Culture Guardrails and Guiderails Transformation

Guardrails or guidelines Guiderails - (Policies) Operating Model

To mitigate risks; ensure the

​ ​ isks:
R
scope, interfaces, and
​ ​- Silos

High
The goal is for a team to be knowledge are clearly and Coordination Unification
​ ​- Divergence
Manifesto independent, and can function unambiguous stated
​ ​- Monitoring
autonomously Overlap between teams scope

Integration
Vision Vision ​ ​- Bureaucracy
MIssion can be acceptable, but
requires clear boundaries
The culture provides the
shape of the group, and

Low
Mentalities affects the available Diversification Replication
Values Provide a delineated course of action,
Perspective interactions internal, Provides a borders playing area, which Template
Scope of Responsibility which provides a tight path, used to
externally, and between. a team can progress to the goal with
(Architecture) deliver mandated elements and legal
relative freedom
What is the promise? deliveries Low High
Culture is the cumulation of
Standardization
Ethics the core tenets common to
Practices
Implementation the group.
Interfaces Inputs
Tenets can be explicit or Modular What is the purpose?
implicit, and can be unknown.
Fit
Team
People
Diversity
The tenets affect the response Knowledge Outputs Justification? Architecture maturity stages
of the group.
Local
Origin Story "Groups" can apply to the Applications
Narratives
Encapsulation organization, departments, Context?
teams, clients, vendors, Enterprise

Integration
competitors, and community systems
Resources Administration

Decision Criteria?
Folklore Implicit viewpoints
Shared
infrastructure

https://polgovpro.blog/2020/04/15/governance-​guardrails-​and-​guiderails/?​utm_source=pocket_mylist Shared Data

Silos Standardized Optimized Modulable

Desired Behaviour Change

Change acceptance process

Strategy and Roadmaps will drive change to any system
Factors
The goal and its intended value is communicated to the team, the team is guided by the intentional architecture, guardrails, and
Blames Others
guidelines to deliver the change.
The value derived might not align to the initial intended goal or value but might provide a different pathway to value
Goals
the methods used to guide the team is vital for the success to the strategy plan

Provides People Provides Boundaries Provide Material for

Denial Blames Self
discovery
People
Solution space
People
understood goal
Uncertainty
Culture local decisions
Provide discussion
boundaries set Architecture Maintenance Doubt
groups
escalation criteria
Context Rationalization

Goal Value
Architecture: What, Acceptance Provide Workshops
Why, and When Feature Acceptance
Process Process
Provides Context Provides Form
Guardrails, Guiderails Deliverables
Develop and train
Adoption Problem Solving
processes

Supporting Systems
Review, assess, course correction and
recommendations Moving on
Administration

Context Intentional Architecture Modular Team Delivery

Way of Working - WoW Factor Elements Strategy

Factors

Evolution (Skill) genesis

What is the goal? Collaboration custom Scope of
Culture
Organization
solution
Governance Responsibility
utility
Teams
People
What do we want to achieve? Organization Secret Sauce
Systems
Organization startup
Providesthe shape
Goals Value
Provides structure
Clients single organization
to the solution, and to fill and the
Communities paid partners (vendors)
templates for boundaries to work
coalition partners
What do we have? Strengths Strategy delivery in
Skills

Skills rote
Capabilities
modify
"Important Stuff"
Roadmap
change
What to we need to produce? Geographical bespoke What needs to be done?
Guidelines Why it is done? Guardrails Interfaces Process Inputs
Geographical co-​locatied When should it be done?
same building
same time zone
What do we need to change? Domain
Intentional Architecture Implement and Delivery What is the shape to fill?
global
Knowledge Data Outputs
Domain straight forward What do hope to achieve?
complex What is to be delivered?
What can we measure? Compliance very complex What is expected?
rapidly evolving What can be measured?
Realignment Review Goals / Gains
Compliance informal Resources Administration
Definition of success / failure?
internal oversight Intentional Architecture
external standards
regulatory oversight A purposeful set of statements, models, and decisions that represent some future
existential
architectural state.

Decision New way of working Platform Organizational

Context can also be derived using
These can be plotted cause / effect chart These can be plotted on a radar chart
Wardley Maps

Who Culture Composite applications PODS

cause cause visible

effect
When Context Crown jewels mutli-​team

cause cause

invisible
Accountability Agile re-​usability multi-​product
genesis / concept custom / emerging product / converging commodity / accepted

Guardrails / Guidelines Collaboration scaling multi-​channel

Review MVP Real time Customer experience

Communication Co-​creation Silos

Logging Remote Innovation

2022-08-24 - @dreffed Partnerships