feedback, i.e. return on investment (if any). That’s why when speed is low, development requires big investments." 
E sorri ao relacionar com a série "Acerca da rapidez" e com as novas regras de xadrez. Mongo tem tudo a ver com rapidez, flexibilidade e personalização.

E acerca de:
"Some teams do not even know what value they are creating from a customer point of view: the workers have never seen a real customer or they don’t have one because they deliver so-called “products” to another department."
Fez-me recordar um texto citado aqui no blogue recentemente:
"Leaders who connect employees with end users motivate higher performance, measured in terms of revenue as well as supervisors’ ratings.
Customers, clients, patients, and others who benefit from a company’s products and services motivate employees by serving as tangible proof of the impact of their work, expressing appreciation for their contributions, and eliciting empathy, which helps employees develop a deeper understanding of customers’ needs."

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