�ݺ�ߣshows by User: jchyip

�ݺ�ߣshows by User: jchyip / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: jchyip / Tue, 25 Mar 2025 06:55:15 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: jchyip [Agile India 2025] 4 bad ideas about productivity... and what Agilists should do instead /slideshow/agile-india-2025-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/277156219 agileindia20254badideasaboutproductivity-250325065515-720affaa
High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as the principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.]]>
High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as the principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.]]> Tue, 25 Mar 2025 06:55:15 GMT /slideshow/agile-india-2025-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/277156219 jchyip@slideshare.net(jchyip) [Agile India 2025] 4 bad ideas about productivity... and what Agilists should do instead jchyip High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as the principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileindia20254badideasaboutproductivity-250325065515-720affaa-thumbnail.jpg?width=120&height=120&fit=bounds" /> High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as the principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.

[Agile India 2025] 4 bad ideas about productivity... and what Agilists should do instead from Jason Yip

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0 [NYC Scrum] 4 bad ideas about productivity... and what Agilists should do instead /slideshow/nyc-scrum-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/276949502 nycscrum4badideasaboutproductivity-250320014757-d85c2fbe
High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.]]>
High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.]]> Thu, 20 Mar 2025 01:47:57 GMT /slideshow/nyc-scrum-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/276949502 jchyip@slideshare.net(jchyip) [NYC Scrum] 4 bad ideas about productivity... and what Agilists should do instead jchyip High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/nycscrum4badideasaboutproductivity-250320014757-d85c2fbe-thumbnail.jpg?width=120&height=120&fit=bounds" /> High interest rates and soft markets means requests to improve productivity have become much more common. This should actually be an advantage for Agile, Lean practitioners as principles and practices were always designed to do more with less. It requires adjusting how you think about and talk about things AND it requires dropping well-meaning, but bad ideas that have popped up in our community.

[NYC Scrum] 4 bad ideas about productivity... and what Agilists should do instead from Jason Yip

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0 Safe, Responsive, Trustworthy, Coherent: A Target Operating Model for Grainger Product Engineering /slideshow/safe-responsive-trustworthy-coherent-a-target-operating-model-for-grainger-product-engineering/271631794 yip16aug2024-240907142718-e68a69f8
Shared models help clarify what we agree that we’re trying to do. “Agile” has unfortunately become too misunderstood and jargon-y to serve this purpose. At Grainger, we’ve been exploring alternate framing to point more clearly to what we’re trying to do: “Continuous Delivery”, “Modern Software Engineering”, etc. The latest version I’m proposing is a Target Operating Model emphasizing 4 properties: Safe, Responsive, Trustworthy, Coherent. I’ll describe the problems this target operating model is intended to solve and the reactions it has received so far.]]>
Shared models help clarify what we agree that we’re trying to do. “Agile” has unfortunately become too misunderstood and jargon-y to serve this purpose. At Grainger, we’ve been exploring alternate framing to point more clearly to what we’re trying to do: “Continuous Delivery”, “Modern Software Engineering”, etc. The latest version I’m proposing is a Target Operating Model emphasizing 4 properties: Safe, Responsive, Trustworthy, Coherent. I’ll describe the problems this target operating model is intended to solve and the reactions it has received so far.]]> Sat, 07 Sep 2024 14:27:18 GMT /slideshow/safe-responsive-trustworthy-coherent-a-target-operating-model-for-grainger-product-engineering/271631794 jchyip@slideshare.net(jchyip) Safe, Responsive, Trustworthy, Coherent: A Target Operating Model for Grainger Product Engineering jchyip Shared models help clarify what we agree that we’re trying to do. “Agile” has unfortunately become too misunderstood and jargon-y to serve this purpose. At Grainger, we’ve been exploring alternate framing to point more clearly to what we’re trying to do: “Continuous Delivery”, “Modern Software Engineering”, etc. The latest version I’m proposing is a Target Operating Model emphasizing 4 properties: Safe, Responsive, Trustworthy, Coherent. I’ll describe the problems this target operating model is intended to solve and the reactions it has received so far. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/yip16aug2024-240907142718-e68a69f8-thumbnail.jpg?width=120&height=120&fit=bounds" /> Shared models help clarify what we agree that we’re trying to do. “Agile” has unfortunately become too misunderstood and jargon-y to serve this purpose. At Grainger, we’ve been exploring alternate framing to point more clearly to what we’re trying to do: “Continuous Delivery”, “Modern Software Engineering”, etc. The latest version I’m proposing is a Target Operating Model emphasizing 4 properties: Safe, Responsive, Trustworthy, Coherent. I’ll describe the problems this target operating model is intended to solve and the reactions it has received so far.

