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2023 | Buch

Don’t Pursue Transformations; Make the Software Shift Kapitel lesen Erstes Kapitel lesen

Becoming a Software Company

Accelerating Business Success through Software

verfasst von: Amarinder Sidhu

Verlag: Apress

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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SUCHEN

Über dieses Buch

There is a call to action reverberating in company boardrooms, earnings calls, technology conferences, and IT departments: every company should be a software company. The call makes intuitive sense. Software, when done right, creates infinite business leverage. It is not a coincidence that 7 out of 10 largest companies in the world are software companies. But how does a company become a software company? This book will​ help enterprises transform into a software company.
The software-driven future that Marc Andreessen predicted in his now-famous 2011 essay is here but unevenly distributed. While enterprises, and teams within, grasp the software technologies, they lack the context to leverage them — much less understand the fundamental principles that drive the business value from software: What is the real essence of the software-based transformation? If every enterprise is implementing the same technologies, what is the source of differentiation? How do you manage the inherent complexity of software such that it doesn't destroy software's value? How do you build and nurture talent so that it is empowered to create the best solutions for your customers' problems? This book will answer all of that and more.
The boundary between enterprise and consumer software is rapidly blurring. IEEE reports that 40% of the cost of a new car comes from software . Elsewhere, software is becoming synonymous with medical devices and therapeutics . FinTech and EdTech trends are primarily about personalization through software at an internet-scale. The struggling enterprises are up against it. They have no choice but to figure out how to ship consumer-grade software. It is an existential problem for them.
This book compiles the timeless principles of building good software, yet often disregarded while building and deploying software products for enterprises.
What You'll LearnLeverage people to build creative software solutionsManage development complexity so that we keep software focused on user problemsUnderstand software technology as a means of producing valueWho This Book Is ForEnterprise Executive Management, Enterprise IT Management Professionals, Software Practitioners within Enterprise

Inhaltsverzeichnis

Frontmatter

Understanding Software as a Medium of Producing Value

Frontmatter
Chapter 1. Don’t Pursue Transformations; Make the Software Shift
The Shift Principle
Abstract
The need for digital transformation is driving enterprise software for the last decade and a half now. But it isn't translating into real and consistent business transformation. While the digital age provides a lot more new tools and technologies for creating business value, the opportunity for enterprises lies beyond the mere adoption of new and newer technologies. The opportunity to create business value is in leveraging the dominant means of production for the digital age, software, as a paradigm for business innovation. 
Amarinder Sidhu
Chapter 2. Create Value Through Customer Progress, Not by Meeting Requirements
The Value Principle
Abstract
The value that can be created with software isn’t some function of meeting business requirements at the lowest cost possible. With a medium like software, you can create billions of dollars of value without much cost. Just as easily, you can end with little to no value at the cost of billions of dollars. To avoid the failures in creating value, everything you build should pass a timeless test of value. It should create progress in the lives of your customers and users. 
Amarinder Sidhu
Chapter 3. To Multiply Value, Mitigate System Complexity
The Complexity Principle
Abstract
Software can generate seemingly limitless value, but it is complex to get it right. This complexity is exemplified in the struggle of traditional car companies trying to become software companies. Vehicle recalls are increasing in large part due to software defects. In contrast to traditional car makers, Tesla has become the most valuable car maker because they are a software company first. How they deal with complexity of software development can teach a lot about how enterprise companies should, while trying to become software companies. [1]
Amarinder Sidhu

Creating Business Agility from Software Agility

Frontmatter
Chapter 4. Don’t Procure Software; Create a Dynamic Stack Instead
The Stack Principle
Abstract
Enterprise shouldn't procure software through large one-off buy or build analyses. They should create a dynamic and differentiated software stack that minimizes the amount of software development work. Because a dynamic stack is the true foundation of software agility.
Amarinder Sidhu
Chapter 5. Implement a Strategy of Business Agility, Before the Agile Methods
The Culture Principle
Abstract
Today, there is hardly any company of a meaningful size that doesn’t leverage Agile software development methodologies in some form. But despite this widespread use, there is a cloud of discontent. Agile in Enterprise has become all about methods. The larger imperative of cultural values is forgotten. But it is critical to get Agile right to bring the fruits of software revolution into Enterprise Software. 
Amarinder Sidhu
Chapter 6. Manage Development Flow, Not Project or Product
The Flow Principle
Abstract
The real deliverable of software development work isn’t a project or a product. It is to create business value that is repeatable and predictable. The objective of software development life cycle (SDLC) shouldn't be achieving state-of-the-art product management or project management competencies. It should be achieving the optimal flow of work and information within this SDLC that maximizes business value. Therefore, the focus must shift from project or product delivery-based management to flow-based management within enterprise software.
Amarinder Sidhu

Transitioning from Good to Great

Frontmatter
Chapter 7. Teams Build Good Software, Not Resources
The Team Principle
Abstract
Teams build good software, not a collection of resources. Planning software development work by allocating people as “resources” hinders the realization of the true potential of the software revolution. It is an anti-pattern. This anti-pattern worked when there was new value in just implementing the latest commercial enterprise software packages at the lowest cost possible. It doesn’t when enterprises have to innovate on new use cases. The real source of innovation is a team gelling in a culture that allows it to be creative and to achieve its most optimal flow. A team is the pattern antidote to the resources anti-pattern.
Amarinder Sidhu
Chapter 8. Practice the Art of Creative Management
The Management Principle
Abstract
There is a paradox at the heart of modern management: balancing management control with creative freedom. It is also the central management challenge for becoming a software company. If the teams must operate at their creative best, the management has to learn to become creative as well. They have to learn build organic control, and not reply on the mechanistic control of the bureaucratic process. They have to focus on making new actions attractive, instead of breaking resistance to change of old actions. They have to prioritize learning and embrace emergent outcomes of the self organized teams.
Amarinder Sidhu
Backmatter
Metadaten
Titel
Becoming a Software Company
verfasst von
Amarinder Sidhu
Copyright-Jahr
2023
Verlag
Apress
Electronic ISBN
978-1-4842-9169-6
Print ISBN
978-1-4842-9168-9
DOI
https://doi.org/10.1007/978-1-4842-9169-6

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