Our Time in the Desert

Spending “our time in the desert” carries a long-running history in Western religious and philosophical literature. The desert provides clarity of analysis to the Observer by escaping the subjectivity of densely-populated areas. Whether prophet or philologist, escaping the world of privileged life to find an alien world without our feelings, fears, and troubles; this has long been a clarifying moment. However, as we will find, even the “desert of the real” no longer holds the same significance. We have experienced to many living deserts, too many virtualizations of false lifelessness, smiling at us and walking around out of habit.

In Western philosophy, the desert represents a partial answer to what the world might be when it is absent of life. Many of the problems of philosophy emerge out of linguistic or stylistic flaws, existential particularized instances that thought transforms into generalization prematurely, or abstractions that take on a “life of their own” and run amok in the civilized mind. The spectacle of human society is too full of symbols and signs, leaving the philosopher in search of “bare life” in the wilderness, to at last secure a hold on the sublime. There is immediately a textual question, were one to note it: why the desert? Nietzsche, like his own retreat to Switzerland, has Zarathustra retire to the mountains. Henry David Thoreau escapes to Walden pond, painting a scene of a small cabin among American pines, praising self-sufficiency. In similar fashion, we may try our own hermitage to mountains or forests to escape the confused misrepresentations of society and fashion. The desert, in contrast, represents an alien reality, one that does not welcome us or praise us, a physicality that humbles the consciousness that believes reality manifests for life.

In the process of enduring the desert, we see an escape of the noise, light, and concerns of Others. Yet this escape requires there be something to escape into as well. The desert holds the appeal of an absence of signs, representation, and symbolic exchange. The comforts of the mountain or the forest still let us believe we can make a home, then construct a metaphysics that justifies our selfish human privilege. The alien forms of the desert, self-sufficient without the presence of human mechanization and machination, reveals the Observer’s alienation. The unintended consequences of society become clear in the desert of the real. The alien landscape of human lifelessness reveals the alienation of human society. Then we see that enclosure within the social machine encroaches upon individual moral systems of valuation and signification.

For this, we must strip representation down to bare life, then even forget life itself. At the extremes, the cosmos is a lush paradise, phenomenon created by the human mind and for the human mind; else it is an enormous desert, a system of objects that entraps us, an enormous machine in which matter is more real than our lives ever might be.

The inescapable social machine creates the need to distance thought from its comfortable privilege, opening the individual value system to the experiments of alien reality. The long-running contemplation of inhuman reality as a desert represents a stance on metaphysics. The weight of our decisions in the desert are the moral responsibility of bare life; every metaphysics carries extreme implications for moral systems.

Plato told us that there is a perfect and sublime realm of pure forms, triangles, circles, concepts, and virtues, all complete and wholesome in the full light of the sun. Meanwhile human existence is a sad misrepresentation of the true reality, like shadows cast on the wall of cave, create by puppets and trifles in a flickering fire. The allegory of the cave inspires a long lineage of mathematicians, astronomers, and rationalists, all trying to wake up from the dream of this world so that they may see the true world in all its sublime glory. This effort to deny the significance of bodily life makes its way to the Rationalists, like Descartes and Spinoza. The rationalists insisted that a perfect reality lay outside the material reach of humanity, except through total conceptualization and pure reason.

Aristotle takes a more encyclopedic approach (an apt description of the method by William James). Describing the attributes of human experience, cataloging the ideas found in agreement, and attempting to summarize the most probable and consistent explanation for the full sum of human belief, Aristotle established the framework for the division of our major sciences. The lineage of Aristotle, ending with the British Empiricists, insist that the material perception of humanity is the only reality upon which we can base our judgements. Anything abstract is either self-evident, as the result of a system of abstract machines like 1+1=2, or they are generalizations of experience, hypotheses that must undergo continuous experimentation for validity.

Insisting on exclusively a priori grounds, Descartes builds out a moral system based on the perfection of axiomatization, aspiring to find God-given precepts as pure as mathematics. Descartes wants an ontologically self-evident deity, with a moral code as self-contained – in the absence of any believer – as Euclidean geometry. Insisting on exclusively a posteriori grounds, Hume insists that human nature and justice must arise from probability, experiments, and patterns.

As good literary critics, we must look to the context of these arguments and read between the lines. The foundations of metaphysics and physics, its implications for ontology and epistemology, these were the formal concerns of their arguments. Between the lines, the first modern philosophers were finding that the “pagans” of Rome and Greece were not so different from Europeans and that the divine right of kings ought not trump the sovereignty of individuals. On the one side, the rationalist denial of the validity of human life and the Christian attitude toward worldly pain and desire, whatever the intended consequences, had resulted in abuses of despotism, outlandish inequality, disposability of slaves and peasants, as well as a long series of wars, killing and torturing lives in the name of the Kingdom of Heaven.

Hume’s skepticism laid out a groundwork for methodical naturalism that had terrible implications for personal beliefs about the burden of moral responsibility humanity bears. By what means do we justify enslavement, castration, starvation, domestication, or carnism – there is no grounds for any of these injustices without a social machine producing it. Empirical logic dictated that the ontological argument for a deity only gave the cosmos itself the name of God. All the injustices of human life, and many abuses against nature, originate in human prejudices, perpetuated by justifications provided by organized religion.

Hume awoke Kant from his “dogmatic slumber” and likewise startled into action all Western philosophy that followed. Hume stated, “All knowledge degenerates into probability.” Indeed, centuries of improvement in stochastic econometrics proves above all that the average human keeps economics and statistics as far away from their domesticated habits as they can. Probability of two united representations of the senses provide us with increasing certainty, but generalization of correlation into causality can only be an optimism bias imposed by the mind itself. Necessity, power, force, causal agency are thus projections of the mind superimposed on the consistent union of representations in the constant conjunction. Like heat, color, weight, sound, taste, and smell gain signification relative to the context of the Observer, Hume closes the book on generalization from certainty of probability. There is no cause and effect, nor causality and causal agency at all, only a probability we forecast and trust based on consistency of experience; “Anything may produce anything,” and by implication, any king, master, government, or religion who tells your otherwise are deluding you for the purposes of undeserved access to resources, labor, and moral hypocrisy.

Kant takes the extremes of the two approaches and attempts a “Copernican Revolution” by embracing both sides wholesale. Kant argues that the mind produces causality, not as a forecasted probability, but as a category of the mind itself. The representations of the senses, cause and effect, are all produced by the mind, as are space and time, but the mechanical determinism we see outside the mind tells us nothing about the freedom of the will “inside” the mind. The machine may look predetermined and predictable from the outside, reactive within a chain of causes and effects, but the ghost within this shell is free and moral. While causality is consistent beyond a reasonable doubt, the feeling of freedom of the will and moral valuation is likewise consistent beyond a reasonable doubt. Thus, he argues, it must be the mind itself that adds everything other than freedom of will and pure reason to our representations of space, time, appearance, and causality. This lensing applies to the perception of other rational agents, and any of our interactions among intelligent beings, so their determinism and our freedom cannot contradict one another.

Based on this approach to bridging the gap between free will and determinism, Kant builds causal agency upon the synthesis of internally true freedom and externally apparent determinism. Without insisting on the rationalist freedom necessary for moral choices or insisting on the naturalist determinism necessary for moral consequences, Kant breaks the world in two. On one side of life we find the phenomena that the mind generates, but on the other side the mind builds this upon the numen of metaphysics, the thing-in-itself about which we can reach no conclusions. This separation is essential to the moral agency we take for granted anyway, because in a purely deterministic world we would have no ability to make choices, and therefore bear no burden of responsibility; while in a purely free world we would have no control over the outcome of our choices, and therefore bear no burden of responsibility. When we begin with the axiomatics of Western philosophy, it is only if we are both free to make choices and the world contains enough determinism to link our choices to consequences that we bear any moral responsibility for actions.

Kant short-circuits the arguments for either extreme by separating human reality from actual reality. This allows for the belief that each choice is its own causa prima without undermining our responsibility for the consequences in deterministic perception. However, this separation, and the postulated numen as a thing-in-itself devoid of human perceptions, built a wall between humanity and the metaphysical realm. The intended consequences of this mechanization lay in finding a logically necessary system of morals. The unintended consequences of this machination are precisely where philosophy finds its desert: a world of numen in which mind refuses to live.

While Kant placed a wall in the individual mind, separating the senses and intellect from the metaphysical reality of the thing-in-itself, Hegel takes this license into senseless material abstraction, under the premise that any narrow view of the material whole may find through its self-reflection the complete understanding of the whole.