Safe, Responsive, Trustworthy, Coherent: A Target Operating Model for Grainger Product Engineering from Jason Yip

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0 [Craft Conf 2024] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists /slideshow/craft-conf-2024-occupy-the-space-a-grassroots-guide-to-engineering-and-product-strategy-when-none-exists/269744330 sqgbryhmtkqvy1ybaxqr-craft-conf-2024-occupy-the-space-a-grassroots-guide-to-engineering-and-product--240618125015-c525c0c2
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.]]>
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.]]> Tue, 18 Jun 2024 12:50:14 GMT /slideshow/craft-conf-2024-occupy-the-space-a-grassroots-guide-to-engineering-and-product-strategy-when-none-exists/269744330 jchyip@slideshare.net(jchyip) [Craft Conf 2024] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists jchyip The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sqgbryhmtkqvy1ybaxqr-craft-conf-2024-occupy-the-space-a-grassroots-guide-to-engineering-and-product--240618125015-c525c0c2-thumbnail.jpg?width=120&height=120&fit=bounds" /> The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.

[Craft Conf 2024] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists from Jason Yip

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0 [OReilly Superstream] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists /slideshow/oreilly-superstream-occupy-the-space-a-grassroots-guide-to-engineering-and-product-strategy-when-none-exists/269744247 3euxfltqtomwzjwnrhlw-oreilly-superstream-occupy-the-space-a-grassroots-guide-to-engineering-and-prod-240618124513-761010bc
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.]]>
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.]]> Tue, 18 Jun 2024 12:45:13 GMT /slideshow/oreilly-superstream-occupy-the-space-a-grassroots-guide-to-engineering-and-product-strategy-when-none-exists/269744247 jchyip@slideshare.net(jchyip) [OReilly Superstream] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists jchyip The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3euxfltqtomwzjwnrhlw-oreilly-superstream-occupy-the-space-a-grassroots-guide-to-engineering-and-prod-240618124513-761010bc-thumbnail.jpg?width=120&height=120&fit=bounds" /> The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.

[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (and product) strategy when none exists from Jason Yip

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0 [Stretch 2023] We're in it together and other perspectives on effective product development culture (2023).pdf /jchyip/stretch-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023pdf stretch2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-231007094819-ee251a7b
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]>
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]> Sat, 07 Oct 2023 09:48:19 GMT /jchyip/stretch-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023pdf jchyip@slideshare.net(jchyip) [Stretch 2023] We're in it together and other perspectives on effective product development culture (2023).pdf jchyip Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stretch2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-231007094819-ee251a7b-thumbnail.jpg?width=120&height=120&fit=bounds" /> Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[Stretch 2023] We're in it together and other perspectives on effective product development culture (2023).pdf from Jason Yip

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0 [Stretch 2023] What does productivity really mean at different levels_ Individual, team, organisation.pdf /slideshow/stretch-2023-what-does-productivity-really-mean-at-different-levels-individual-team-organisationpdf/261822965 stretch2023whatdoesproductivityreallymeanatdifferentlevelsindividualteamorganisation-231006072348-e91293c7
Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.]]>
Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.]]> Fri, 06 Oct 2023 07:23:48 GMT /slideshow/stretch-2023-what-does-productivity-really-mean-at-different-levels-individual-team-organisationpdf/261822965 jchyip@slideshare.net(jchyip) [Stretch 2023] What does productivity really mean at different levels_ Individual, team, organisation.pdf jchyip Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stretch2023whatdoesproductivityreallymeanatdifferentlevelsindividualteamorganisation-231006072348-e91293c7-thumbnail.jpg?width=120&height=120&fit=bounds" /> Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.

