远程开发团队的数字化创新

The new normal of distributeddevelopment teams is not that “new”anymore. During the last two years,remote work has become an integralpart of what organizations usually seein resumes and how they structuretheir day-to-day operations. However, sending employees home maynot have a positive effect on organizationalinnovation and collaboration. In thiswhite paper, we will examine how this canhappen and ways that organizations cansteady the ship to adapt to constant changewhile sustaining innovation remotely. HOW TO KEEP PACE WITH CHANGEAS ORGANIZATIONS GROW Being ready to adapt to change withoutlosing a competitive advantage starts withhow much effort organizations put intointernal readiness. When the focus is two-fold—driving market growth and upgradingprocesses within a company—reorganizingwork to a changing environment is easier. Organizational growth is impossiblewithout change. Enterprises always findthemselves in a shifting environmentonce they get bigger, enter newmarkets, and roll out new products. The dilemma is that growth may sometimesstifle remote development teams andorganizations. When stuck in a change-resistant rut, some may go overboard bysolely focusing on market-level tasks anddeliverables. Even though this may seemlike the right way of making stakeholdershappy, betting on nothing but externalresults may eat into an organization’sagility and competitive advantage. One way to respond to changes is to usethe Cynefin framework. Developed by DaveSnowden, whose methods and tools haveleft a deep impression on IBM and beyond,this framework helps organizations actupon the existing situation. It also appliesto distributed engineering teams strugglingto adapt to a shifting environment. According to the Cynefin framework, any problem that requiresa response will fall into one of these categories: •Simple.That’s when a problem isstraightforward, and so is the way ofaddressing it. It doesn’t involve massiverestructuring or lengthy research, asthere’s usually one best practice tosense, categorize, and respond to it. •Chaotic.In a chaotic scenario,enterprises do everything they canto act quickly to solve urgent issues,which is often done without a plan. Thekey idea here is to sense what worksand what doesn’t, and discover novelpractices to respond to the chaos. •Complicated.A complicated situation iswhere most organizations are. It’s aboutacting upon a problem that is eitherhard to solve or creates ambiguity withmultiple ways of solving it. It’s crucialto sense the environment, analyze themarket, and respond to the problemwith a deliberate strategy. •Disorder.This is the Bermuda Triangleof a changing environment. Theunknowns prevail over clarity, andthere’s no evidence or data on whattype of situation an organization is into. •Complex.Complex situations go handin hand with emergent practices andstrategies. They call for experimentsand research to “probe” the market anddevelop solutions based on the findings.A good response is only possible afteranalyzing the findings to narrow downthe best practices to apply. Many practices exist to help organizationsamid the growth stage. They review anorganization’s current processes andstrategies to create room for more agility,even if it comes at the cost of efficiency.When responding to change is anordeal rather than an easy thingto do, organizations should: •Cultivate a culture of experimentationwhere teams can conduct businessexperiments, collect feedback, andacquire emergent practices •Allow distributed development teams,managers, and other employees to shareand consider ideas as part of their daily orweekly routines •Prioritize speed over efficiency with Agilepractices •Gopodularto divide large teams intosmall, self-contained teams and improvean organization’s nimbleness •Bring decision-making to the leading edgein order to shift away from the time-consuming hierarchical process and giveteams more control over their actions •Set the stage for fast learning andknowledge sharing CHECK OUT OUR LATEST VIDEOWITH ASHOK VANTIPALLI,TireHub’s CIO, where he shares his experience partneringwith SoftServe to transform their entire customer platform With these practices, enterprises can becomefaster in analyzing the market and adaptingto new challenges. And being faster oftenmeans being ahead of the competition HOW TO ENABLE SCALABLE INNOVATION THROUGH IT The ways enterprises tap into ITcapabilities for digital transformation canbe self-limiting. For some, automatingprocesses to expedite tasks that havelittle or no value looks like the onlyviable strategy. But innovation shouldbe a starting point, not a destination. Building a Digital Factory has a lot to dowith encouraging scalable innovation by: •Creating a delivery vehicle for ideasand experiments •Expanding the digital capabilitiesof an enterprise One survey showsthat fewer than10%of organizations are happy about howthey innovate due to the alleged limits onthe IT resources and technology they use.