Schopenhauer criticizes the entirety of Kant’s approach, saying that it is recycled Platonism. Ironically, it was only Kant’s popularity that drew so much attention to Hume’s methodological naturalist skepticism. Schopenhauer surveyed the full history available from multiple cultures for the first time since the fall of Rome, finding new insights in Buddhism, Hinduism, Confucius, and Taoism. In practice, Kant’s method was too convenient for the morality that submits to the prevailing ideology. If the creation of phenomena occurs in the mind of every self-conscious rational observer, and moral imperatives only apply to self-conscious intelligence, Kant’s prioritization of human valuation over the will expressed in all forms-of-life violated the principle of sufficient reason; instead, Schopenhauer argued our physical experience itself alienates us, the world of representation separates itself from the metaphysical will as a lonely expression of selfish altruism among the collective desire for consciousness.

The will was Schopenhauer’s thing-in-itself, and the will-to-live was far more coextensive than humans or civilization. In the world of will and representation, we experience thorough determinism of signs and even the choices we believe we make are representative interpretations of the movement of the one will; as generator of the forces driving all representational things. Finally, we arrive at the desert of Western philosophy. Stripping away the layers of representation, removing the system of values, both in concept and precept, and anything specific to the strategic goals of the human species, he lands upon the will by wandering into the desert, realizing the will cannot stop willing. Simply, being cannot stop becoming even throughout infinite revolutions and recurrence:

But let us suppose such a scene, stripped also of vegetation, and showing only naked rocks; then from the entire absence of that organic life which is necessary for existence, the will at once becomes uneasy, the desert assumes a terrible aspect, our mood becomes more tragic; the elevation to the sphere of pure knowing takes place with a more decided tearing of ourselves away from the interests of the will; and because we persist in continuing in the state of pure knowing, the sense of the sublime distinctly appears.

Schopenhauer, World as Will and Idea Vol. 1

The inescapable desert of pure knowing led him to immense pessimism, and he believed even the honesty of systems like Stoicism and Buddhism were insufficient for this desert. At one point he articulates this as a conversation among two friends, one wishing to be certain of the eternity of the soul, the other explaining the foolishness of wanting such assurance. In the end, the two call each other childish and part ways with no resolution; this may have been the underlying insight of all his philosophy, that all representation is childish non-sense. The will-to-live expressed in any one life was helplessly biased, and only self-conscious intelligent humanity was fully aware of the terrible burden of moral responsibility implicit in the recurrence.

Supposing anyone agrees to the groundwork of the pessimistic view reacts in the negative, treating its conclusions with any level of anger, indignation, and indolence, where might such a warrior take his passion? For this we find Friedrich Nietzsche, ready to reject the asceticism of any collective religion. He paves the way for a new method of nihilist existentialism that requires individualist positivism. While religious systems had long founded their origins on the ideas of prophets spending their time in the desert, seeking the truth-in-itself, Nietzsche rejected the notion that anyone may meaningfully appropriate these insights from another.

Going even further than Feuerbach or Schopenhauer, Nietzsche deploys his powers of literary criticism to show how the organization of religions around the insights of prophets provides us with the opposite guidance exemplified by their embrace of the desert. We ought to echo these as free spirits, creating our own system of values, not follow blindly the dogma institutionalized complacency. Within the mechanization of an ideological, dogmatic, axiomatized belief system, built in the shadow of these warrior-philosophers, we find the machination of the priests and clerics who, too weak to spend their own time in the desert, prevent all others as well.

The only answer for Nietzsche is to run into the desert, like a camel that has escaped with its burden, shrug it off, become a lion, and battle the enormous dragon “Thou Shalt” so that one may become a child, making new games and values:

“In that the NEW psychologist is about to put an end to the superstitions which have hitherto flourished with almost tropical luxuriance around the idea of the soul, he is really, as it were, thrusting himself into a new desert and a new distrust […] he finds that precisely thereby he is also condemned to INVENT—and, who knows? perhaps to DISCOVER the new.”

– Nietzsche, Beyond Good & Evil

Nietzsche sets the tone for the personal responsibility to become our own prophet in the desert, a warrior-philosopher far removed from the falsehoods of entrapment in the social machine. Albert Camus, who fought as a rebel during the Nazi occupation of France in WWII, took this moral responsibility as the essential meaning of human existence.

In the face of immense human suffering and depravity, surrounded by casualties of war and hopelessness actualized through countless suicides, Camus likewise found a desert in which we must fight for meaning and purpose. He called this desert the “absurd” – the self-consciousness speculative reality we experience, that is neither the material objects nor pure representation of mind. Representation distances us from the simple possibility that consciousness can distrust itself for some strategic reason; or that humanity repeatedly utilizes abstractions to justify murder. Therefore, we must revolt against the absurd and continuously fight for meaning.

It is here that the full history of philosophers rejecting naïve realism, with comprehensive skepticism that we may ever attain objectivity, finally reaches its absurd conclusion from the phenomenologists, that nothing is certain, “evoking after many others those waterless deserts where thought reaches its confines. After many others, yes indeed, but how eager they were to get out of them!” The desert of the real is the end of the power of thought, a limitation few philosophers were willing to accept.

This inability to find justification in knowledge of reality forces the burden of responsibility for our actions on our own shoulders. Thought will not attain certainty of material determinism or spiritual unity. We can only look to other humans for the depravity of the absurd. The mechanization of institutionalized values, which machinate unintended consequences, should not become our complacent acceptance.

“At that last crossroad where thought hesitates, many men have arrived and even some of the humblest. They then abdicated what was most precious to them, their life. Others, princes of the mind, abdicated likewise, but they initiated the suicide of their thought in its purest revolt. The real effort is to stay there […] to examine closely the odd vegetation of those distant regions. Tenacity and acumen are privileged spectators of this inhuman show in which absurdity, hope, and death carry on their dialogue. The mind can then analyze the figures of that elementary yet subtle dance before illustrating them and reliving them itself.”

– Albert Camus, The Myth of Sisyphus

When we reach this realization, that nothing human can be certain, that nothing behind or under perception justifies our life, pleasure, suffering, or death; this is where all the interesting and dramatic intricacies of systems of living representations occur.

The absurd is a desert of the mind, the distance or distortion that lies between what the material of the cosmos might be without representation in consciousness and signification by intelligence. The absurd is everything that painfully fails to make sense, such that we reject the validity of our senses, or even put an end to sensory experience. The revolt against this denial and delusion described by Camus, as well as the reality of our moral systems within the social machine, reflects the prophetic independence of Nietzsche’s warrior-philosopher.

Camus concludes that if the absurd is the quintessential defining attribute of human life, he must maintain the discipline of methodological naturalism in his authentic appraisal of the system: “I must sacrifice everything to these certainties and I must see them squarely to be able to maintain them. Above all, I must adapt my behavior to them and pursue them in all their consequences” (Ibid).

He likewise takes stock of the problem of re-valuation of all values and the cowardice to do so. While Nietzsche treats this fear with disgust, Camus treats it with empathy. The desert of the real, the fact that we and all those we love will die, that the world will forget us and everything we ever hoped or desired; to fear the reality of this supposition is only natural:

“But I want to know beforehand if thought can live in those deserts. I already know that thought has at least entered those deserts. There it found its bread. There it realized that it had previously been feeding on phantoms. It justified some of the most urgent themes of human reflection.” Ibid.

For Camus, there is no doubt of how difficult and terrifying it may be to reconsider everything once held valuable, meaningful, and true. An individual re-valuation of all values must proceed when we finally strip away the mechanization and machination that filter our reality. Our time in the desert reveals the alienation and denial that it has brought us, that we are party to the machine, and it prevents us from prioritizing with any lucidity or acumen.

Bertrand Russell summarizes the long-running battle for objectivity similarly in Some Problems of Philosophy, and the alienation it represents, saying, “If we cannot be sure of the independent existence of objects, we shall be left alone in a desert — it may be that the whole outer world is nothing but a dream, and that we alone exist.”

Unfortunately, we have a new problem today. The same mechanization of general intellect implicit in capitalism is a machination that undermines virtuosity and moral responsibility. The interlinked supercomputers in our pockets free us to access more information than ever, but too much information too fast leaves us unable to find any significance in it. This is the decisive step in the process of alienation humanity pursued with the successive objects placed between us: tools, weapons, religion, governments, enclosure, property, currency, contracts, machinery, corporations, computers, the spectacle. The “war of all against all” described by Hobbes, the social machine can finally reduce our natural state of civil war to isolated individuals, so long as they carry their own chains of self-enslavement in their pocket.