[Stretch 2023] What does productivity really mean at different levels_ Individual, team, organisation.pdf from Jason Yip

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0 [NYC Scrum] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren’t Squads, Chapters, Tribes, Guilds.pdf /slideshow/nyc-scrum-the-top-3-points-you-should-have-paid-attention-to-in-the-spotify-engineering-culture-videos-that-arent-squads-chapters-tribes-guildspdf/261259474 nycscrumthetop3pointsyoushouldhavepaidattentiontointhespotifyengineeringculturevideosthatarentsquads-230921230404-255c0b6c
You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details? In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild: Aligned autonomy Creating trust-at-scale Decoupling]]>
You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details? In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild: Aligned autonomy Creating trust-at-scale Decoupling]]> Thu, 21 Sep 2023 23:04:04 GMT /slideshow/nyc-scrum-the-top-3-points-you-should-have-paid-attention-to-in-the-spotify-engineering-culture-videos-that-arent-squads-chapters-tribes-guildspdf/261259474 jchyip@slideshare.net(jchyip) [NYC Scrum] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren’t Squads, Chapters, Tribes, Guilds.pdf jchyip You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details? In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild: Aligned autonomy Creating trust-at-scale Decoupling <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/nycscrumthetop3pointsyoushouldhavepaidattentiontointhespotifyengineeringculturevideosthatarentsquads-230921230404-255c0b6c-thumbnail.jpg?width=120&height=120&fit=bounds" /> You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details? In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild: Aligned autonomy Creating trust-at-scale Decoupling

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren’t Squads, Chapters, Tribes, Guilds.pdf from Jason Yip

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0 [AgileDevOps West 2023] We're in it together and other perspectives on effective product development culture (2023).pdf /slideshow/agiledevops-west-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023pdf/258311342 agiledevopswest2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-230608140842-c5298870
Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]>
Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]> Thu, 08 Jun 2023 14:08:42 GMT /slideshow/agiledevops-west-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023pdf/258311342 jchyip@slideshare.net(jchyip) [AgileDevOps West 2023] We're in it together and other perspectives on effective product development culture (2023).pdf jchyip Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agiledevopswest2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-230608140842-c5298870-thumbnail.jpg?width=120&height=120&fit=bounds" /> Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[AgileDevOps West 2023] We're in it together and other perspectives on effective product development culture (2023).pdf from Jason Yip

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0 [Craft Conf 2023] We're in it together and other perspectives on effective product development culture (2023) /slideshow/craft-conf-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023/257918978 craftconf2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-230519134350-144f95b1
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]>
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.]]> Fri, 19 May 2023 13:43:50 GMT /slideshow/craft-conf-2023-were-in-it-together-and-other-perspectives-on-effective-product-development-culture-2023/257918978 jchyip@slideshare.net(jchyip) [Craft Conf 2023] We're in it together and other perspectives on effective product development culture (2023) jchyip Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/craftconf2023wereinittogetherandotherperspectivesoneffectiveproductdevelopmentculture2023-230519134350-144f95b1-thumbnail.jpg?width=120&height=120&fit=bounds" /> Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[Craft Conf 2023] We're in it together and other perspectives on effective product development culture (2023) from Jason Yip

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0 [Agile Lean Ireland June 2022] Tactics for influencing leaders at different levels /slideshow/agile-lean-ireland-june-2022-tactics-for-influencing-leaders-at-different-levels/251900745 agileleanirelandjune2022tacticsforinfluencingleadersatdifferentlevels-220601183317-bafc66f5
There are different levels of leaders, each of which require different tactics to influence. Jason will describe the differences he's seen between leaders at different levels (leaders of individual contributors, leaders of leaders, leaders of leaders of leaders) and then explore different tactics that seem to work better or worse for each level.]]>
There are different levels of leaders, each of which require different tactics to influence. Jason will describe the differences he's seen between leaders at different levels (leaders of individual contributors, leaders of leaders, leaders of leaders of leaders) and then explore different tactics that seem to work better or worse for each level.]]> Wed, 01 Jun 2022 18:33:17 GMT /slideshow/agile-lean-ireland-june-2022-tactics-for-influencing-leaders-at-different-levels/251900745 jchyip@slideshare.net(jchyip) [Agile Lean Ireland June 2022] Tactics for influencing leaders at different levels jchyip There are different levels of leaders, each of which require different tactics to influence. Jason will describe the differences he's seen between leaders at different levels (leaders of individual contributors, leaders of leaders, leaders of leaders of leaders) and then explore different tactics that seem to work better or worse for each level. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileleanirelandjune2022tacticsforinfluencingleadersatdifferentlevels-220601183317-bafc66f5-thumbnail.jpg?width=120&height=120&fit=bounds" /> There are different levels of leaders, each of which require different tactics to influence. Jason will describe the differences he's seen between leaders at different levels (leaders of individual contributors, leaders of leaders, leaders of leaders of leaders) and then explore different tactics that seem to work better or worse for each level.

