Software development is making tools to help users’ achieve their goals. We are paid to make tools when most valuable and keep them working till not.
Our companies are composed of people, processes, and resources we can focus or defocus on that goal—perfect value and timing.
Everything we do that limits precision of focus is waste. Some waste is necessary, most not.
Simple.
Rare.
We design companies to have an optimal structure, theoretically meshed cogs—very different than designing total focus on delivering value. And, most of us have an interest in and enjoyment of defined processes as solutions—failure demands a new process.
To avoid the first, we need leaders and managers with a better than incidental understanding of problems of execution, organisation, and discipline; those believing their lot is to lead and focus the organisation on value, not raise their previous function to the fore of priorities or to build an enduring structure.
To correct the second, we need to understand that processes are merely tools—even our newest gadget Agile. When we use processes without continuous examination of applicability, see them as ends, or become inflexible in perspective, we waste even as we fly the colours of the customer—falsely.
We choose where to focus, usually with good intention and poor result. But, where there’s good intention there’s hope. If you have the courage to ruthlessly examine your rationale.