We no longer find enclosure in the social machine mechanization of labor, we enclose the machination alienation within our personal machine. The spectacle and virtualization prevent us from reaching any desert of thought and any authentic life. In Simulacra & Simulation, Jean Baudrillard calls this problem hyperreality: “Abstraction today is no longer that of the map, the double, the mirror, or the concept. Simulation is no longer that of a territory, a referential being or a substance. It is the generation by models of a real without origin or reality: a hyperreal.” When social engineering precedes our understanding of rational normative valuation, when the full globalization of economic Oedipalization leaves us with no unaltered experience, we are only able to recognize patterns that Others created ahead of time for us to recognize.

Hyperreality is the universally unauthenticated life. It represents a loss of significance by managing all mystery ahead of time. We do not experience any event authentically because the genuine physicality experience is not the anchor, a virtual experience anchors us ahead of time. If we go camping, virtualization anchors us to what camping is and who campers are through movies, commercials, and social media. To be certain, this is not a new and unexpected result of technology, it is the very essence of technology. Where we once spent time in the desert to escape the representations of the social machine, now we recognize its total inescapability.

Philosophers once inspected the distinction between the world of the mind and the world the mind perceives, some claiming everything was virtual, others claiming everything was machines. Repeatedly, some dualism became established, such that our virtualization, though developed and enclosed by machines, we could feel confident we could escape them. Today our understanding of either loses its innocence, precisely because we finally know how to engineer the patterns. It is no longer a few power-hungry men and the herd instinct of the masses that develops the unintended consequences of our morality, we can no longer claim ignorance or escape. Today we are all party to the data, the algorithms are intentional, and intelligent people fight to manage or mismanage the collateral damage.

“The territory no longer precedes the map, nor survives it. Henceforth, it is the map that precedes the territory — precession of simulacra — it is the map that engenders the territory […] It is the real, and not the map, whose vestiges subsist here and there, in the deserts which are no longer those of the Empire, but our own. The desert of the real itself. – Baudrillard

Just as the chains of hyperreality prevent us from knowing the distinction between the real and the virtual, between our mechanization and our machination, the desert of the real is no longer a problem between us and material physicality, nor between us and the social machine. Now the absurd reality is within us. As we trace this lineage of the desert, we come full circle to the machines and automata from which self-consciousness attempted to distance us. The remainder of our philosophy will face the ethical and political dilemma in which we awake, to understand the moral weight of decisions, even if these we pursue in a dream within a dream, even if our awakening is only to another dream. We must establish what moral values ought to carry significance regardless of how deep in Plato’s cave we might be. Any mechanization that prevents this personal responsibility to life and existence is a machination.

Regardless of its original evolution, the intended consequence of formalization in written language was to bring humanity together. Abstraction became a powerful tool, trading on the currency of truth-values. Generalization allowed anchored, consistent existential instances to become probable patterns that we could exchange and test against reality. Once language became typography, the rules of grammar formalized and analyzed, and the lexicon of significations network into a matrix of signs, we realized the tool meant to bring us together resulted in our separation. The signs of language are simulacra, words that have definitions prior to our experience of an object. Together, full literacy creates a simulation of the world that we project upon it, distorting its significance. The signs of images in media do the same, so that instead of recognizing an object as a particularized word, we have experiences the name, the image, and the normative reactions of others in advance. Finally, we take all these simulations and place them on our own body, first in the pocket, then as wearable, with a goal to achieve further integration. Virtualization consumes us prior to any experience of reality.

Our time in the desert of the real means that we cannot look to a higher or lower plane of existence, or base our morality on the significance of rules outside ourselves. Now there are no rules outside us, only the axiomatization of our simulations, rules which we either manage or mismanage. For Schopenhauer, the desert was our capacity to resist the will and engage in pure simulation. For Nietzsche, the desert was the struggle to create new systems of significance and new patterns of understanding. For Camus, the desert was the absurd distance that alienates us from objectivity. In Baudrillard, we finally face our desert of the real, that the loss of any objectivity leaves everyone equally speculative, in a simulation we create and cannot escape. We are party to all the unintended consequences of the system and must build a better machine.

Why? Why? Why? Why? Why? (5 of them)

As I described this weekend on Snapchat using the example of my house, Root Cause analysis – or asking the 5 why’s – is essential to lean scalability and a thriving culture of relentless improvement. In complex systems thinking, you must see problems (lack of quality, decreasing sales) as a symptom of the system as a whole.

I bought my first home in November in a north suburb of Chicago. Naturally, that means finding little issues here and there as I go. It was originally built in the 1950’s and I knew it was in a neighborhood that had flooded a bit a few years back. I was excited from the first tour to see a fantastic dual sump pump system in the finished basement.

Unfortunately: The previous homeowner had treated the symptom, not the problem.

A house (like a software product or tool in its context) is part of a complex adaptive system. It is inserted into a biological ecosystem, and integrated with multiple networks (cable, electrical, plumbing, roads). What the previous homeowner did is a mistake many of us make when it comes to eCommerce, marketing campaigns, enterprise software, you name it – the symptom was treated in the context of a system in homeostasis without changing the ability of the system to adapt to deal with a chaotic event.

SO – my basement has flooded, just a little, three times this spring.

Enter the “5 Why’s” Analysis:

1- Why is the carpet wet in the basement?  The sump pump didn’t pump out the water quickly enough. If I were to continue to treat the symptom, I might upgrade the sump pump, which is expensive and might not work (and what we tend to do in the workplace).

2- Why didn’t the sump pump handle it?  There was too much water around the house, building up hydrostatic pressure. The second time we had flooding, I noticed that the water appeared to have come in from all sides, not from the sump pump reservoir overflowing. (i.e. without “going to the place” I might have continued to blame the sump pump)

3- Why was there too much water around the foundation? I have a negative grade, meaning my lawn on one side slopes slightly toward the house. Again, easy to blame that and spend a fortune on a re-grading (legacy system migration anyone?) but I had the joy of really, really “going to the place” and spent an 1hr flash-flood storm OUTSIDE, managing the flow of water in non-normal conditions. After all, the yard may slope slightly, but there are 4 basement egresses with drains in the bottom that run to the sump pump…

4- Why did so much water flow to the basement window wells that the drains couldn’t get the water to the sump pump quickly enough? (notice that we are finally getting somewhere in our root cause analysis!) Once I was out in the storm, it was clear that the rain on its own was not the issue: despite having cleaned out my gutters hours before the storm, the winds that blew the storm in kicked lots of new leaves onto my roof, blocked the gutter, and a waterfall of water came off the gutter onto the negative grade instead of going down the downspout system that drains the water in a safer direction. What I also noticed was that the sidewalk gradually filled with water from the downspout nicely – meaning there was a certain amount of in-yard flooding that could occur before the water would pour unchecked into my window wells. (note, I could invest in LeafGuard or something as part of a total replacement of my gutters, but have we really found the root cause?)
5- Why doesn’t the system (my house in its context) handle a the flow of water in that quantity? Now we’re down to business. The soil has a high clay content and hasn’t been aerated recently. The previous homeowner removed bushes on that side of the house but not the roots and stumps. The downspouts eject water 3 feet from the house, but into an area of the lawn that can be easily filled with water that will then flow back to the egresses.

Root cause – The system is not prepared to handle the flow of unwanted inputs under non-normal conditions.

Oops, I slipped into discussing emergent leadership in complex adaptive systems.  What I meant was, nobody had bothered to look at what happens to the flow of excess water in flash-flood conditions.  Just like I frequently see no one planning for “storms” in their agile or devops culture, their social media presence, or omnichannel efforts.

To round out the story, now that we have a ROOT CAUSE.  I can come up with a….

Solution – Create a sub-system that encourage adaptation to non-normal systemic conditions.

Sorry, I did it again.  But you really can’t tack on a new tool or process if you have underlying cultural factors that need to be addressed.  For my house, the answer is simple, add a French Drain system that will handle excess water during a flash flood.

Now, with my years in custom app development consulting, the parallel is really quite striking. Investment in a bigger pump, a total re-grading, or new and improved gutters would have been an expensive way to deal with emergent properties of the system without helping it adapt properly to non-normal stress. The french drain and dry well implementation I have started will require some hard work (i’m digging it by hand!) but potentially no cash (I already have more river stones than I know what to do with).

  • I’ve discussed how this applies to agile or DevOps transformations that don’t address cultural problems.
  • I’ve shown how bad investments in software happen due to a lack of understanding of the root cause.
  • Look for more on how this applies to eCommerce and Marketing on the way!