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different levels from Jason Yip

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0 [CoPA 2022] Experiences applying BAPO at Spotify.pdf /slideshow/copa-2022-experiences-applying-bapo-at-spotifypdf/251814985 copa2022experiencesapplyingbapoatspotify-220519133108-4c52083e
Case study of trying BAPO to guide org design presented to the internal Bosch Community of Practice Agile conference]]>
Case study of trying BAPO to guide org design presented to the internal Bosch Community of Practice Agile conference]]> Thu, 19 May 2022 13:31:08 GMT /slideshow/copa-2022-experiences-applying-bapo-at-spotifypdf/251814985 jchyip@slideshare.net(jchyip) [CoPA 2022] Experiences applying BAPO at Spotify.pdf jchyip Case study of trying BAPO to guide org design presented to the internal Bosch Community of Practice Agile conference <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/copa2022experiencesapplyingbapoatspotify-220519133108-4c52083e-thumbnail.jpg?width=120&height=120&fit=bounds" /> Case study of trying BAPO to guide org design presented to the internal Bosch Community of Practice Agile conference

[CoPA 2022] Experiences applying BAPO at Spotify.pdf from Jason Yip

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0 [CoPA 2022] Effective Product Development Culture circa 2022.pdf /jchyip/copa-2022-effective-product-development-culture-circa-2022pdf copa2022effectiveproductdevelopmentculturecirca2022-220519132616-2de04c84
Presentation about effective product development culture as an evolution of Spotify Engineering Culture for the Bosch internal Community of Practice Agile conference]]>
Presentation about effective product development culture as an evolution of Spotify Engineering Culture for the Bosch internal Community of Practice Agile conference]]> Thu, 19 May 2022 13:26:16 GMT /jchyip/copa-2022-effective-product-development-culture-circa-2022pdf jchyip@slideshare.net(jchyip) [CoPA 2022] Effective Product Development Culture circa 2022.pdf jchyip Presentation about effective product development culture as an evolution of Spotify Engineering Culture for the Bosch internal Community of Practice Agile conference <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/copa2022effectiveproductdevelopmentculturecirca2022-220519132616-2de04c84-thumbnail.jpg?width=120&height=120&fit=bounds" /> Presentation about effective product development culture as an evolution of Spotify Engineering Culture for the Bosch internal Community of Practice Agile conference

[CoPA 2022] Effective Product Development Culture circa 2022.pdf from Jason Yip

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0 [Business Agility Conference 2022] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren't Squads, Chapters, Tribes, Guilds.pdf /jchyip/business-agility-conference-2022-the-top-3-points-you-should-have-paid-attention-to-in-the-spotify-engineering-culture-videos-that-arent-squads-chapters-tribes-guildspdf businessagilityconference2022thetop3pointsyoushouldhavepaidattentiontointhespotifyengineeringculture-220324183422
When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to.]]>
When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to.]]> Thu, 24 Mar 2022 18:34:22 GMT /jchyip/business-agility-conference-2022-the-top-3-points-you-should-have-paid-attention-to-in-the-spotify-engineering-culture-videos-that-arent-squads-chapters-tribes-guildspdf jchyip@slideshare.net(jchyip) [Business Agility Conference 2022] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren't Squads, Chapters, Tribes, Guilds.pdf jchyip When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/businessagilityconference2022thetop3pointsyoushouldhavepaidattentiontointhespotifyengineeringculture-220324183422-thumbnail.jpg?width=120&height=120&fit=bounds" /> When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to.

