The economic principles behind prioritization in SAFe may seem logical but often prove difficult. Let’s dive into why that is, and what can be done about it.
Join the DZone community and get the full member experience. On the surface, the foundations of job sequencing in considering the Weighted Shortest Job First (WSJF) prioritization schema seem logical. Do the smallest job with the greatest cost of delay first to deliver the greatest economic benefit. Though, in practice, it can be much more challenging. To survive and thrive in the post-digital economy, organizations need to change how they produce products, interact with customers, and define and prioritize work. To succeed in each of these areas requires a significant shift in organizational behavior, including how leaders interact with their peers. But, how did we get here? Why does what seems right feel so hard? What can we do? Organizational structure and a slow operating cadence have created a specific environment within workplaces. One where large organizations encourage people and leaders to prioritize the work system over customer needs and speed to market. It’s not their fault; it’s the system they inherited. In the decades following the Second World War, the capacity to serve consumer needs had been owned almost entirely by large organizations with the capital to establish complicated supply chains and manufacturing processes. These organizations, not the consumer, dictated products, delivery cadences, and market rhythms. Until recently, those behaviors proved profitable. 2001 proved to be a proverbial “canary in the coal mine,” which indicated business disruption on the horizon. With the mass adoption of the internet, software distribution was no longer reserved only for organizations with the capital and infrastructure to produce thousands of diskettes and manuals. The dot-com era brought forth an environment that allowed any developer with access to the internet the ability to distribute software without the overhead of production. If they intended to compete, large software companies realized that they needed to be more customer-centric, faster, and value-focused. Thus, the drafting of The Agile Manifesto. In 2021, accelerated by COVID, nearly all businesses across every sector are facing the same awakening that software companies did in 2001—no industry is safe from disruption. This time around, we’ve witnessed minimal to zero barriers to entry, a global workforce that has thrived working from anywhere, supply chains that are more nimble than ever, and desktop manufacturing capabilities that are largely inexpensive. If storied businesses aim to survive in the threat of total disruption, they must change organizational behaviors related to strategy, workflow, and systemic behavior. Though, to change these behaviors, it’s important to understand why organizations behave the way they do. Win culture is pervasive within the organizational system and is the greatest challenge to overcome. The culture of winning has been hardwired into many of us from a young age, was fueled throughout the educational experience, and is carried forward into our careers. Starting in elementary school, students are tested and ranked based on their perceived abilities. These tests determine who is placed in gifted programs, remedial programs, or in a more traditional track. Parents desperate to see their children succeed and outperform their peers push them into after-school STEM programs, language studies, and other activities. Once on the advanced track, students compete to be among the best in their group. Only the best of the best will be admitted to the best colleges. Only the best from the best colleges will be accepted into the best graduate schools and offered the most prestigious jobs. From there, the need to win is amplified in the workplace. As one climbs the corporate ladder, the opportunity for advancement shrinks, and the need to win over one’s peers becomes more frantic. Winning sometimes surpasses the team, the customer, and even the organization. It becomes about beating the competition to achieve more power, prestige, and income.