Enterprise App Strategy: The Resource-Based View

The Resource-Based View of Corporate Strategy

In my post Porter’s Five Forces for Enterprise Mobile Solutions I reviewed the classic but powerful theory elaborated by Michael Porter, a key thought leader in what is known as the Market-Based View of strategy.  This externally-focused view of competitive strategy is predicated on analyzing the industry in which a firm competes, the position a firm takes as one of many competitors, and the economic implications of that position.  This is often easier in hindsight and can be difficult to employ for strategic planning for some businesses – because the Five Forces method focuses on the economic value captured by a firm after external pressures erode the value created, rather than why or how that value is created in to begin with, the Market-Based View can leave business leaders scratching their heads.  Moreover, even when the impact of the Five Forces is clear at the business level, it becomes extremely problematic when looking at a multi-business corporation.  When a publicly-traded corporation has a diversified portfolio of unrelated businesses, what value does the corporation create for its shareholders independent of the businesses competing in their unique markets?  How does the multi-business corporation position each business in a way that creates synergy and sustainable, long-term competitive advantage?

Collis and Montgomery have dedicated their careers to answering the difficult questions in corporate strategy as thought leaders for the Resource-Based View.  They provide valuable guidance in answering the problem of how multiple businesses can create more long-term value together rather than separately.  In this post, I will summarize key elements of the Resource-Based View and apply them to enterprise mobile app portfolio strategy.


Sustainable Competitive Advantage

Businesses exist to create economic value that can be consumed in exchange for capture of a portion of the value created.  While Porter’s Five Forces focuses on the pressures that erode the value a firm can capture, the Resource-Based View looks at how to plan competitive advantage at the corporate and business level so that the competitive positioning a firm takes has long-term sustainability.

Let’s start with the their definition of corporate strategy:

“Corporate strategy is the way a company creates value through the configuration and coordination of its multi-market activities.”

Whether the corporation manages multiple product lines within a single industry (such an automotive corporation that competes in both the low-price and luxury markets) or manages multiple businesses in disparate industries, a firm must align the core value-creation processes to maximize efficiency, effectiveness, and longevity.

While I will revisit the topics of administrative context, scope of the firm, and the role of culture and managing change in future posts;  the fundamental key to maximizing sustainable competitive advantage is understanding the resources that make your firm competitive and how to organize around them.

For a resource to be a source of sustained competitive advantage, it must be valuable, rare, inimitable, and non-substitutable:

Valuable – A resource must enable a firm to employ a value-creating strategy by either outperforming its competitors or reducing its own weaknesses. The value factor requires that the costs invested in the resource remain lower than the future rents demanded by the value-creating strategy.

Rare – To be of value, a resource must be rare by definition. In a perfectly competitive strategic factor market for a resource, the price of the resource will reflect expected future above-average returns.

Inimitable – If a valuable resource is controlled by only one firm, it can be a source of competitive advantage. This advantage can be sustained if competitors are not able to duplicate this strategic asset perfectly. Knowledge-based resources are “the essence of the resource-based perspective.”

Non-substitutable – Even if a resource is rare, potentially value-creating and imperfectly imitable, of equal importance is a lack of substitutability. If competitors are able to counter the firm’s value-creating strategy with a substitute, prices are driven down to the point that the price equals the discounted future rents, resulting in zero economic profits.

Via: Boundless Management – “The Resource-Based View.” Retrieved 27 Jul. 2015

In Porter’s Five Forces for Enterprise Mobile Solutions I showed how custom enterprise mobile solutions can be employed against each of the Five Forces by protecting the efficiency, effectiveness, and consistency of organization’s core processes.  To plan an entire roadmap of apps, it is critical to judge the resources in each core process according to their unique value, rareness in the industry, difficulty to imitate, and resistance to substitution.


Resource-Based Strategy for Enterprise App Portfolios

We have seen that multi-market corporations must organize around unique resources to create high-margin value.  This is also why I discuss “enterprise” mobile app “portfolios” – the core operational processes at the team-level must come together seamlessly at the business level, while these business-level app “suites” or must come together in at the enterprise level.  The business level may be a separate competitive market for the operations process or the unique functional group in the corporate processes.  In either case, these processes are “proprietary” and deserve protection through custom solutions only insofar as the resources in each process are valuable, rare, inimitable, and non-substitutable.

Thus, the two critical questions that must guide your enterprise app portfolio investment strategy are:

  1. How does any single app upgrade your key resources?
  2. How does each app create and capture value as part of a portfolio in excess of the value it creates as an individual tool?

Because the driving vision of an app portfolio will only be as coherent and consistent as the strategic alignment of organization that creates it, planning a roadmap needs C-Level champions and cross-functional buy-in.  That said, what does it mean to find the “right” apps?


Upgrading Resources

Let’s use two examples as we explore the idea of “upgrading” resources to increase competitive advantage, one that has a product that is primarily service-based, one that has a physical product that results from manufacturing processes.

  1. Example A: Service provider –  A national hospital corporation with several medical centers, acute care, surgical, and other facilitates that operates in multiple geographic regions.
  2. Example B:  Product manufacturer – A US-based die forging company that shapes metal parts for other manufacturers across several industries.  Through high quality standards and technological investment, the company has “locked-in” several large clients that rely on them exclusively.

First, let’s analyze what is similar about these two corporations.

  • Both corporations have three main meta-processes – Operations, Business Development (including sales, marketing, and advertising), Corporate Overhead (including corporate leadership, accounting, finance, HR, legal).
  • Both corporations have skilled laborers and a strong culture of shared values.
  • Both corporations prioritize quality as a differentiation metric and believe in maintaining unmatched transparency.  Internal and 3rd-party audits are common.
  • For the sake of this example, business development and overhead are industry-homogenous and are not a source of competitive advantage for either corporation

Next, let’s identify and evaluate the top three resources critical to the competitive strategy for our example hospital corporation.  To select the right workflow that can be improved with a custom mobile solution, we must first know what resources are scarce, demanded by the market, and difficult to appropriate so that we not only upgrade the value creation of the resource but also capture economic rents long term.  This is our path to sustained competitive advantage through investment in a custom mobile app portfolio.

Example A:  Hospital Corporation 

Skilled Labor (Doctors, Nurses, and Technicians)

  1. Valuable – Doctors, especially nationally acclaimed surgeons, are in high demand.  The skilled nurses, medical technicians that support the doctors as part of the hospital’s value stream are all well-educated, heavily trained, and uniquely qualified to create specific value-add
  2. Rare – A top surgeon must have high aptitude, a long and successful academic career, and years of residency and practice in order to gain their skill and reputation.  Because the cost and time for education and training are a major barrier to entry into the field, and medical school enrollment is tightly controlled, the surgeon is an extremely scarce resource.  While the nurses and medical technicians are less scarce and education is less of a barrier to entry, competition remains high in geographic regions that have large competitors.
  3. Inimitable – Hiring and training practices are easily copied by competitors.  Corporate leadership expresses that strategic alignment, a shared value system, and the intense focus on quality differentiates their services.  While these could also be copied, late adopters would have significant learning curve disadvantages.
  4. Non-substitutable – While direct competition from small primary care practices and geographically-near hospitals (per market) is high, substitution for acute or surgical care is extremely low.

Cutting-edge technology 

  1. Valuable – Investment in specialized equipment is not only a major barrier to entry, many advanced treatments that this hospital system provides cannot be accomplished without this equipment.  As such, announcement of a new program and its associated technological investment is a common Game Theory technique for avoiding direct competition.
  2. Rare – Because hospitals avoid direct competition for advanced treatment by limiting duplicate investments, the scarcity of supply to the market is high.
  3. Inimitable – Although hospitals avoid direct competition, the approach of announcing investments ahead of time make imitation easy.
  4. Non-substitutable – There is no risk of substitution of advanced technology for this market, because substitutes were typically ruled out or attempts prior to demand for the advanced treatment.

Reputation for Quality

  • Valuable – Investment in business intelligence, consistent transparency to investors and the medical community, and a long history of audits by multiple 3rd parties has made the Reputation for Quality a critical differentiator in the competition for market share and for human resources.
  • Rare – Due to the extensiveness of focus and investment, this corporation’s care quality metrics are unmatched.  However, not all consumers are sensitive to this as a decision.
  • Inimitable – Although this approach is at risk of imitation, the late-adopter would always be years behind in building a history of transparent, verified data.
  • Non-substitutable – The only substitute for quality is quantity.  The highest-margin specialized treatments are not at risk, while acute or emergency care is at high risk of substitution.

Distinctive Competence

While every business has core competencies, only distinctive competence – highly demand, scarce resources value streams that are difficult to appropriate – will result in competitive advantage.  For our Example Hospital Corporation, the clear resource to upgrade is the is the doctors and surgeons that provide the highest-margin specialized care.  To upgrade the specialized treatment physicians as an economic resource, the competitive strategy of the Hospital must make the doctor, as a human resource, more valuable, rare, inimitable, and/or non-substitutable.

