Considering our constraints of our system can be a powerful exercise. What is so wonderful about even [thinking] about it can reveal wonderful ideas around how to deliver effectively. Often companies want to increase speed of delivery, but speed doesn’t matter if you have a lot of constraints to delivery.
Removing constraints to delivery will allow speed of delivery to increase, but not for the sake of speed. Speed becomes an outcome of the removal of constraints.
Consider a powerful idea of cross-functionality (by me):
Teams should have all the technical aptitudes and functional roles to deliver end-to-end value without peripheral constraints
If we create an ethos of continual growth and learning on teams and empower teams (as management) to deliver without constraints… Imagine the possibilities!
This is the type of idea I use when working with management. Helping them create a vision for flow of work by considering great examples of flow that they’d like to see in their teams and work. From there we can begin considering how to change… or at least, have the conversations with the right people to remove these constraints.