The silos are out to get us!
Over 80% of digital transformations have or are failing.
There is a common reason for these failures which is that they fail to change the organisation structure to properly empower and support multi-disciplinary teams.
Having spotted this pattern I’ve been working to understand why it happens and what can be done to enable successful Digital transformation. The result is this beta white paper.
I’d love to get any feedback.
One thing government IT projects do well (compared to the private sector) is focus on user research.
User research is an essential part of Fimatix projects and is led by user needs – letting the product develop into its rightful state. Effective user research requires efficient designs for user testing.
In order to create user tested designs from the user research you’ve carried out – which can be used by teams in the future – you need to develop a lean process.
We’ve written an in-depth white paper on how exactly you and your organisation can create a lean process:
Read the full white paper: Creating user-tested designs, properly
Firstly let’s be clear – we believe the Chasm Model applies because agile is a “discontinuous innovation that requires the end user and the marketplace to dramatically change their past behaviour to achieve the promise of equally dramatic new benefits”.
Secondly it is worth noting that while this model is focused on technology providers such as VersionOne, Thoughtworks Studios, Atlassian and Rally (who are looking to replace products like HP Clarity and MS Project), but it also directly impacts any service providers in the market and any individuals looking to make a living in it.
Read the full white paper: Where next for the agile evangelist?
The technology adoption lifecycle (Chasm theory) summarises how communities respond to discontinuous innovation, i.e. new products that require the end user and the marketplace to dramatically change their past behaviour to achieve the promise of equally dramatic new benefits. Past examples of this are fax machines, personal computers, spreadsheets and electronic mail.
The original work from as early as the 1950s has been extended by Geoffrey Moore in his books Crossing the Chasm and Inside the Tornado to include his observation of a large gap between the take up of new technology by technology enthusiasts and the majority market.
In this white paper we consider the Chasm Model and its impact on developing strategy for innovation.