We can see some obvious tactics for upgrading the economic value of this resource:

  • Increased value to the market – by continuing to be a first mover for providing advanced technology for research and practice, these key resources will not only be attracted, but may be monopolized.  High barrier to entry from competitors into highly specialized treatment programs will likewise create high barrier to exit for the surgeons practicing these treatments.  Monopolizing a service, in this case, will monopolize the resource pool allowing high economic rents.
  • Increased scarcity in the market – by monopolizing any given hi-tech, highly specialized services as above, the market will be in a state of information asymmetry and economic rents can be preserved long-term.
  • Reduce imitation – To whatever extent the hospital can own the rights to Intellectual Property surrounding the training and practice of specialized services, the market will not be able to copy through resource appropriation.
  • Eliminate substitutions – in this case, substitutions are not a major risk so focus should be on reducing transferability of knowledge and raising barriers to exit for the physicians.

Although we have clearly established that technological investment is the right approach to upgrading this resource (the high-profile, ultra-specialist doctor) by increasing scarcity and information asymmetry, raising barriers to transferability and imitation, and increasing the value of the information property that is created, we have not found a compelling case to add a custom mobile solution to the existing technological investment.

While a high-performance, beautifully-designed app aimed at these world-class care providers may increase the effectiveness of existing resource upgrade plans, this is a perfect example of an “obvious” app that may be perfect as part of broader app portfolio strategy but is not the best first app in the Example Hospital Corporation’s roadmap.

“Businesses are full of pain points and apps today are hitting the obvious, low impact problems. We have to understand what the business impact of the problem really is and quantify why it is worth solving.”

– Alex Bratton, Founder and “Chief Geek” of Lextech Global Services

Via  A Good App Still Needs to be the Right App 

Instead, using the Resource-Based View of strategy, we need to look for resources that do not have an effective upgrade plan in place, resulting in transferability and negative economic rents.

 

 

Porter’s Five Forces for Enterprise Mobile Solutions

Porter’s Five Forces:

In the Market Based View of competitive analysis, Michael Porter’s The Five Competitive Forces that Shape Strategy provides the seminal framework for understanding where and how a firm ought to compete.

The Five Forces are:

  1. Threat of New Entrants – The threat of new competitors entering an industry is high when initial cost, in time or money to enter an industry, is low.   Common barriers to entry are:
    1. Learning Curve Disadvantage – A landscape in which only an expert can compete and training is either restricted or difficult to obtain.
    2. Economies of Scale – In an industry that compete based on price, businesses that have grown large can drive down operational costs and leverage their market influence against suppliers.  Firms competing on differentiation may also take advantage of Economies of Scale tactics to maintain margins and process repeatability.
    3. Technology Protection – In many industries, such as pharmaceuticals, the cost to do business requires Intellectual Property or significant investment in operations technology that must occur.
  2. Threat of Substitution – The threat of substitution is high when a product or category outside the industry could fill the demand for a good if supply were short and prices too high (e.g. if coconut water prices triple, bottled water could play the substitute role).
  3. Supplier Power – The threat of supplier power is high when there is resource or information asymmetry.  This is especially true when a consolidated mature industry is the supplier for a fragmented industry with no clear leader.
  4. Buyer Power – The threat of buyer power is high when there are fewer buyers than suppliers, or lower when demand is less than supply.  Any firm producing a B2B good or service is susceptible to this risk if there is extreme reliance on a single buyer, such as a chipset manufacturer that is one of several vendors for a much larger company that integrates, markets, and distributes.
  5. Competitive Rivalry – The threat of competitive rivalry is high when a market becomes saturated and homogenous firms compete based on price.  This threat is especially high when industries have players that begin engaging in price wars despite originally competing through differentiation in niche markets.

Mobile App Portfolio Strategy:

The Lean Enterprise approach to mobile solutions can take competitive strategy to the next level.  At the core of any firm, however large, a very small number of key processes are the “heart” of the value created.  Knowing and nurturing these core processes drives the competitive advantage of the firm – the output may be similar, but the throughput must become unique in the industry and difficult for competitors to copy.

To effectively compete in today’s economy, the core value creation processes must be proprietary and continuously improved.  Applying Lean Enterprise Kaizen – continuous improvement – through mobile solutions will raise barriers to entry, increase operational effectiveness, and shift bargaining power in your favor.  Pressure from each of the Five Force’s can be reduced:

  1. Minimizing the Threat of New Entrants – Investment in a mobile-first approach to Lean Enterprise Kaizen will not only raise barriers to entry against new competitors, it will also create learning curve disadvantages against existing rivals that are no longer as efficient or effective.  Read more on Lean Principles for Agile Stakeholders.
    1. Economies of Scale – As your mobile portfolio begins standardizing work, level-loading process blocks, and driving Just in Time operations, the cost of operations will drive down.  The goal will be to reach Minimum Viable Production – doing more of the high-margin activities that differentiate your organization while standardizing the work, focusing the worker, and reducing takt time.
    2. Technology Protection – The core processes at the heart of your competitive strategy will only provide competitive advantage so long as they remain proprietary, consistent, and scalable.  Any business has non-core processes that will benefit from off-the-shelf solutions (i.e. don’t reinvent payroll, several providers specialize in that).  By identifying a key process that can be transformed, protected, and optimized, higher revenue and margins, better leadership proprioception, and instant data access will disrupt the industry in your favor.
    3. Learning Curve Disadvantage – Although adoption rates for mobile devices has never been higher and companies everywhere are investing heavily in mobile, whether responsive or optimized web, native apps, or hybrid, very few companies are focusing on process transformation and even fewer on proprietary enterprise solutions.  This gives a multiplicative affect to the competitive advantage driven by an enterprise app portfolio:  competitors will need to learn what you do differently, how you built an enterprise app portfolio, and adopt a prioritization of disruption and transformation just to keep up.  
  2. Minimizing the Threat of Substitution – Threat of substitution is minimized through differentiation and quality assurance.  To the extent a product or service is perceived as unique and consistently valuable, the price elasticity of demand can be manipulated in your favor.  Mobile apps can facilitate the role of your core processes to this end:
    1.  Differentiation – streamlining processes that impact consumers will set you apart as an early adopter.  Maintain direct communication, make data instantaneous.  The consumer is becoming more sensitive to time-to-gratification.  Mobile solutions can remove every time a consumer-facing employee turns their back, puts a user on hold, or walks to a back office.  This turns sales reps into consultants, fully empowered to get the right product in the consumer’s hands with minimal time, confusion, or hassle.
    2. Quality Assurance – For both internal operations and consumer interaction, mobile solutions establish an intuitive guided workflow that standardizes the work to be done, focusing interaction on small batches of the overarching process.  Through Business Intelligence analytics driven by the application itself, key insights into bottle necks are simple to find.  Furthermore, when kaizen and “standard work” are facilitated by the tools built to make the employee’s work faster and more enjoyable (rather than a process document and managerial oversight) updates to the core process are implemented as part of updates to the app portfolio.  This is more than MDM version control, it is version control for process transformation.
  3. Minimizing the Threat of Supplier Power – The threat of supplier power is high when there is resource or information asymmetry.  Real-time data, and becoming a firm that demands it, shifts this balance.  You will have the freedom to determine whether you “put all the cards on the table” or maintain an information asymmetry of your own.  Knowing yourself and your suppliers with real-time data as it impacts your core processes will keep supplier power over resource prices at bay.
  4. Minimizing the Threat of Buyer Power – Unless you have exclusive access to a resource or protected rights to intellectual property, the only way to reduce the threat of buyer power is to diversify your revenue stream across a larger portfolio of consumers, whether product or service, B2B or B2C.  If your current buyer portfolio is skewed to a small number of large purchasers, streamlining your core processes, standardizing the work, and maximizing (operationally efficient) differentiation will provide a repeatable, scalable business model.  If you’re contractually obligated not to serve additional buyers, process improvement efforts should focus on heijunka (level loading) and delayed differentiation.  The ability to maintain operational efficiency despite the ebb and flow of suppliers and buyers will insulate against the threat they pose.
  5. Minimizing the Threat of Competitive Rivalry – Direct competition through pricing wars kills margins industry-wide.  To any extent “coopetition” can occur, margins can remain healthier for everyone.  Each player positions themselves in the industry such that they compete for a specific market – Player A competes for the price-sensitive, Player B for the luxury experience, Player C for a reputation for the highest quality.  Across a large geographic region, these three strategic positions can be focused territorially.  Every mobile app in your portfolio is a tool with a specific purpose.  Every tool has one number that defines it:  Gross Revenue, Conversion, Items Per Ticket, EBITDA.  Mobile app solutions need to maintain laser focus on the strategic position you intend to maintain and the one number that indicates if your solution is succeeding:
    1. Competing on Price – Whatever your industry sells, part of the market skews more price-sensitive.  If your position in your strategic landscape is focused on low costs, your focus for mobile enterprise solutions should focus increasing operational effectiveness.  The goal is to maintain current price and revenue increasing gross margin. This is especially true if your industry is already in a state of no-growth, zero-sum competition.
    2. Competing on Quality – Every product or service has quality as a perception of value created.  For a car, this may mean low maintenance or high safety ratings.  Competing on quality is one form of differentiation and pricing should be higher than price-based competitors.  Mobile solutions for these enterprises should focus on real-time analytics, providing transparency to management and the market into actual quality scoring.  This “dashboard” is really a marketing tool, whether it is aimed at your executives, investors, or consumers.  The other side of this solutions should be process analysis and notification, making any part of the workflow capable of automatically alerting someone that quality is at risk.  For more on the fundamental principles of “autonomation”, the Toyota Production System is the best introduction.
    3. Competing on Luxury – Every industry has conspicuous consumption.  For products, these are the premium buyers and early adopters.  For services, this is the “concierge treatment”.  Typically, you’re combining both tactics when competing on luxury – creating the most pampered experience for the luxury consumer.  Mobile solutions in this enterprise space should focus on enabling maximum attention to the consumer, and assist in consistency of the consultative nature of the employee workflow.

