How CIOs can make software delivery their strongest asset

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A lot rests on the shoulders of CIOs and other IT leaders at traditional businesses. They face an almost daily battle against digital disruption. With startups and other digital-native companies gobbling up market share through software-driven products and services, one inalienable truth has become clear: software is responsible for a greater and greater share of the business value that they’re providing.

Yet for many years, software delivery has been a thorn in the side of most CIOs. As Tasktop’s Naomi Lurie writes in her byline for Hacker Noon, “the issues plaguing software delivery may feel insurmountable. Despite a lot of investment in accelerating and scaling software delivery, internal customers still complain IT is not delivering value fast enough, compared to the nimble newcomers nipping at their heels.”

Software delivery is sadly viewed a liability, not an asset. But what if there was way to turn software delivery into strength?

CIOs can be excused for responding to that promise with an eye roll and sarcastic thumbs-up. After all, that’s probably what you thought would happen when you invested heavily in Agile, DevOps, tooling and specialist personnel. I know I did. As you will see in my story below, I was at the end of my rope:

But fear not, it’s not all doom and gloom – as Naomi points out her article, there are three key ways to address the issues derailing your software delivery:

  1. Product-oriented thinking
  2. A connected value stream network
  3. A new managerial framework devised for software delivery

Read on to learn how you can transform the way your organization perceives and delivers software to improve the time to value of your products and galvanize your business.

Begin your Value Stream journey

Become a VSM ambassador at your organization by completing our complimentary Value Stream Management training to help you start visualizing, measuring and optimizing the value streams that exist within your business.

Further reading

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