[Business Agility Conference 2022] The top 3 points you should have paid attention to in the Spotify Engineering Culture videos that aren't Squads, Chapters, Tribes, Guilds.pdf from Jason Yip

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0 Agile India 2021: Experimenting with BAPO in Spotify Ads R&D /jchyip/agile-india-2021-experimenting-with-bapo-in-spotify-ads-rd agileindia2021experimentingwithbapoinspotifyadsrd-211122140935
BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework within Spotify Ads R&D and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. Beyond sharing my successes and failures, this session will also encourage attendees to sketch how they might try this framework in their own context and anticipate what issues may appear.]]>
BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework within Spotify Ads R&D and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. Beyond sharing my successes and failures, this session will also encourage attendees to sketch how they might try this framework in their own context and anticipate what issues may appear.]]> Mon, 22 Nov 2021 14:09:34 GMT /jchyip/agile-india-2021-experimenting-with-bapo-in-spotify-ads-rd jchyip@slideshare.net(jchyip) Agile India 2021: Experimenting with BAPO in Spotify Ads R&D jchyip BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework within Spotify Ads R&D and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. Beyond sharing my successes and failures, this session will also encourage attendees to sketch how they might try this framework in their own context and anticipate what issues may appear. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileindia2021experimentingwithbapoinspotifyadsrd-211122140935-thumbnail.jpg?width=120&height=120&fit=bounds" /> BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework within Spotify Ads R&D and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. Beyond sharing my successes and failures, this session will also encourage attendees to sketch how they might try this framework in their own context and anticipate what issues may appear.

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D from Jason Yip

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0 Agile India 2021: 8 guiding principles for Agile Coaches (or change agents) /slideshow/agile-india-2021-8-guiding-principles-for-agile-coaches-or-change-agents/250677646 agileindia20218guidingprinciplesforagilecoachesorchangeagentsfromthespotifyadsrdagilecoachingteam-211118130313
8 principles for Agile Coaches (or change agents in general) from the Agile coaching team in Spotify Advertising R&D]]>
8 principles for Agile Coaches (or change agents in general) from the Agile coaching team in Spotify Advertising R&D]]> Thu, 18 Nov 2021 13:03:13 GMT /slideshow/agile-india-2021-8-guiding-principles-for-agile-coaches-or-change-agents/250677646 jchyip@slideshare.net(jchyip) Agile India 2021: 8 guiding principles for Agile Coaches (or change agents) jchyip 8 principles for Agile Coaches (or change agents in general) from the Agile coaching team in Spotify Advertising R&D <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileindia20218guidingprinciplesforagilecoachesorchangeagentsfromthespotifyadsrdagilecoachingteam-211118130313-thumbnail.jpg?width=120&height=120&fit=bounds" /> 8 principles for Agile Coaches (or change agents in general) from the Agile coaching team in Spotify Advertising R&D

Agile India 2021: 8 guiding principles for Agile Coaches (or change agents) from Jason Yip

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0 Frug'Agile 2021: Agile as doctrine (and that's a good thing) /jchyip/frugagile-2021-agile-as-doctrine-and-thats-a-good-thing frugagile2021agileasdoctrineandthatsagoodthing-211014195119
What are the fundamental principles by which Agile practitioners should guide their actions in support of objectives, that are authoritative but require judgement in application?]]>
What are the fundamental principles by which Agile practitioners should guide their actions in support of objectives, that are authoritative but require judgement in application?]]> Thu, 14 Oct 2021 19:51:18 GMT /jchyip/frugagile-2021-agile-as-doctrine-and-thats-a-good-thing jchyip@slideshare.net(jchyip) Frug'Agile 2021: Agile as doctrine (and that's a good thing) jchyip What are the fundamental principles by which Agile practitioners should guide their actions in support of objectives, that are authoritative but require judgement in application? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/frugagile2021agileasdoctrineandthatsagoodthing-211014195119-thumbnail.jpg?width=120&height=120&fit=bounds" /> What are the fundamental principles by which Agile practitioners should guide their actions in support of objectives, that are authoritative but require judgement in application?

Frug'Agile 2021: Agile as doctrine (and that's a good thing) from Jason Yip

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0 Using BAPO to apply structure follows strategy /slideshow/using-bapo-to-apply-structure-follows-strategy/249963125 usingbapotoapplystructurefollowsstrategy-210811202820
BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor.]]>
BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor.]]> Wed, 11 Aug 2021 20:28:19 GMT /slideshow/using-bapo-to-apply-structure-follows-strategy/249963125 jchyip@slideshare.net(jchyip) Using BAPO to apply structure follows strategy jchyip BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/usingbapotoapplystructurefollowsstrategy-210811202820-thumbnail.jpg?width=120&height=120&fit=bounds" /> BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor.

