SCOTT MILLETT is a former software developer-turned-CIO. He is the author of Patterns, Principles, and Practices of Domain-Driven Design, Professional ASP.NET Design Patterns, and Professional Enterprise.NET.

• Foreword xxvIntroduction xxviiPart I A New System of Work 11 Why We Need to Change The System 3The Age of Digital Disruption 4Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment 6Leading IT in a Complex and Adaptive World 8Summary 122 Philosophies for a New System 13Philosophies vs. Methodologies 14Discovering Value Using Design Thinking14Eliminating Waste with Lean 17Managing Complexity in Software Development with Agile 23Strategic Decision-Making Using Wardley Mapping 28Summary 343 How to Change the System 37Being Agile vs. Doing Agile 38Why Only Adopting the Practices of Agile Won’t Work 39Use Systems Thinking to Change Behavior 41Changing Leaders’ Mental Models 46Instilling Drive through Purpose, Mastery, and Autonomy 50Summary 52Part II Designing An Adaptive Operating Model 554 The Anatomy of an Operating Model 57The Anatomy of an Operating Model 58The Themes of an Adaptable Operating Model 59Summary 655 How We Are Organized 67Organizational Structure 68Understanding the Influence of Conway’s Law and the Cognitive Load Theory on Team Performance 76Product-Centric Development Teams 80Defining Product Team Boundaries 90Evolving to Business and IT Fusion Teams 100Managing Cross Team Dependency 102Summary 1036 How We Work 107IT Management Frameworks 108How to Solve Problems from Discovery to Delivery 110Problem-Solving Methodologies 112Discovery Tools for Understanding the Problem Space 118Approaches to Manage the Solution Space 140Summary 1587 How We Govern 163What Is Governance?  164Alignment: Linking Work to Strategic Intent 167Managing Demand: Visualizing Work 170Prioritization: Focusing on the Things That Matter 183Measurement: Defining and Cascading Value and Measures 196Investment: Funding for Outcomes 209Decision Rights: Empowering People 223Summary 2408 How We Source and Manage Talent 243Sourcing Strategy 244Recruiting 245Developing 249Retaining 253Summary 2579 How We Lead 259Adopting New Leadership Behaviors 260Embracing Servant Leadership 262Instilling Intrinsic Motivation 265Encouraging Growth and Development 269Focusing on Improving the System 272Summary 276Part III Strategy to Execution 27910 Understanding Your Business 281Business Anatomy 282Why IT Leaders Need to Understand the Anatomy of a Business 285Purpose: Starting with Why and Understanding Your North Star 286The Business Model: The System of Capturing Value 287Operating Model: How We Do the Work 293Business Context: Understanding What Can Impact Us 302Summary 32311 IT Strategic Contribution 325Linking IT Execution to Business Strategy Using Enterprise Architecture 326Creating an IT Strategy 333Determining IT Contribution to Addressing BAU Challenges and Achieving the Strategic Objectives 337Defining Principles to Guide Technical Solutions 349Determining Strategic Actions for IT Capability Maturity Improvements351Measuring Contribution in Terms of Business Outcomes 354Communicating IT Strategic Contribution 357Summary 37112 Tactical Planning: Deploying Strategy 375Planning Considerations 376Following Hoshin Kanri to Deploy Strategy 380Creating a Tactical Plan 384Clarify the Business Needs: Where Do We Need to Focus Our Investment? 391Review the Technology Landscape: What Do We Need to Optimize? 393Review the IT Operating Model: What Do We Need to Change? 405How Wardley Maps Can Help Inform Target Architecture and Operating Model Choices 407Defining and Prioritizing the IT Initiatives 420Communicating the IT Tactical Investment Road Map 427Summary 43513 Operational Planning: Execution, Learning and Adapting 437Operational Considerations 438Operational Planning 442Feedback, Learning, and Adapting 449Creating a Clear Line of Sight from Strategy to Execution 458A Worked Example: From Strategy to Tactics to Operational Execution 459Summary 477Index 479

SCOTT MILLETT is a former software developer-turned-CIO. He is the author of Patterns, Principles, and Practices of Domain-Driven Design, Professional ASP.NET Design Patterns, and Professional Enterprise.NET.

