With a team-first environment, great things can happen, but we must also ensure that the technology strategy deployed will move the team forward, not impede their progress (phase three of the Value Flywheel: Next Best Action). The level of engineering in the team must be held to a high standard—not just technology from yesteryear shifted onto a different platform. A serverless-first approach helps here. Risk And then the third thing, is you actually need to walk the walk that you’re setting up. I think it’s important to be able to show working software. So that you can say, I’m asking you to be Serverless First. This is how I think you should do it. Here are working production examples showing the way that you’re going to do it, as opposed to here’s just a high level theory. Commo Since 2014, you’ve asked for a way for this community to interact between conferences. Well, we’re finally making it happen. Good architecture is often hard to define and measure; therefore, efficiency can be a strong measure here. And efficiency can also be represented as sustainability. Cloud providers are starting to measure the amount of carbon burned in a specific workload or system. Quite simply, if a team can reduce their carbon burn, they are providing a benefit to the customer, the company, and the environment.

What is engineering excellence? - The Serverless Edge

An important concept in building the “flywheel effect” is the hedgehog principle which simply states a business must have an understanding (not a goal, a strategy or a plan) of what it can be the best at, the distinction is absolutely crucial. The hedgehog principle, which essentially argues that a business must have an understanding (not a goal, strategy, or plan) of what it can be the best at, is a fundamental notion to create the “flywheel effect.” The Value Flywheel Effect, enabled by cloud adoption, will accelerate your business. Each phase of the Value Flywheel is anchored by three key tenets (twelve in total). These tenets will help guide you through each of the four phases of the Value Flywheel. The title of this was ‘Serverless 2030’. These things take time because there’s lots of inertia to change. There’s lots of traditional practices and techniques. And there’s lots of value in them as well. So it’s not like they can go serverless overnight. There’s an evolutionary journey that people, teams and organisations need to go on to grasp the value in the top left corner of the map. ‘Adaptation: The Serverless Edge and The Value Flywheel’ The “flywheel” loses momentum and slows down each time the objective changes and resources are reassigned, eventually slipping into a Doom Loop, a circumstance in which every action leads to a worsening of the initial situation. The “flywheel effect” and the “doom loop” can occur in the same firm at the same time, especially if a company does not fully comprehend what components enabled the “flywheel” in the first wheel and makes rash alterations.The flywheel effect is a model used by businesses to ensure an incremental change in growth and performance in their operations, finances, and other functions by leveraging the results of the efforts put in previous cycles. This enables a business to build momentum in every cycle and achieve better results. However, this cycle becomes a virtuous cycle only if the result of a cycle becomes a positive one and if it doesn’t then it can lead to a vicious cycle. Mark McCann: So we believe… In the value flywheel here, we believe that creating and visualizing this value flywheel is critical in today’s business landscape. We also believe that Wardley Mapping is one of the best techniques to help you navigate through this change. We’re going to talk you through this model and highlight it with an example later. But before that it’s important to point out, this is neither a hybrid strategy nor operational efficiency. This is about having a real bias for action, aligned with the pragmatic and proven ways of working that we have seen. This wheel is designed to spin many times, so don’t feel that you need to do everything in phase two before moving on to phase three. Momentum and that bias for action is more important than anything else. Getting moving is really critical. So phase one, it’s all about purpose. It sounds easy, but do you know what you’re trying to do as a team, as a department, as an organization? Do you really know what is valuable for your team, for your org, for your business? Phase two covers the challenge. David Anderson: And remember, challenge is a good thing. It’s not bad. Challenge always helps you get to a better place. Stage three is next best action. Mark, what’s your thoughts on this one?

the Value Flywheel to The Map to Modernization: Using the Value Flywheel to

An on-demand learning experience from the people who brought you The Phoenix Project, Team Topologies, Accelerate, and more. The more the goal or north star of the organization moves to the left on the map (toward Genesis), the more unique that goal is on the market (and potentially more valuable). But, if the components below the goal are also situated too far to the left (i.e., if the elements needed to achieve the goal are still too expensive, require too much toil, etc.), then the business goal may seem too farfetched— it will not get the support required.

The term “flywheel” comes from mechanics, where it refers to a very heavy wheel that is used to generate and transfer energy to other parts of a machine, the “flywheel” requires significant force to start spinning, but once spinning at high speed and building momentum will begin storing and continue to turn by itself. Flywheels come in different shapes and sizes, and since rotating objects generate kinetic energy based on the distribution of their mass (moment of inertia) and how fast they rotate (angular velocity), those with larger diameters and heavier wheels will store more energy than smaller and lighter wheels, while those that spin faster store much more energy than ones that spin slower. Flywheel Effect We talk about creating space for innovation. If you have a problem-prevention culture, you’re removing a lot of busy work. Your teams can focus on innovative things and help your business succeed because they’re not fixing disasters, managing outages, or chasing their tail trying to keep things alive.That’s quite hard to explain to senior people. If you want more innovation, you need to do more boring architecture. Because one feeds the other. Do you want all your best people firefighting? Or do you want them to help you grow in the marketplace? Or have your best people do architecture so everybody can innovate? Network effectsalmost always lead to or create a Flywheel Effect, but the Flywheel Effect can occur where network effects do not, as we’ve seen in the previous examples. The Flywheel Model differs from the Traditional Model in one fundamental regard.The enterprise sales team is exclusively inbound. They are explicitly denied the option of seeking business outside the customer base, and must gin up business from only existing customers. The enterprise sales team is an up-sell and cross-sell team.In fact, so is the mid-market sales team.Only the SMB marketing team is permitted to acquire new leads. It was used to state that companies don’t become exceptional as a result of a single intervention or initiative, but rather as a result of a series of small wins that accumulate over years of hard work until momentum takes over to power sustained periods of accelerated growth that greatly outstrip the effort being applied at that particular time.

the Value Flywheel Adaptation, Wardley Mapping and the Value Flywheel

A conference for enterprise leaders transforming their organizations, implementing techniques such as DevOps, Team Topologies, Learning Cultures, and Platform Engineering. It’s a silly analogy, granted. But I’m using it to highlight a very important finding from our research. We kept thinking that we’d find “the one big thing,” the miracle moment that defined breakthrough. We even pushed for it in our interviews. But the good-to-great executives simply could not pinpoint a single key event or moment in time that exemplified the transition. David Anderson: Yeah. The thing is… If I touch on Wardley Mapping for this. So for each of these phases, we have a suggestion on how you Wardley map this. For the first one, you Wardley map to gain situational awareness of the competitive environment you’re in, the market level. You’re putting the product on the market. Who else is in the market? What’s your differentiator? What’s your chance of success? There’s no point in having this fantastic organization with engineering product people going crazy and you’re going in the wrong direction. So that idea of Wardley Mapping to map your market is absolutely critical. Psychological safety is critical here, as it is the foundation for an environment that fosters success. Engineering requires collaboration, challenge, vulnerability, calculated risk-taking, and skill. A highly charged political environment will negatively impact the team’s success. Alternatively, a team-first environment, like in many sports, will lead to better results and engagement all around.Every time they have a player drafted or win a championship, it becomes a more desirable school for the next round of players, and on it goes. Each win makes the next win slightly easier.