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Nicole Forsgren Biography

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“Most squads are cross-functional, consisting of engineers and marketers, collaborating as a single team with a shared understanding of customer value.”

Team Value Squad Engineer Collaborate Customer Value Cross Functional

Book:Accelerate: Building and Scaling High Performing Technology Organizations

Source: Accelerate: Building and Scaling High Performing Technology Organizations

“How organizations deal with failures or accidents is particularly instructive. Pathological organizations look for a “throat to choke”: Investigations aim to find the person or persons “responsible” for the problem, and then punish or blame them. But in complex adaptive systems, accidents are almost never the fault of a single person who saw clearly what was going to happen and then ran toward it or failed to act to prevent it. Rather, accidents typically emerge from a complex interplay of contributing factors. [...] Thus, accident investigations that stop at “human error” are not just bad but dangerous. Human error should, instead, be the start of the investigation. Our goal should be to discover how we could improve information flow so that people have better or more timely information, or to find better tools to help prevent catastrophic failures following apparently mundane operations.”

Management Organizational Culture Organizational Leadership Tech Company Culture Software Development Human Error Information Management

Book:Accelerate: Building and Scaling High Performing Technology Organizations

Source: Accelerate: Building and Scaling High Performing Technology Organizations

“Support and facilitate collaboration among teams. This reflects how well teams, which have traditionally been siloed, interact in development, operations, and information security.”

Team Development Information Security Operation Collaborate Silo

Book:Accelerate: Building and Scaling High Performing Technology Organizations

Source: Accelerate: Building and Scaling High Performing Technology Organizations

“Complex deployments often require multiple handoffs between teams, particularly in siloed organizations where database administrators, network administrators, systems administrators, infosec, testing/QA, and developers all work in separate teams.”

Team Separate Silo Deploy

Author:Nicole Forsgren

“Steve and Karen extend our view beyond the interrelationships of team, management, and leadership practices, beyond the skillful adoption of DevOps, and beyond the breaking down of silos—all necessary, but not sufficient. Here we see the evolution of holistic, end-to-end organizational transformation, fully engaged and fully aligned to enterprise purpose.”

Team Holistic Silo Devops End To End

Book:Accelerate: Building and Scaling High Performing Technology Organizations

Source: Accelerate: Building and Scaling High Performing Technology Organizations

“At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours.”

Productivity Creative Process Workplace Management And Leadership Organizational Culture Company Culture Lean Startup

Book:Accelerate: Building and Scaling High Performing Technology Organizations

Source: Accelerate: Building and Scaling High Performing Technology Organizations