• Foreword xxvIntroduction xxviiPart I A New System of Work 11 Why We Need to Change The System 3The Age of Digital Disruption 4Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment 6Leading IT in a Complex and Adaptive World 8Summary 122 Philosophies for a New System 13Philosophies vs. Methodologies 14Discovering Value Using Design Thinking14Eliminating Waste with Lean 17Managing Complexity in Software Development with Agile 23Strategic Decision-Making Using Wardley Mapping 28Summary 343 How to Change the System 37Being Agile vs. Doing Agile 38Why Only Adopting the Practices of Agile Won’t Work 39Use Systems Thinking to Change Behavior 41Changing Leaders’ Mental Models 46Instilling Drive through Purpose, Mastery, and Autonomy 50Summary 52Part II Designing An Adaptive Operating Model 554 The Anatomy of an Operating Model 57The Anatomy of an Operating Model 58The Themes of an Adaptable Operating Model 59Summary 655 How We Are Organized 67Organizational Structure 68Understanding the Influence of Conway’s Law and the Cognitive Load Theory on Team Performance 76Product-Centric Development Teams 80Defining Product Team Boundaries 90Evolving to Business and IT Fusion Teams 100Managing Cross Team Dependency 102Summary 1036 How We Work 107IT Management Frameworks 108How to Solve Problems from Discovery to Delivery 110Problem-Solving Methodologies 112Discovery Tools for Understanding the Problem Space 118Approaches to Manage the Solution Space 140Summary 1587 How We Govern 163What Is Governance?  164Alignment: Linking Work to Strategic Intent 167Managing Demand: Visualizing Work 170Prioritization: Focusing on the Things That Matter 183Measurement: Defining and Cascading Value and Measures 196Investment: Funding for Outcomes 209Decision Rights: Empowering People 223Summary 2408 How We Source and Manage Talent 243Sourcing Strategy 244Recruiting 245Developing 249Retaining 253Summary 2579 How We Lead 259Adopting New Leadership Behaviors 260Embracing Servant Leadership 262Instilling Intrinsic Motivation 265Encouraging Growth and Development 269Focusing on Improving the System 272Summary 276Part III Strategy to Execution 27910 Understanding Your Business 281Business Anatomy 282Why IT Leaders Need to Understand the Anatomy of a Business 285Purpose: Starting with Why and Understanding Your North Star 286The Business Model: The System of Capturing Value 287Operating Model: How We Do the Work 293Business Context: Understanding What Can Impact Us 302Summary 32311 IT Strategic Contribution 325Linking IT Execution to Business Strategy Using Enterprise Architecture 326Creating an IT Strategy 333Determining IT Contribution to Addressing BAU Challenges and Achieving the Strategic Objectives 337Defining Principles to Guide Technical Solutions 349Determining Strategic Actions for IT Capability Maturity Improvements351Measuring Contribution in Terms of Business Outcomes 354Communicating IT Strategic Contribution 357Summary 37112 Tactical Planning: Deploying Strategy 375Planning Considerations 376Following Hoshin Kanri to Deploy Strategy 380Creating a Tactical Plan 384Clarify the Business Needs: Where Do We Need to Focus Our Investment? 391Review the Technology Landscape: What Do We Need to Optimize? 393Review the IT Operating Model: What Do We Need to Change? 405How Wardley Maps Can Help Inform Target Architecture and Operating Model Choices 407Defining and Prioritizing the IT Initiatives 420Communicating the IT Tactical Investment Road Map 427Summary 43513 Operational Planning: Execution, Learning and Adapting 437Operational Considerations 438Operational Planning 442Feedback, Learning, and Adapting 449Creating a Clear Line of Sight from Strategy to Execution 458A Worked Example: From Strategy to Tactics to Operational Execution 459Summary 477Index 479

SCOTT MILLETT is a former software developer-turned-CIO. He is the author of Patterns, Principles, and Practices of Domain-Driven Design, Professional ASP.NET Design Patterns, and Professional Enterprise.NET.

