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.6.Live in the future.22Create plausible future scenarios and imagine how you mightdeal with them.a.Imagine a 5 change in some dimension of your business.Imagine a product that costs five times less than your currentbest-selling product, that consumes one-fifth the power, and/oris one-fifth the size.What is the market for this product? Whatadditional customers can you sell it to?b.Imagine the technology landscape 15 years from now.Think backward to what the technology landscape was 15 yearsago.Then imagine the same amount of change over the next 15years.What does this future look like? Where does your com-pany fit into the picture?21.In 1968, Melvin Conway wrote: Organizations which design systems.areconstrained to produce designs which are copies of the communication structures ofthese organizations. See our book Leading Lean Software Development, pp.67 69.22.See Angela Wilkinson and Roland Kupers, Living in the Futures: How ScenarioPlanning Changed Corporate Strategy, Harvard Business Review, May 2013. 158 THE LEAN MINDSETc.Imagine the workplace at your company 20 years from now.Imagine what your company s workplace will be like when to-day s teenagers form the core of the workforce and providemost of the management.Questions to Ponder1.Imagine that a new CEO came in to run your business.What isthe first thing that person would do?2.Imagine that you are asked to redesign your core product fromscratch for today s markets using today s technology.What doesit look like?3.Imagine that your best outsourcing partner started designing prod-ucts for its local area instead of working under contract to yourcompany.What kind of products would the company design?4.Imagine that it is five years from now and your core product isno longer very popular or profitable.What happened? How doyour (former) customers do the job they were doing with yourproduct?5.Compare the metrics for one of your ongoing business units tothe metrics that a venture capital firm would apply to a startupcompany.How do they differ?6.Does your company have strategies in place to combat confir-mation bias (the tendency to seek out or interpret information ina way that will confirm preexisting viewpoints)? What are they?How well do they work?7.Which jobs on a product team are high status ? Which are lowstatus ? How well do people from the two different areas inter-act with each other?8.Is there a stigma attached to people who work on a creative newventure that fails in your company s culture? In your country sculture?9.What does productivity mean in your company? How doyou measure it? How is it related to your company s overallperformance?10.What does predictability mean in your company? Is it impor-tant? Why? EpilogueWe have traveled to many countries since we finished this book: Aus-tralia, China, England, Estonia, Germany, India, Ireland, Japan, Latvia,New Zealand, Norway, Sweden, Vietnam as well as our own USA.Inlocation after location, we have found that agile development has beenwidely adopted in the software world.And generally speaking, the re-sults have been positive: higher-quality software is being delivered tocustomers quite a bit faster than before.But there is a problem.Many customers are underwhelmed; ag-ile methods often fail to deliver significantly improved business re-sults.And many agile development team members are underwhelmedas well.Agile practices are usually not thought of as engaging andchallenging it s difficult to get inspired by a prioritized list of stories.As we traveled around the world, we heard the same refrain manytimes: We ve adopted agile and it s a step in the right direction, but itis not enough.So (we were asked repeatedly) what s next?What s next is to stop thinking about software development as a de-livery process and to start thinking of it as a problem-solving pro-cess, a creative process.Time and again we run into software deliveryorganizations IT departments operating as cost centers and softwarefirms working under contract whose job is to turn someone else s re-quirements into delivered software.Agile practices have helped theseorganizations handle requirements in smaller batches, reduce work-in-progress, and speed up software delivery
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