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Keynotes - Arbuckle and Oliver

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so in the Sierra the now it can be you in the coming you do if did would look at what it wasn't that this is going to be a really long session I went on the front you never going to make lots that that wasn't that long ago that being a CIO you know the acronym stood for career is over the has so far on once the love lasting this and the fact is that the conversations change significantly over the years but not too long
ago being a I was the guy minutes cost was a guy who made by t efficient who didn't have less money and less people form more output the fact is that today what happened is that and especially all speak for the banking industry is that there is no such thing as a bank without without significant take investment you know as we move towards online and virtual channels that is the bank is the take and that means that the seat at the table has become much more important more pertinently or is the fact that all banks already have take but what they don't have as organizations that connection to the ticket velocity and that can affect shippers ideas is really really quickly so that's not the job is changed so as much as you I said at the strategy Table on Adolescent st paul and things which are which are you have sort of forgive me great joy in life more importantly my job is to take an old-style engineering shop and help and teacher to act and velocity that's the true essence of much of wow so and the idea
right you know incredible thing is happening in financial services right now and that is that the the barriers to moving between accounts are tending to 0 so what's happening in the UK for instance is there's a guarantee that if you want to move from 1 bank to another the bank that you moving from has to pay for it world if
it so how do we think about supporting CIO was that a working in that world we customer is always moving always shifting think about that for a 2nd your customer's always always disloyal the right not our customers now so we'll talk about New Zealand later Dory will get so the next question
here is if this is the world that we want to try and change the right we were operating at high velocity worship and ideas quickly we've done this a couple times how how you the if you've embrace DevOps embraced agile principles and thinking that we get the tech organization to start building building that capability so 1st to connect to the fact that banks are offering to pay for switching costs much more aggressive than that and that in many in many market banks already paying you to switch your your banking from right going to another in that so that's but extremely threatening place to be our approach involves involves 3 things the 1st is
in in creating you have to create the environment and that is susceptible that will accept that some of these new engineering ideas exist right there's absolutely no point trying to introduce a new product a new tool or a new method into an organization that frankly doesn't care so that's step 1 is is create a fertile soil that people are ready willing to listen to these things and that that that change action starts in in rooms like this the next often assuming it would really well for us is that we adopted a thing called the 2 product principle is that once you got this culture implies that people are listening to you then have to both the technical practices the methods as well as the products in parallel to each other something we've adopted in the 2 product principle is the fact that any time we shall case we have to showcase 2 things yes we showcase the valuable thing that the customer is gonna love secondary showcase the engineering learnings that were gathered and we're gonna in the creation of that so a particular showcase thank you yes we like that idea to and if you think so what it means is that we get better at both of those things and as the velocity picks up those lessons become part of our our engineering law yes thank you for the applause a I mean I've seen the 2
part principle at work at Westpac and it's an incredibly transformative experience because you know what we can have is we can have really high performing teams that are having a truly truly
terrible time right so here's the thing or if we are are taking our organization and we're developing an antigen to product principle that each item of evidence for a minute OK does that mean we by everyone beanbags if right uh syndemics from boards and you know bean bags and world talking to each other about of feelings with some Africans we don't do that too much so many some you from the west coast you do that all the time but but you know is that what it's about so how do we how we balance the this this focus on execution and actually shipping the idea verses what incredibly important which is holding up as engineering practices and focusing on making the better had we have to balance those 2 things in here
a look at that hot on on the culture guys so my my for my 1st point of attack is always figuring out of South African had if that at that but yeah when we when we lost in use in in the in the quarterfinal the world cup I discovered my feelings and so
