BizOps Coalition fuels digital success

by Joseph K. Clark

Organizations have learned the hard way that software development efforts don’t always reflect business priorities or result in the expected ROI. Agile, DevOps, and CI/CD efforts have accelerated software delivery, but not necessarily value delivery. BizOps bridges the gap by providing visibility and insights across the entire value stream so companies can achieve the levels of agility and resilience that today’s business environment requires.

Introducing the BizOps Coalition

digital success

The BizOps Coalition is a group of visionary tech and software thought leaders who are advancing the concept of BizOps. BizOps is an approach for optimizing software development to achieve business objectives. It utilizes data to provide shared insights throughout the value chain.

As Agile and DevOps, BizOps doesn’t just happen. It’s a conscious endeavor that requires enterprise-wide change management, executive support, a value chain management solution, and a framework that enables successful implementation.

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Realizing this, the BizOps Coalition created the BizOps Manifesto, a declaration of principles and values that helps software development and operations better meet the needs of a digital business through a combination of technology, culture, and communication. The four values underpinning the 14 principles are:

  • Business outcomes over individual products and proxy metrics
  • Trust and collaboration over individualism and hierarchy
  • Data-driven decisions over opinions, judgments, and persuasion
  • Learning and pivoting over a rigid plan

Digital transformation and the pandemic necessitated BizOps

Digital transformation is the direct result of digital disruption. Every industry has been upended by cloud-native companies that have changed the rules of the game. To survive and grow, the incumbent organizations replace waterfall ways of working with cross-functional agility to adapt dynamically to the accelerating pace of change in the global economy, among customers, and within their own organizations.

“The need for BizOps is forcing changes to organizations. I see tremendous progress being made to break down silos with the creation of leadership roles like the Chief Digital Officer,” said Laureen Knudsen, author of “Modern Business Management” and co-author of the BizOps Manifesto. “These new leaders help create transformative processes and data models through the entire business, including Finance, HR, Sales, Marketing, Business Operations, and Legal. In addition to technology, they’re teaching new ways of rapidly achieving outcomes by reducing bottlenecks, creating faster feedback loops, and tightly aligning team efforts to customer needs.”

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Though many organizations have been executing their digital transformation strategy for several years, the pandemic’s effects have reshaped even the most agile companies. Before the pandemic hit, digital transformation was a slower, more intentional fashion than in 2020. When the pandemic hit, IT needed to help their organizations become digital overnight. The companies capable of adapting quickly to change fared better than competitors. In fact, BizOps was the secret of many of 2020’s “winners.”

Dual-speed enterprises are struggling.

Agile and DevOps practices are mature in many companies, but their adoption across the enterprise is nascent. The result is that Agile and DevOps teams have accelerated their own work, but work still flows traditionally from the business.

“You’ve got organizations betting big on their Agile and DevOps transformations, but when you look under the hood, they’re delivering value slower than they were before,” said Mik Kersten, founder and CEO of Tasktop and BizOps Manifesto co-author. “They’re adding developers, but those developers are increasingly frustrated and unproductive.”

RELATED CONTENT: BizOps requires engaged, enthusiastic teams

The organizations that have embraced BizOps have changed how their business operates, and they’re releasing software faster than their competitors.

Another challenge is that software teams are under pressure to reduce the backlog and create new products simultaneously. However, they don’t have the time or resources to do both, even if they practice Agile, DevOps, and CI/CD.

“Enterprises move markets. Frameworks move organizations. You have to take these frameworks and apply them in small places, so they can grow and scale,” said Patrick Tickle, chief product officer at the portfolio and work management solutions provider Planview and BizOps Manifesto co-author. “I’ve seen success patterns in terms of how you architect a value chain for product innovation and the customer. It’s not about aligning silos. It’s about restructuring the organization around value streamflow.”

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