Always the eyes watching you and the voice enveloping you. Asleep or awake, working or eating, indoors or out of doors, in the bath or in bed—no escape. Nothing was your own except the few cubic centimetres inside your skull.
Part of the joy of working in digital policy in the UK is that many of your days start like this:
I, a Tory politician, have a brilliant plan / erudite commentary / a policy announcement on tech policy strategy. Click here to read it in this EXCLUSIVE Elite Broadsheet Newspaper piece.
We all know full well that this is how the game of politics works. These brilliant plans, erudite commentaries, and policy announcements aren’t made for you plebs. They’re made for the machine to feed the beast inside it.
The Lean Portfolio Management function that controls funding, are given sole authority to approve which Portfolio Epics move into each stream. Epics are not explanations about a problem that needs to be solved. They are pre-formed ideas about how best to solve those problems.
Right away we can see signs of the old-school mindset of viewing teams as a “delivery” function instead of a strategic one. The high level thinkers come up with ideas, and the low level doers execute on those ideas. Ignored is the possibility that those closest to the work might be best equipped to make decisions about it. Escaping from this misguided mindset is a core goal of Agile thinking that SAFe fails to remotely accomplish.
In all this focus on volume metrics, estimation, and churning work through the pipeline, the concept of what’s actually valuable or successful is easily lost. It’s often assumed that more work shipped out the door must be “value”, even if the experience of the product is actually suffering and users are not benefiting from the additional features.