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The Sociotechnical Organisation Design Playbook
- 1. THE SOCIOTECHNICAL ORGANISATION DESIGN PLAYBOOK Nick Tune - @ntcoding
- 5. ntcoding MILLER’S LAW The number of objects an average human can hold in working memory is 7 ± 2 https://en.wikipedia.org/wiki/The_Magical_Number_Seven,_Plus_or_Minus_Two
- 6. ntcoding Modularity enables teams to be autonomous
- 7. ntcoding Website Website Website Digital Enterprise IT Business APIs Data APIs DATA Back Office Apps
- 8. ntcoding “Our programmers are too slow. We have purchased a generic rules engine and BPM system [that don’t need programmers]. — Head of IT
- 10. “ ntcoding Working here is so painful. I wish management would do their job and fix it. — Angry Ex-colleague
- 11. ntcoding Our goal is to evolve the software architecture to meet market demand faster than our competitors.
- 12. ntcoding TEAMS & SW ARCH. MUST COEVOLVE Teams Software Architecture Customers Build and evolve Provides value to Indicate raised expectations to The System of Work The System of Software The Market
- 14. BIO Visit www.ntcoding.co.uk for blog, talks, workshops & consulting services
- 16. ntcoding Sociotechnical architects always consider technical, economical and political factors.
- 17. ntcoding
- 18. ntcoding
- 23. ntcoding We need to add Snapchat to close a huge deal!
- 24. ntcoding Snapchat? Facebook ads are 95% of our revenue.
- 25. ntcoding We have bought a generic rules engine!!!
- 27. ntcoding Analysing patterns teaches us to consider economical, political, and technical factors in any scenario.
- 28. ntcoding STRUCTURAL PATTERNS / STYLES • Activity-oriented architecture • Partner-aligned architecture • Capability-aligned architecture
- 30. ntcoding DOG FOOD CONTEXT GOAL We don’t want to optimise our flow, we want to have the same experience as customers in order to grow our strategic capabilities.
- 31. ntcoding DOG FOOD CONTEXT Music Streaming Platform External white label Internal team
- 32. ntcoding DOG FOOD ECONOMICS • ROI is not the goal - making a loss may be acceptable • Feedback to improve core products is the goal • Dog food context can grow into a product
- 33. ntcoding DOG FOOD POLITICS • Every team wants to build the star product not a loss leader (But it can evolve into a bona-fide product) • Managers may use deceptive motivational techniques
- 34. ntcoding DOG FOOD TECHNOLOGY • Freedom to use any technology (to simulate the customer experience) • Try out new tech in production
- 37. ntcoding OCTOPUS ECONOMICS • High levels of coordination can impact flow in many teams • For compliance scenarios, it is about protecting rather than generating revenue
- 38. ntcoding OCTOPUS POLITICS • Nobody wants to slow down feature delivery for somebody else’s roadmap • High levels of synchronous alignment
- 39. ntcoding OCTOPUS TECHNOLOGY • Try to centralise complexity in the Octopus • Technology standardisation can help • A bit of integration design up front can save a lot of politics in the future
- 40. ntcoding ENTITY LIFECYCLE PIPELINE Review Resubmit Renegotiate
- 44. ntcoding Discovery SLICE AND SCALE Search Catalogue Search Recc. Catalogue Recc.
- 45. ntcoding SLICE AND SCALE • Adapt to changing consumer expectation • Team may not want to lose responsibility • A tight technical coupling may be hard to break - analyse market and anticipate evolution (see Wardley Maps)
- 46. ntcoding Organisation design, like software, is fractal. Cohesion applies at every level.
- 47. ntcoding Discovery CAPABILITY PARTNERSHIP (TRIBE) Search Catalogue Search Recc. Catalogue Recc. Discovery Partnership
- 49. ntcoding SLICE AND SCATTER • Expensive change - be sure it’s worth it • Breaking up a team is not easy • Software may be hard to decompose - a rewrite may be necessary
- 50. ntcoding SLICE AND MERGE CMS Mobile App CMS Mobile AppRemote Configuration
- 51. ntcoding SLICE AND MERGE • Ensure rate of co-change justifies change • Warning: Now there are 3 teams to coordinate • Technical separation may be painful
- 53. “ ntcoding …multiple teams are unavoidable and it reduces effectiveness. How can we design teams so that the most important outcomes are affected the least? — Sriram Narayan (@sriramnarayan)
- 54. ntcoding Model the domain to reveal inherent dependencies that can turn into organisational bottlenecks.
- 55. ntcoding PROMISE THEORY “Promised collaboration has to be constructed from the bottom-up, i.e. from the promises we know agents on the ground can keep”
- 56. EVENT STORMING
- 57. ntcoding EVENT STORMING BENEFITS • Combine everybody’s knowledge to create big picture & shared understanding • Identify most important outcomes • Identify domain cohesion & promises • Explore sociotechnical designs
- 58. ntcoding AUTONOMY DESIGN PRINCIPLES • Business Value (strategic vs utility contexts) • Cohesion (data, rules, policies) • Strive for unconditional promises • Climatic patterns -> anticipate change • Power, authority, and incentives
- 59. ntcoding MORE MODELLING TECHNIQUES • Process Mapping (economical/technical) • Domain Storytelling (technical) • Wardley Value Chain Maps (economical) • Alignment Maps (political) • Stakeholder Maps (political)
- 60. ntcoding FORENSIC ANALYSIS Analyse source control history to identify dependencies in sociotechnical systems
- 61. ntcoding CONTINUOUS ORGANISATION DESIGN 1 2 3 4 5 Purpose Landscape Climate Doctrine Leadership Acknowledgements: Simon Wardley, Wardley Maps - Business mission - User needs - Subdomains - Business processes - User journeys - Value streams - Teams - Aligned autonomy - Optimise for learning - Product disruption - New gov. legislation - Sociotechnical architecture patterns - Transformation
- 62. #5 THE AGE OF SOCIOTECHNICAL ORGANISATION DESIGN
- 63. ntcoding Modern organisations require sociotechnical design, and you already have the required skills.
- 64. ntcoding NEXT STEPS • Analyse systems (learn Domain-Driven Design) • Build your own playbook • Blog and talk about your playbook