Using BAPO to apply structure follows strategy from Jason Yip

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0 [Yow! 2019] 3 insights from 4 years at Spotify /slideshow/yow-2019-3-insights-from-4-years-at-spotify-205092986/205092986 rvbpfzasgyvrfcjf64iw-signature-f2cf7ab4a3bbb3845718f1f906a24f1800046faa92db9223c912b64a2b1d8538-poli-191212214409
Thinking back over my 4 years at Spotify, I see 3 main insights: 1. Aligned autonomy is an ongoing struggle; 2. Building teams in the context of high growth require different assumptions; 3. Consulting companies are generally better at forming high-performing teams fast.]]>
Thinking back over my 4 years at Spotify, I see 3 main insights: 1. Aligned autonomy is an ongoing struggle; 2. Building teams in the context of high growth require different assumptions; 3. Consulting companies are generally better at forming high-performing teams fast.]]> Thu, 12 Dec 2019 21:44:09 GMT /slideshow/yow-2019-3-insights-from-4-years-at-spotify-205092986/205092986 jchyip@slideshare.net(jchyip) [Yow! 2019] 3 insights from 4 years at Spotify jchyip Thinking back over my 4 years at Spotify, I see 3 main insights: 1. Aligned autonomy is an ongoing struggle; 2. Building teams in the context of high growth require different assumptions; 3. Consulting companies are generally better at forming high-performing teams fast. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/rvbpfzasgyvrfcjf64iw-signature-f2cf7ab4a3bbb3845718f1f906a24f1800046faa92db9223c912b64a2b1d8538-poli-191212214409-thumbnail.jpg?width=120&height=120&fit=bounds" /> Thinking back over my 4 years at Spotify, I see 3 main insights: 1. Aligned autonomy is an ongoing struggle; 2. Building teams in the context of high growth require different assumptions; 3. Consulting companies are generally better at forming high-performing teams fast.

[Yow! 2019] 3 insights from 4 years at Spotify from Jason Yip

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0 Designing Better Tribe Meetings /slideshow/designing-better-tribe-meetings-161549378/161549378 designingbettertribemeetings-190806134406
Case study of designing better Tribe (aka department-level) meetings for the Brilliant at the Basics Meetup]]>
Case study of designing better Tribe (aka department-level) meetings for the Brilliant at the Basics Meetup]]> Tue, 06 Aug 2019 13:44:05 GMT /slideshow/designing-better-tribe-meetings-161549378/161549378 jchyip@slideshare.net(jchyip) Designing Better Tribe Meetings jchyip Case study of designing better Tribe (aka department-level) meetings for the Brilliant at the Basics Meetup <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/designingbettertribemeetings-190806134406-thumbnail.jpg?width=120&height=120&fit=bounds" /> Case study of designing better Tribe (aka department-level) meetings for the Brilliant at the Basics Meetup

Designing Better Tribe Meetings from Jason Yip

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0 https://cdn.slidesharecdn.com/profile-photo-jchyip-48x48.jpg?cb=1742957904 Looking to understand how to improve software delivery and help others do the same. Specialties: Lean, Kanban, Agile, XP (Extreme Programming) jchyip.medium.com https://cdn.slidesharecdn.com/ss_thumbnails/agileindia20254badideasaboutproductivity-250325065515-720affaa-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/agile-india-2025-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/277156219 [Agile India 2025] 4 b... https://cdn.slidesharecdn.com/ss_thumbnails/nycscrum4badideasaboutproductivity-250320014757-d85c2fbe-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/nyc-scrum-4-bad-ideas-about-productivity-and-what-agilists-should-do-instead/276949502 [NYC Scrum] 4 bad idea... https://cdn.slidesharecdn.com/ss_thumbnails/yip16aug2024-240907142718-e68a69f8-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/safe-responsive-trustworthy-coherent-a-target-operating-model-for-grainger-product-engineering/271631794 Safe, Responsive, Trus...