The traditional companies – those developing and building something physical, not just software or web services – have looked with admiration to Silicon Valley. They have sent their executives to the Valley or Singularity University. They have engaged in collaboration with startups and run hackathons. Many have opened autonomous digital or innovation labs. Yet, nothing fundamental has changed in their core business. They still haven’t found an efficient way to deal with unpredictability, and they largely develop new solutions the way they always have done.
By that we mean the linear development model, often called stage-gate, NPD/PDP process or something similar. This way of developing has over the last years consistently delivered products with an average success rate of 30%, according to the 2017 Standish Group CHAOS Report. A finding that is consistent across businesses and industries. Not impressive. But if you move on to look at the employee engagement, it is even worse. A 13% engagement level has been measured across global businesses, according to Gallup’s 2018 State of the Global Workplace report. The waste (or potential) that these numbers refer to is almost impossible to grasp.
Why has nothing changed?
When the proof is so overwhelming that something really has to change in the core model, how can it be that we only see incremental process improvements, symptomatic treatment with new software systems, or startup experiments that end up not scaling?
We think that it has something to do with the value proposition offered to executives and leaders. Either it’s not attractive enough, or maybe it’s even downright scary.
What do we mean by this? Trawling through popular management press, Silicon Valley stories, the Agile wave, and, well, consultants, the advice often goes along these lines: projects don’t exist anymore. Instead we release change and features continuously. Therefore, project managers are not needed anymore. The key people now are product owners, Scrum masters and Agile coaches. The linear development model (stage-gate, aka waterfall) is substituted by a circular and iterative model – a model that does not require us to decide when things will be done, making it hard to define when and how to build factories, logistics, distribution systems and sales training. This model also wipes out the current organisational structure and replaces it with new dedicated Agile roles, while demanding massive big-bang training and multiple-choice certification efforts for hundreds of people in Scaled Agile techniques.
We strongly believe that Agile, Scaled Agile and Scrum are great mindsets and methods. Striving towards continuous release and delivery is something all professional businesses should do. Launching next-generation products only every five years can easily be too infrequent and leave companies vulnerable to faster competitors. But the success cases for evangelistic Scrum and Scaled Agile almost purely come from software and service businesses. Not even from companies developing new software or service business models. The success cases are companies operating large software-based services, seeking to continuously modify and improve these with Agile techniques. Of course, if the game is operations, maybe it’s okay to say that projects and project managers should not exist.
It is different if you seek to create a new business. For instance, an entirely new business concept where the assumptions to test are full of uncertainty and difficulty. It’s also different when developing complex physical solutions such as pharmaceutical products, power plants, diesel engines, pumps, compressors, or wind turbines. Saying that projects don’t exist doesn’t make a lot of sense here. Saying that we work iteratively – not sure when we will be done – doesn’t make sense either. Time is linear. For instance, if you order tooling for injection moulding, you cannot release output in circular biweekly sprints. It takes eight weeks, and there is nothing you can do about it. Investors also have a linear perspective, and they will expect a financial return after a certain time has elapsed from their initial investment.
The linear development model is here to stay
Does it make sense to have a linear development model with decision gates? In our mind, it does. Even in much-admired Silicon Valley, startups go through a linear model with gates. The gates are called seed funding, series A, series B, and series C.
If gates are okay, then what is the challenge of current development models? We believe the problem is that they are often called “product development” models, 90% staffed with R&D team members. Thinking seems to go along the following lines: strategy and market insight teams brief R&D on the need, product development is initiated, and R&D creates the product. When it has been developed, sales and marketing are activated to persuade customers that they have to buy it.