We learnt that there are better ways to develop software and to manage work and companies, also in a remote scenario.
We discovered and recovered crucial skills and knowledges, to build top quality products, appreciated by users and crafted with pride by serious and enthusiastic professionals.
We’ve seen revolutionary companies succeed, and ways to collaborate and deliver better results in shorter times.
We’ve met pioneers, innovators and leaders. We embraced, experimented shared and discussed their and our ideas.
We explored disciplines and fields that looked far away, but that turned out being surprisingly close.
We discovered new ways to teach, to learn and to share knowledge. We’ve applied this learning to the new fully-remote scenario.
In the last ten years, we’ve learnt a lot of things. Both online and in-real-life.
We could have done the same in five years. If only we knew how.
In this online session, we’ll be building a map of the challenges of a complex enterprise software ecosystem and see where Domain-Driven Design can help and how.
A team, or a department, involved in software development is a complex ecosystem, whose behavior is the outcome of decisions at the technology, organization or general context level. Our experience and a system-leve perspective tell us that a combination of different expertises lead to more effective and durable solutions, while local solutions fail to achieve long lasting results.
Information technology is the propelling engine behind last decade's most successful companies. But a wrong management can transform IT into a burden, or a drag for the enterprise competitiveness.
First step to recover control of the enterprise architecture is to correctly understand and implement the model of the enterprise, correcting growth defects and accidental complexity that accumulated over the years.
We help teams to put agile software development principles into practice. We help organizations to manage transitions towards a new way of developing software, involving the right persons and teaching how to play new roles in the new ecosystem.
Resistance to change can be deeply rooted. Behaviors perceived as "winning" in a given context, shape a company culture. But they're often the result of system constraints that make the status quo (or a slow decline) a system attractor.
A real change management strategy can be successful only considering the real system constraints, to apply efforts where they can be successfully leveraged, avoiding to waste time, money and energy where the odds are against us.
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