my 1st bullet point of departure always is figuring out why most of my team think that their daily life cycle part so that's a good a good thing to start fixing it is I have a a place where you can get stuck for for a long time is that you can get stuck in only ever talking about how is it feeling and and and this look each other in eyes and it's acknowledge and this told us fantastic interactions and and and personal things however when it comes to starting to measure how your organization is going you can you can measure those cultures things but at the same time and in parallel you have to be measuring the show shot doing better but then of the day from a banking executive on account of accountable for a budget so I have to prove our conscious say I have to prove that we're getting better at things so we created a split in all measures we created a measure which is a cultural measure and then we created an efficiency measure and efficiency measure is an interesting fact to you know to to to some to
simplify completely what we did is we said for every dollar that is thrown at a problem how many states in the dollar go toward solving that problem and how many cents in the dollar goes go toward handoffs and waiting and talking and governance and overhead can I ask who done that analysis in your in your shops anyone went done that kind of value analysis to see how much time and effort you spend on waste in has anybody ever experienced waste in an area processes model and here yeah exactly and the sad thing is an intrinsically we know that we know that there are a
whole bunch of things that Dynex you make about go forward immediately we do them anyway right I can talk about release forms like talk about cabs I can talk about handoff between areas and these are the kind that season laughing about the release for interior and we that the doesn't love a good care at the other of the concept
of progressive disappointment at that's not governance is both right so here's a here's a lot happens so I'm the guy in charge of this area and reading inositol willful and my work comes in on the 1 side and I had my work work of to the other side and I get measured from a box right and then 1 day I get I get some nonsense from from upstream and
prevent you from doing my job I only get measured on my part of the job so what I did I take my already long checklist and I add another item to Montserrat so you keep on disappointing me I keep on adding things to the governance that prevent you from giving the quality at yeah you've seen this right and eventually you're into DNA samples and retinal scans all kinds of stuff before you actually accept the piece of work and none of that time or if it adds anything to the eventual product right right so when we started this journey read read the whole well thing right the full the full catastrophe started at all being banks whiteboards them off
practices in the back end and then we measured those 2 things we measured the engagement of the organization so How much less is your base sucking today than it did yesterday yeah well the across real name these Crossrail these graphs are some of he's going to just a little bit by drawing with a thicker coat you can over the top of the real ones it's OK we can braces and at the beginning of our journey
which wasn't that long ago and our engagement score was in the bottom quartile of anybody would ever taken that survey and that's about 900 companies are not these tools you know they are a little bit mechanical but they did give you an insight into what dimensions are of the organization that don't feel great 6 months later in the Jenny restarted in just asking people questions how does it feel how does it feel and today the indications are that we're looking at a top quartile engagement score for people on the floor which is quality Jessica type edibles mother do that what they should be
more applause guys we want to if we wanna work in organizations value as we will work and organization that make us happy that allow us to be high-performing they make our customers happy we actually need to be
supporting these efforts parents the kinds of organizations that are investing significantly in trying to make us work in that environment in order to be better engineers 10 is done at the origin of
the seed the the important part of the change over is not in the school because this is what I used to get funding for next year the body part is now the conversations on the floor change is really when you have people who are over
the be walking on a small than the faces are engaged in the work in the work of creating value optimum and what that part is that's when that's when you start knowing that it changes then something else happened is as we as we started using collaborative methods as we started adopting the various aspects of elderly clearly we cut out the waste in the process of all this kind of stuff and the efficiency measures started improving slowly at 1st we start off at about 20 cents on the dollar creating value not think about that if you're investing money for your fell for yourself and for your future and 80 cents of that was going to an administrator and 20 cents was going into your future how that feel so popular because of the number day international that river spending their money wisely if this was the kind of value that wherever we were returning in the space of about 7 months that
number has doubled and eventually you almost tripled to read today we're sitting in the higher in the mid to high fifties and or trending upwards every single day as we hunt down those places and as activities Dynegy add value to creating outcomes as we get closer to
shortening the chain from the idea into the shipping suddenly waste disappears because such a process just doesn't tolerate it frankly right
