Wardleymapping

Over the past few weeks I’ve been exploring the use of wardley mapping to map my skills for career development. I think it’s important to think strategically about your career development, whether you’re early in your career looking to land that dream job or later and looking to transition into a role or company that reignites your passions. In my last post I talked about my journey developing my first skills maps and some of the mistakes I made along the way. Next, I wanted to cover how I’ve been using those maps and how I expect them to develop over time. ...

With all the redundancies and folks moving jobs recently I’ve been reflecting on my own career, skills and how we all need to be more diligent in managing it.

With that in my mind I’ve just written a new blog post on skills mapping using wardley mapping.

Whatever your current status, I hope you find this useful.

https://www.liamjbennett.me/posts/2023-02-17-skills-mapping- part-1/

#career #skills #WardleyMapping

Over the past few months the tech industry has been going through the shock and awe of corporate downsizing that occurs when the economy feels like its about to enter a recession. Big Tech is making layoff after layoff, typically around 10% of the workforce and those are the ones we know about. Many tech companies (and others) will start following suit, even if not as publicly, as the market shrinks and spending slows with companies trying to save cash and preserve profits. Capitalism in many ways sucks! ...

In the first two parts of this series, I talked about the problem space of mixed operating models in an organisation, why it exists and how to prepare for it. In this post I want to talk about the most important and often most challenging element of operating mixed operating models within an organisation: the cultural change. Any transition of working practices requires a corresponding and iterative process of empathetic change management, where with every modification and iteration, context is given for the changes, conversations are had with those who might be effected and (unlike many corporate change management initiatives) the process includes the input of those on the front-line of the changes. ...

In the first post on Mixed Operating Models I discussed that each application in your landscape, both custom built and third-party will need a different type of operating model and using wardley mapping to map that landscape will give the context of which model is appropriate and at what time. Transitioning between models won’t be easy and requires both technical and cultural changes to be successful. In this post, I will talk about the technical aspects that act as a foundation to any operating model change and cultural shift. ...

This month I wanted to start discussing a topic that has been going around and around in circles of conversation and thoughts for several years now - mixed operating models in IT organisations. There is a lot of ground to cover so stick with me over the next couple of posts and I’ll show you how and why this comes about and what we can do about it. The Problem One of the most challenging aspects of operating IT systems in large enterprise organisations is that there is a complex web of applications, data and infrastructure of varying ages and levels of support. At one end of the spectrum there are homegrown applications supported by agile development teams releasing every two weeks (or more often - wooo!) and then at the other end there are big clunky corporate applications that support all the revenue and all the processes that get the job done day-to-day. One problem I’ve seen in organisations is process and culture that treats both of these applications (and everything in between) the same way. ...