Matthew Skelton’s Post

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CEO at Conflux - Disrupting organizational transformation via Team Topologies, fast flow, and Adapt Together™️ | Co-author of Team Topologies 📗

This is the shimmering mirage that every business leader sees and thinks is an oasis: "Ease of re-configuring people and work. Ease of adapting structures, processes. Low costs of learning and jumping onto new things. " In reality, for most SMEs, enterprises, public sector orgs, etc. existing products and services need ongoing context, evolution, support, and care from teams of humans that understand the tradeoffs made previously and the tradeoffs to come. Flitting from one thing to another is a recipe for technical debt, poor choices, burnout, and "not my problem" that was so painful in the 1990s and 2000s. Let's move beyond that mirage and embrace the need for continuous stewardship of modern services by teams that are set up to evolve the services in a viable way for years and decades, not just deliver the latest feature set. 👍🏻

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❓ Do you know what's stopping your organization from achieving #fastflow and increase #businessagility ❓ Blocking dependencies and handovers halt a quick response to customer needs 🙋🐌 Hear more in this free segment from the Team Topologies Academy 🎓 https://lnkd.in/gZTmsws6 Check out the full "#TeamTopologies Distilled" course from Manuel Pais (Team Topologies) 🇺🇦 🇵🇸 & Matthew Skelton on the Team Topologies Academy. Seize our current offer and get 15% off using "winter2024". Group discounts are available, adding extra value for teams. https://bit.ly/3glIZxR

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Milijan Mudrinic

Just making better things

6d

Is it me or perhaps I am misinterpreting…I see a lot of parallel with how one would organise a production line. „Skills matrix“, „master/apprentice“…perhaps software production has become more mechanized. Even more so with AI. 🤷🏻♂️

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Jonny Williams

Platform Specialist at Red Hat & Author of "Delivery Management: Enabling Teams to Deliver Value"

1d

Fast flow = fast flow of value in my mind. Value might be a broad concept but what’s the point of a business that delivers “stuff” rather than value?

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Brian Graham

Guiding organizations towards impact | Sociotechnical de-compiler | Team Topologies Advocate (TTA)

2d

How the work is done is different from what work is moving through the system. Going fast is not a product of freezing hypothetical customer value, discarding learning, not adapting. That just produces predictable garbage at scale with the dubious benefit of delaying confrontation/accountability regarding missing value.

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