at you know an incredible thing has had has been seen overlooked be many many years and we work together now our 2 but itself I and that is the need to balance this culture in execution and that that this is almost this this case
where we focus a lot on culture sometimes and I see a lot of clients focus a lot on the culture and don't focus on the execution and that's kind of a it's the land of frustrated expectations right was pretty soon the people who move you into the top quartile sort start to expect to see results right
yeah change of so it turns out was still ship and nothing right and they get pretty pissed off you all would be pissed off of that right you wanna shift so you know how do we manage how
we manage that kind of process of just making sure that we get the balance right yeah that's a great question and and it's 1 that we that we like
organizations to face is that when you're measuring your velocity new measuring your definition of done as that time when your code goes into production you're missing a very important point is that having a piece of cotton production doesn't customers actually have access to or touching it the and once you start changing the object xi measuring the velocity at the point where your customers touch it for the 1st time there are a
whole bunch of behaviors that change then when everybody is accountable for the for the actual customers experience of your software as opposed to just getting into production suddenly having conversations about how can the customer action taken changes quickly as we making it or should we be giving them new stuff quicker and they were in a healthy customer-facing conversation and that's how you keep the value chains innovations honest because then any activity that doesn't help you get value to the customers hand becomes a become something that needs to be hunted in the streets yes so I mean
critical principle that that we are learning right now and we're seeing play out in large organizations doing these transformations there's
velocity Matisse velocity matter so much because essentially what you try and do as you push a single line of code from idea all the way through to you ship and that idea all the way through to production he beginning to understand the organizational obstacles that you have to get over and therefore what is waste and so in actual fact it turns out that by focusing on velocity by focusing on and creating an execution challenge you identify those areas where cultural change is the most necessary I'm sure many of you've been through cultural programmes and changes where it's essentially been all about posters mouse that's right the reality is I haven't seen a
single man announced ostensibly later so so apart from his mouth that we made expressly for so as I
mean these numbers a really impressive right and and it is there's a very interesting idea that that comes from from Kent Beck which is this idea that that's all of the people in a project team should understand the economics all that project yeah do you all understand economics that you work you'll understand economics of the products that you created because the reality is if you don't have the Prada you know just in time the economics the economics is not a
particularly 6 conversation to have a yeah eliminated as being kind of last year year via yeah the better conversation to have is that every single person on the team needs to feel what their contribution was to a great optimal tell you story Arnold and that there practices in the organization that start feeling extremely wrong once you
start understanding this piece of context the picture the scene this me getting home late having spent 60 hours in that week typing away you know coding my heart out and I get to my partner and I said on its is honey hours a day and I say I'm feeling stresses on feeding necessary for full this week because my time she to a computer than on 80 % recovered from here as tiring despotic nothing about the opposite when you should something cool and the market reacted well and that Friday you get home and your partner CSU honey hours a week can you say you know what this week we change some people's lives the ISAF that idea we ship that idea and people loved it and I know exactly what part I played in making that possible that's a very different set of context right you want to work like
that that's flower yeah so maybe some of you were trying to work like that and so on stuff you don't have to kind of can see I that we have in this stage right now some you'd
like to advice it it so due to special request given you the opportunity to be on the couch that study will be our therapist wants yeah because you hand over there come on up come on up in the ball is going to mark the 1st nation to have and that I had my 4th Hanley and held in a way that it is written in has been damaging the line that it's going to be at the so this was the CIO Dr. you know always have this feeling like nobody's ever listening to me the yeah was that what sorry order that it's a people at a sore always had this feeling that nobody's ever listen to me I have I have a delivery but can create problems How do I bring everyone else on the journey with the from what is how does it make you feel the until the
moment that the that it may be that all of life that can
have a better a if you diagram your therapist most of what we wanna school for this