Conclusion

This high-level overview of how to apply Porter’s Five Forces to your plans for Enterprise Mobile Solutions should be a conversation starter.  If you specific questions about your industry context, target market, or what custom enterprise solution would be right for you, reach out at AndrewThomasKeenerMBA@gmail.com

Agile Priorities: Keeping Documentation Lean

Agile Transformation

If you want your agile transformation to fail, allow the development team and all supporting functional teams to focus on the waterfall deliverables and dependencies to which they are accustomed.

In “Fixed Budget, Fixed Scope? Be Agile Anyway.”  I argued that agilists, especially newcomers, must understand that the Agile Manifesto is a statement of priorities – at times, tools and interactions, comprehensive documentation, contract negotiation, and following a plan are all part of the product that is created by the process that keeps your teams in business.

In software development, this is the exception rather than the rule.  

For “core” Scrum, the proverbial “one-team-in-a-garage”, this is pretty simple.  Everyone you need is in one room.  When scaled, a delivery organization is often “compound-complex” – it is “compound” when two or more independent functional knowledge areas must cooperate and “complex” when at least one knowledge area has dependency on another (these aren’t fancy concepts, just basic grammar).  The moment a delivery process moves beyond one-team-in-a-garage Scrum, there is compound-complex value stream:

The web team and mobile team will build a user-facing experience, while the middle tier team provides RESTful services, only after sales executes the contract and the Product Owner builds the backlog; meanwhile, UX, BA’s, and QA’s will provide documentation.

In this value stream, the “Wildly Important Thing” is the software that a user will consume in order to drive revenue.

Because Communities of Practice have their own traditions and methods of proving extrinsic value, shifting their priorities is much more difficult at scale.  Plan to change the physical distribution in order to overcome the functional “clumping” that Waterfall encouraged.  Moreover, agile transformation will require finding and eliminating the agency dilemma of managers who built their kingdoms around waterfall values.

Resolving Wasted Effort

If agile at scale has not improved company-wide quality and velocity, it is likely due to waste in the overarching process – you must remove any activity that does not drive value creation that a user consumes and the business will capture.  This is the central rule of the User Story – if it does not make a difference to the user (and occasionally the owner) it is wasted energy, a distraction.  You find this clearly stated, often, in Jeff Sutherland‘s various descriptions of “Bad Scrum” – without delivering working software that matters to the user an organization will be stuck in a self-reinforcing cycle of inefficiency and ineffectiveness.  No one is making a difference in the world, selfishness increases, velocity never improves, no software is delivered.

For a compound-complex process to stay agile, the Lean principles of Just-in-Time and Just-Enough to must be applied to all forms of documentation – business rules, persona descriptions, wireframes, UI designs, sliced assets,  value mapping, technical constraints, market conditions – all are a means to pleasing the user, not the end goal (software that a user values).  The User Story is the cornerstone of efficient, effective product delivery because it is a “reminder of a conversation” about a result from which a user will derive value.  For some teams, a set of wireframes can all but replace “cards”.  An image of a login screen is sufficient to drive the conversations a team needs to have about client-side validation, security requirements, and authentication method.

The Product is Everyone’s Deliverable

To move to next-level agile, at scale, an organization will need to blur its understanding of “business planning”, “requirements documentation”, and “UX Design”.  While there may be a need for full, distinct teams of experts at each of these disciplines, these approaches to defining what the software will be should converge on a single goal – building great software.  A popular article on Lean for UX, Lean UX: Getting Out Of The Deliverables Business leads with this statement:

Wireframes, site maps, flow diagrams, content inventories, taxonomies, mockups […] crystallized the value that the UX discipline brought to an organization. Over time, though, this deliverables-heavy process has put UX designers in the deliverables business — measured and compensated for the depth and breadth of their deliverables instead of the quality and success of the experiences they design. Designers have become documentation subject matter experts, known for the quality of the documents they create instead of the end-state experiences being designed and developed.

Having started my career as a Business Analyst, this is painfully resonant.  It is unfortunately easy for management move from training “the tools of the trade” – spreadsheets, slide decks, requirements documentation, technical specifications – to judging the tools independent of the software to be delivered.

Here are a few rules to follow to get UX, UI, and BA’s out of the deliverable business and into the well-formed team:

  1. Never say “final sign-off” regarding artifacts – whether working for internal stakeholders or external clients, if software is the deliverable, it is the only item requiring sign-off.  Every other artifact is is a tool for getting working software in the hands of users.  Make sure you are “responding to change” at the request of real users of working software – no amount of planning or documentation will survive contact with the user.
  2. UX/UI Refinement should mirror Backlog Decomposition – Prioritizing working software does not mean there is no product roadmap, it does mean that time and resources should only be invested in the software most likely to be built in the near future.  This starts as a process diagram of all possible Epics that could be built, and how the user gets to each of these features.  The upcoming 2 to 3 features should have relatively actionable wireframes.  The team should feel certain about the UI design of the current and next sprint.
  3. Create paradigms, not screens – the most important expectation to break is the annotated UI composition per screen.  Some screens absolutely benefit, many do not.  A well-formed team should have enough shared understanding of technical constraints, design paradigm, and business context that a conversation is sufficient to drive the whiteboard-to-working software process.  Wherever possible, establish a paradigm for a product is intuitive to build.  If it isn’t intuitive to the developer without extensive documentation, how likely is is it the user will find it intuitive?
  4. Document releases proactively, but in accordance with your level of certainty – If there is a product that will require knowledge hand-off, a support guide, or other formal documentation, maintain the tension between what makes sense to proactively document (so you don’t spend a full week post-release) while wary of what will change (likely anything more than a sprint in the future).

Following these rules, the software development process in an at-scale, compound-complex organization can focus on the user enjoying a working product.  Aligning vision and expectations along the agile priorities will remove fear of failure or criticism, increase team velocity, and result in the best possible products.  Then, your team, business, and enterprise can pursue kaizen – and the real magic can happen.

What Westside Barbell has taught me about Scaling Agile

Agile Portfolio Management:

There is a new way of doing things in delivering a complex product portfolio.  It focuses on delivering value both incrementally and iteratively.  It utilizes empirical process control and hypothesis-driven planning.  It utilizes test-driven development in both convergent and emergent delivery, even when budget and scope are fixed.  It utilizes a Lean kaizen approach to maximize velocity.

This philosophy is by nature, object-oriented and modular.  No one framework is right for every product, so it is highly customizable.  It may sound new to you, but it has been around for quite awhile.  But wait – I’m not talking about Agile, Scrum, or Lean software principles – I’m talking about Westside Barbell’s approach to powerlifting.


Waterfall Weightlifting:

Powerlifting is a sport in which the lifter competes for the highest single-repetition maximum in the Squat, Deadlift, and Bench Press for their weight class.  The traditional approach to training powerlifters relied on linear periodization – a method still very valuable for beginning athletes because each phase builds on the last while progressing toward competition-specific strength.