• Foreword xxvIntroduction xxviiPart I A New System of Work 11 Why We Need to Change The System 3The Age of Digital Disruption 4Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment 6Leading IT in a Complex and Adaptive World 8Summary 122 Philosophies for a New System 13Philosophies vs. Methodologies 14Discovering Value Using Design Thinking14Eliminating Waste with Lean 17Managing Complexity in Software Development with Agile 23Strategic Decision-Making Using Wardley Mapping 28Summary 343 How to Change the System 37Being Agile vs. Doing Agile 38Why Only Adopting the Practices of Agile Won’t Work 39Use Systems Thinking to Change Behavior 41Changing Leaders’ Mental Models 46Instilling Drive through Purpose, Mastery, and Autonomy 50Summary 52Part II Designing An Adaptive Operating Model 554 The Anatomy of an Operating Model 57The Anatomy of an Operating Model 58The Themes of an Adaptable Operating Model 59Summary 655 How We Are Organized 67Organizational Structure 68Understanding the Influence of Conway’s Law and the Cognitive Load Theory on Team Performance 76Product-Centric Development Teams 80Defining Product Team Boundaries 90Evolving to Business and IT Fusion Teams 100Managing Cross Team Dependency 102Summary 1036 How We Work 107IT Management Frameworks 108How to Solve Problems from Discovery to Delivery 110Problem-Solving Methodologies 112Discovery Tools for Understanding the Problem Space 118Approaches to Manage the Solution Space 140Summary 1587 How We Govern 163What Is Governance?  164Alignment: Linking Work to Strategic Intent 167Managing Demand: Visualizing Work 170Prioritization: Focusing on the Things That Matter 183Measurement: Defining and Cascading Value and Measures 196Investment: Funding for Outcomes 209Decision Rights: Empowering People 223Summary 2408 How We Source and Manage Talent 243Sourcing Strategy 244Recruiting 245Developing 249Retaining 253Summary 2579 How We Lead 259Adopting New Leadership Behaviors 260Embracing Servant Leadership 262Instilling Intrinsic Motivation 265Encouraging Growth and Development 269Focusing on Improving the System 272Summary 276Part III Strategy to Execution 27910 Understanding Your Business 281Business Anatomy 282Why IT Leaders Need to Understand the Anatomy of a Business 285Purpose: Starting with Why and Understanding Your North Star 286The Business Model: The System of Capturing Value 287Operating Model: How We Do the Work 293Business Context: Understanding What Can Impact Us 302Summary 32311 IT Strategic Contribution 325Linking IT Execution to Business Strategy Using Enterprise Architecture 326Creating an IT Strategy 333Determining IT Contribution to Addressing BAU Challenges and Achieving the Strategic Objectives 337Defining Principles to Guide Technical Solutions 349Determining Strategic Actions for IT Capability Maturity Improvements351Measuring Contribution in Terms of Business Outcomes 354Communicating IT Strategic Contribution 357Summary 37112 Tactical Planning: Deploying Strategy 375Planning Considerations 376Following Hoshin Kanri to Deploy Strategy 380Creating a Tactical Plan 384Clarify the Business Needs: Where Do We Need to Focus Our Investment? 391Review the Technology Landscape: What Do We Need to Optimize? 393Review the IT Operating Model: What Do We Need to Change? 405How Wardley Maps Can Help Inform Target Architecture and Operating Model Choices 407Defining and Prioritizing the IT Initiatives 420Communicating the IT Tactical Investment Road Map 427Summary 43513 Operational Planning: Execution, Learning and Adapting 437Operational Considerations 438Operational Planning 442Feedback, Learning, and Adapting 449Creating a Clear Line of Sight from Strategy to Execution 458A Worked Example: From Strategy to Tactics to Operational Execution 459Summary 477Index 479