account is to place a full of like up at this is a this is is a high-quality therapy we did we dealing here so so Marcus only with what these frustrations stem from 1 of the kind of conversations just going to have so the more you know that's the usual thing everyone wants a change they 1 projects they they need some sort of documents they did is no 1 wants to ship anything that's interesting and where and when you go you speech CIO about these things so what is what is the reaction that you typically get I was young 1 of the fact that you know anyone who OK interesting about all the I'm sorry for the smokers had so it would be useful if I had a couple of tips for you as to how to approach this conversation with you see I have absolutely you start so let's let's write a prescription showing we do have a prescription and why have a prescription for this so
of spoken a little bit about about what I believe the job of the CIO is about and the most important thing to understand is how do you make their job easier for that guy who has to go and secure the funding and the commitment from the rest of the
organization so that we'll get to do the 60 things that we do this all over the top because of the fact that the CIA was on often get to engage at the technology level anymore and in some cases some CEOs have never been in the technology of a little it's quite important that when you open this conversation is that you have something to show and something to talk about specifically arrive at the conversation about a very real problem that is holding back in those important things we were talking about things that get in the way of shipping the idea so arrive at some constant some idea of how can I help you Mr. Sell guy help the organization to ship the idea quicker the the 2nd thing is that when you show me something it's quite easy for me to go a that's nice response my as like being that chicken at the breakfast is you want me to be the bacon right you say yeah dollar is quite nice and what I need from you to help me execute this is X Y and Z so what a danger bringing me into the civil conspiracy of yours and you may can be a part of solving the problem for the organization suddenly we both have a great interest in this conversation and once have committed I don't even in the dark taken with me from time to time because remember that when I did offer may help that you asked for what about is done all basically just put a stamp on of the minus it is yours is it's OK keep on checking in and showing me the results of that conversation that we had and that leap of faith that we took in having a conversation with each other when avoid mad inventors syndrome don't go and hide in the dark room don't go and knock itself away with pizza and there over the weekend and come back having rearchitected the payments my many
because you're not the only person affected by make sure that as you as you fallacious idea art given little little gathering of co conspiracism have and have these conversations as often as you can with them about how we solve this problem because then when the time comes for that to become a part of our organization not a lone voice out there going this is a good idea and everybody's thinking is met inventors been out there on his own it the last thing is this you're not the only guy you happen to be the only guy in your organization with ideas hopefully of the thinking of the and there are going to be other people who are going to be on similar quests says we start encouraging this behavior across the organization the make sure that you up the sense that you acknowledge their ideas as hard as you would like it they support for yours because then what you start creating start creating the context within which it's OK for us to be talking about improving our engineering disciplines as opposed to feeling like the loan rebel drawn invite invade the empire by so that's my advice to you nice and simple and 0 by the way this doesn't work out you get fired at the bottom is my Twitter handle and justice to handle reach out to us and I will see what we can do about it importantly the citric @ at importantly remember these
steps approach CIO with a proposed solution to a real problem that gets in the way of your velocity asking for something check that regulatory speak to people around you and support their ideas as much as you would like to support for yours because of the 4 golden rules also
thank you have had fewer flecked on something because mostly when therapy is done if you look at this picture Freud if this works mostly when therapy is done and he doesn't mostly therapy is done Freud sits in a chair he looks the way he doesn't come of walk to the front of the stage and start talking to an invisible audience in the feel left out just a little a
little bit hurts now what I had no and the teacher yeah it means getting that we understand this and that and they don't look as I by giving the lowest and
highest below so finally what I would like to say is it's such a privilege to work With whom rate customers it's such a privilege to work with leaders who truly want to transform the organization by making
the organization a better place to work yeah the and I think it's time for me to give the dog you have next it the
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Metadaten

Formale Metadaten

Titel Keynotes - Arbuckle and Oliver
Serientitel ChefConf 2016
Autor Arbuckle, Justin
Oliver, Dawie
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/34648
Herausgeber Confreaks, LLC
Erscheinungsjahr 2016
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Dawie Olivier, CIO, WestPac NZC and Justin Arbuckle, VP of Transformation, Chef

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