At a basic level, here is a 12-week competition plan:

3 Week Hypertrophy Phase (muscle size, stamina): Sets of 12 to 15
3 Week Strength Phase (movement form, ability to move weight): Sets of 5 to 7
3 Week Power Phase (Explosive speed, maximum weight at progressively higher volume): Sets of 1 to 3
3 Week Peak & Rest (Highest weight, lowest volume): Sets of 1 to 3, tapering off to a few rest days
Competition: Three chances to get three lifts correct, competing against others who are doing the same

As agilists, this correlates perfectly with the “waterfall” approach we try to leave behind:

Hypertrophy phase: Business planning, creative design, and thorough documentation
Strength phase: Database layer, middle-tier
Power phase: Client-side logic, front end development
Peaking phase: Testing, beta release, focus group and stakeholder reviews
Rest days: Code freeze and marketing
Competition: Release to the market, in which you may not recover from failure

Then the lifter starts over.  If there was a big loss (e.g. an injury) pre-competition, the weight lifter might not compete at all – just like software project that gets cancelled after key engineers leave or technical debt gets too high to meet the release date.  More problematically, if there is a big loss or injury at the competition, the lifter may never compete again- just like the software team with a botched release that gets “reassigned” or laid off.


Repeating the Cycle:

The weightlifter who perseveres, win or lose, still has big “waterfall” problems.  The lifter rests a little and repeats the linear progression cycle, an exercise in bodily context-switching.  When the next hypertrophy phase starts post competition, most of what was developed in the previous cycle is gone!  The same is true of each phase.  When the lifter resumes focus on 3-rep max, some hypertrophy and stamina is lost.  As the lifter peaks for competition, the 1-rep max may increase but the 5-7 rep range decreases.  Studies show that after a few weeks in the subsequent hypertrophy phase, up to 15% of single-repetition strength is lost.  The disconnect between foundational planning (by increasing stamina and size) sacrifices a considerable amount of value captured (ability to perform the same single-rep max).

What does this specificity-switching cost the lifter?  As a beginner, not very much – any work will improve size, conditioning, and maximal strength, and fantastic progress can occur.  The discipline of repeating the movement pattern likewise increases maximal strength even with little planning.  However, once the lifter goes from a beginning athlete – a time when nearly anything will improve the lifts – to an intermediate athlete – subsequent peaking phases will see little or no increase.

The process requires disruption if total stagnation is to be avoided.

If this sounds like delivering software in waterfall, it is!  As you read this quote from a strength coach describing the “waterfall” lifting approach, think about the Waterfall PMO:

Having now gotten away from this type of training and looking back as an outsider, I can see where the program is lacking and why I had so many problems. I used to feel it was the only way to train (mostly because it was all I ever knew). It was also the only type of program for which I could find a lot of research. Some of the limitations to this linear style of periodization include:

  • It’s a percentage-based program
  • It starts with a high volume
  • It only has one peak
  • Your abilities aren’t maintained
  • The program has no direction to the future

– Dave Tate via T-Nation.com

Here are the parallel problems we see with waterfall:

  • “It’s a percentage-based program” – accounting-based statistical process controls are applied to an emergent system
  • “It starts with a high volume” – a significant portion of the budget is spent planning, designing, and fighting about features that no user wants (and if the project is cancelled, 100% of this sunk cost never drives user- or owner- value capture)
  • “It only has one peak” – A major release attempts to market itself to all segments simultaneously and a flop may kill the product line completely
  • “Your abilities aren’t maintained” – once the waterfall project plan is set in motion, market evaluation, user feedback, and stakeholder review is non-existent
  • “The program has no direction to the future” – a waterfall project plan is delivered based on the knowledge available at the beginning of the project when the least is known and has no intrinsic method of looking to the future relationship between the user market that might exist and the software that could be produced.

Westside Barbell’s “Conjugate Method”

The Conjugate Method attempts to balance all phases across preparation for competition. At the “enterprise level” three movement patterns are continuously tested as the measure of the process. At the “business level” a new variation of a similar movement may become the focus for 3 to 5 weeks (e.g. training rack pulls instead of full deadlifts when “lock out”, the upper portion of the movement, is the weak link). At the “team level” (the lifter + coach), the two-week sprint has a consistent set of ceremonies and artifacts (workout plan, workout log, the workout, etc).

Here is an example:

Week 1
Monday – Max effort lower body day (squat + low back + hamstrings), focus on strength and power
Wednesday – Max effort upper body (bench press), focuses on strength and power
Friday – Dynamic effort lower body (squat, deadlift), focuses on speed and hypertrophy
Sunday – Dynamic effort upper body (bench press), focuses on speed and hypertrophy
Week 2
Monday – Max effort lower body day (deadlift + low back + hamstrings), focus on strength and power
Wednesday – Max effort upper body (bench press), focuses on strength and power
Friday – Dynamic effort lower body (squat, deadlift), focuses on speed and hypertrophy
Sunday – Dynamic effort upper body (bench press), focuses on speed and hypertrophy

This correlates nicely with “core” Scrum concepts:

  1. Maximal strength is tested every week – working software every sprint
  2. The metric (1-rep max / story points delivered), is improved (strength / velocity over time), through hypothesis and experiments (empirical process control)
  3. The entire body is trained for size, stamina, strength, and power per every week – vertical slicing and user stories
  4. The lifter gets to experiment with new exercises without fear of wrecking a 15-week cycle – sprint retrospective, sprint planning
  5. The coach focuses exercise planning on addressing weak points – a ScrumMaster, removing impediments
  6. The Power Lifting competition is not a unique event with a long lead time – working software every sprint, TDD, XP, continuous integration and release

Now the lifter, like our Scrum team, gets to plan, experiment, and deliver often.  The overall roadmap (Lean + Scrum) might have a basic end-game or vision (increasing 1-rep competition max performed on 3 lifts the same day is equivalent to convergent product delivery), but planning only looks forward up to 5 weeks, commitment at 1 to 2 weeks.  Likewise, the lifter and coach is always looking at the most recent data, the newest lessons learned, and quickly reacts to whether a behavior, practice, or process should be continued or not – just like the Product Owner, ScrumMaster, and Team are always planning and executing based on the most recent market and team data.


Applications to the SDLC:

Now we can extend the metaphor and draw conclusions.  The powerlifter’s body equates to a complex large-scale digital portfolio.  The lifter needs to increase value three programs that focus on convergent product delivery while also developing several programs that utilize emergent product delivery.  In waterfall these two program methods are separated by functional division and project lifecycle, in conjugate (Scrum) these two are handled in tandem.

For the powerlifter, the three convergent products are squat, deadlift, and bench press.  Quality must stay constant or the increase in value does not qualify.  The same is true in software products – adding a high-value feature while allowing a 50% increase in crash on launch is absolutely unacceptable.  Your users will disqualify you!  Whether your have a three-application enterprise CRM program or a three-iOS app consumer program (see LinkedIn or Facebook as examples), adding an exciting feature to an app that causes mass user drop out is a risk no business can tolerate in today’s market.  The competition is too fierce, barrier to entry too low; someone will blow you away.

At the same time, the powerlifter needs to maintain several emergent delivery programs, some for function (increasing grip strength), some for fun (increasing bicep size).  Ongoing workout plans, building size, stamina, and maintaining joint health, addressing weak points by focusing on a new accessory exercise for 5 weeks – all of these priorities must be balanced and evolved.  Keeping a workout log is the only way to be sure that exercise volume, intensity, and density are increasing.  The relationship between the convergent product value and the emergent product investment is the only metric rationally applicable.  The same is true in software delivery.  Emergent-delivery programs like R&D, marketing, UX, product planning are all critical to the health and success of the portfolio as a whole – but the end goal must be clear.

  • Over-planning and under-delivering is not acceptable.
  • Over-researching and under-user-pleasing is not acceptable.
  • Over-designing and under-testing is not acceptable.
  • Over-marketing and and under-releasing is not acceptable.

Conclusion:

The Conjugate Method as an analogy for Agile, Scrum, XP, and Lean at scale works for me because I love lifting.  I realize it may not be right for you, especially if neither agile or weightlifting are familiar territory.  So, like everything, find how this applies to your life so that you can find inspiration in ordinary – then start a conversation about it.  I’m happy to discuss anytime:  224.223.5248

FREEDOM: How using Scrum un-impedes our full potential!

Scrum frees teams from the tyranny of the urgent:

A key goal of the Scrum transformation is breaking the parent-child relationship between “business” and “development”.  Technical planning, implementation, commitment, and delivery is in the hands of the team while the Product Owner provides a single priority-order backlog of consolidated items from stakeholders, users, and the developers, for the team to plan around.  Once a well-formed-team finds the right mix of XP and Lean practices (especially continuous integration and frequent releases) the pressure of “we have to do this now” is easy to manage.  If major items frequently pop up mid-week on a “release train” that deploys weekly:

  • The team leaves room in their commitment for these items
  • The Product Owner sets realistic expectations with stakeholders on which release will include the request

This is part of the power of Lean planning for making strategic product and release decisions – once the Minimum Viable Product is in the open market, data from the users can determine urgency of backlog items.  Frequently, this is a point where a pivot is desirable.  Through frequent releases, the users, stakeholders, and the team can relax and look at the big picture, free from the fear arbitrary deadlines and urgent scope “creep”.

Scrum frees teams from the fear of making mistakes:

While the extreme co-dependency that drives the tyranny of the urgent is overcome by putting an end to arbitrary deadlines and poor scope decisions, the fear of making mistakes is overcome through the key roles defined by Scrum.  Note, these are roles and this label is intentional – these are NOT by necessity positions or titles.  As I describe in Why Product Owners? a role is the confluence of empowerment, responsibility, and accountability for One Big Thing that rests on the shoulders of a single person.  Teams are free to voice ideas because the Scrum framework encourages collaborative implementation planning, cross-functional brainstorming, and constant discovery of best practices.  With XP Pair Programming, this becomes even easier as a single screen and keyboard gets two minds and four eyes that can converse on best practices, mitigate against knowledge silos, and build team relationships.  In the end, all of these adults acting brilliant and mature, huddled around a problem still have the Product Owner as the proxy to the users and stakeholders.  The team is free to determine one small solution at a time, just-in-time, and just-enough – then iterate or pivot.  When tough decisions need to be made, the Product Owner makes the call, relying on the expertise of the team, sets expectations, and maintains accountability.  Moreover, the user story – as the building block of incremental product delivery – isolates risk of mistakes to the smallest valuable user interaction and continuous integration ensures that when a new increment is not “potentially shippable” it can be easily taken out until additional iteration is completed.

Scrum frees organizations from business as usual:

When things go wrong in a large Waterfall project, multiple helpless Project Managers ask for updates but are unable to check boxes, development teams are powerless to drive the direction of the product, and stakeholders become progressively frustrated by the unfinished pit into which money is being thrown.  Then they cancel the project!  What is missing here?  JOY!  Menlo Innovation’s Richard Sheridan and author Joy, Inc. describes the importance of team joy in an interview with InfoQ:

There is in fact tangible business value to joy. But understand this: our focus is external to the organization. What we want more than anything else is that the work of our hearts, our hands, and our minds gets out into the world and delights people. That’s our definition of joy. We want somebody to stop us on the sidewalk and say, “That thing you built, I love it. Thank you. You made my life better.”

When I build a new Scrum team, guiding them with the help of my Scrum Master through the process of forming, storming, norming, this is the number one fear I must guide them through:  I say “Yes, the requirements will change.  Yes, what you build today will be modified tomorrow.  What matters is that you are a creator, people will actually use what emerges, and it will make a difference to them.”

The move from cancelled projects to meaningful user feedback has an incredible impact on an organization.  The drive to constantly improve, tighten feedback loops, and evolve through empirical process control will make disruption the norm and remove the fear of inevitable change and new ideas.

Scrum frees organizations from process rigidity:

There are three overarching goals driven by the roles, ceremonies, and artifacts in Scrum:

  1. Notice ineffective processes, workflows, or behaviors quickly and cease them.
  2. Notice effective processes, workflows, or behaviors communicate this knowledge
  3. Recommending new processes or practices that can be tested for the length of a sprint

At the organization level, the same process should occur.  While the empirical methodology monitoring “the process” – a mix of lean, XP, and other function-specific practices – is held constant, the practices that are monitored within “the process” are under constant review at the team and organization levels.

At this year’s ScrumAlliance Global Scrum Gathering in Phoenix, Arizona, I attended a terrific session  “Scrum at Scale – Free yourself from the myth of one-size-fits-all scaling led by Scrum Inc.’s Alexander Brown.  Look for an upcoming post on his argument that Scrum is by definition modular and object-oriented, such that organizations scaling Agile, Scrum, Lean, and XP can utilize empirical process control and a mix-and-match approach to the various frameworks most appropriate to the unique needs of each team.

Incremental AND Iterative Product Delivery

Highly-effective agile teams deliver user-valuable software incrementally and iteratively. What’s the difference?

Incremental Delivery:

An increment is “something added as part of a series of regular additions.” Scrum relies on incremental by employing the user story (originally promoted by Extreme Programming and written about extensively by agile champion Mike Cohn).  The user story is the fundamental building block of how sprint commitments in Scrum are managed.  Incremental delivery relies on intra-sprint-based “vertical slice” delivery, in which new features are divided up like sashimi – as thin as the skill of the chef can accomplish.  Effective vertical slicing is a best practice in Scrum and XP because incremental delivery minimizes uncertainty in any given sprint and release, throughout the development of a complex product.  Vertical slices follow the INVEST rules for user stories:

  • Independent, end-to-end, “shippable” increments of the emergent whole.  The slice could be delivered fully tested without any other product increment and create value for the user or owner.
  • Negotiable, in planning and expectations with users and stakeholders, allowing delayed incorporation of enhancements or, if a major pivot becomes necessary, easily removed from the product roadmap (without previous over-engineering, over-planning, or over-documentation).
  • Valuable to the user or owner, likely in a way that is sufficiently noticeable that it is monetizeable.
  • Estimable by the delivery team because the User Story does not generalize or hide uncertainty.  An inestimable story is often an Epic.  It is either complex enough to warrant a technical spike or compounds enough feature work that it should be broken into independent, smaller, user stories.
  • Small enough to be estimated by a team, with certainty, and deliverable fully-tested within a single sprint.
  • Testable by virtually any team member because the expected outcome is qualitatively or quantitatively noticeable (as part of its being value) to the target user.

The INVEST method for user stories ensures that planning and development occur just-in-time so that the emergent product can regularly evolve in response to changing stakeholder demands.  More importantly, in the fast-paced markets in which agile/scrum/lean/xp programs compete today, incremental delivery maximizes the freedom to release the Minimum Viable Product and pivot in a new direction based on real-time feedback from users.

Iterative Delivery:

An iteration is “a repetition of successive approximations in which progressive versions evolve to a desired level of accuracy.”  Iterative delivery relies on an openness to prioritizing value that is good-enough rather than perfect.  The perfection of a single feature or a single screen, as defined by one Stakeholder, Architect, UI Designer, or Engineer and taken out of the context of the overall emergent product leads to unnecessary delays, lack of decisiveness, and delayed time-to-market and ROI.  The Scrum team avoids working in a silo through collaboration, entrusting the Scrum Product Owner with accountability for decisions.  In contradistinction, over-analysis and churn prior to meaningful user feedback is utterly inefficient and ineffective.  Thus, while Just-in-Time vertical slices maximize the freedom to bring Lean MVP’s to market and pivot as appropriate, iterative and “just-enough” Lean delivery is equally critical to ensure that increments can evolve based on user feedback instead of non-plans made due to (unnecessary) fear of scrutiny.


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Enterprise Application Portfolios: Getting Started

Enterprise Applications:

If you are not using custom-crafted enterprise applications yet, investing in proprietary tools exclusive to your organization is the key to taking Operational Efficiency to the next level – creating competitive advantage that is not easily reproduced by your peers.

As the leader of your company, you have built a successful business model, established strategic positioning, found a niche market, and your revenue relies on coopetition.

If you have not invested in a proprietary portfolio of web app and mobile app programs, the unique sets of workflows driving your niche revenue has enormous opportunity for streamlining and standardizing.

“Mobile is becoming not only the new digital hub, but also the bridge to the physical world. That’s why mobile will affect more than just your digital operations — it will transform your entire business.”

– Thomas Husson, Vice President and Principal Analyst at Forrester Research

Getting started:

  1. Watch your organization:  At every level of the organization there are activities that are constantly repeated that could be easily automated.  Part of the success of the Lean philosophy in the Toyota Production System was Kaizen – workers would be assigned a place to stand for the day watching for inefficient workflows.  Luckily, throughout your organization there is likely someone already noting these inefficiencies, eager to provide that information.
  2. Listen to your customers:  When you miss a key opportunity, is “timing” a consistent reason?  If that opportunity relies on a complex process, focus on a technical solution instead of assuming there is a human problem.  Find a way to gather feedback that can be aggregated – any trending complaint or suggestion may be key insight into an opportunity in workflow efficiency and effectiveness.
  3. Look in the mirror:  Many of the roles and routines – even in a large organization – seem very unique to a small group.  Despite this, look at your own behavior patterns throughout the day.  Whether you are a CEO or Mid-Senior manager, if a tool or process you rely on is inefficient and shared across the organization, your pain is a pain everyone most likely shares in.

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