Accelerate: Building and Scaling High-Performing Technology Organizations by Nicole Forsgren , Jez Humble and Gene Kim
My rating: 4 of 5 stars
- Version control for all production artifacts
- Automate deployment process
- Continuous integration
- Trunk-based development
- Test automation
- Test data management
- Shift left on security
- Continuous delivery
- A loosely coupled architecture
- Empowered teams for tool choice
- Gather and implement customer feedback
- Visualise of the flow of work value stream
- Working in small batches
- Foster and enable team experimentation
- A lightweight change approval process
- Monitoring across application and infrastructure to inform bussiness decisions
- Check system health proactively
- Improve process and management with work-in-progress (WIP) limits
- Visualise work to monitor quality and communicate through the team
- Support a generative culture
- Encourage and support learning
- Support and facilitate collaboration among teams
- Provide resources and tools that make work meaningful
- Support or embody transformative leadership
| Pathological (Power-Oriented) | Bureaucratic (Rule-Oriented) | Generative (Performance-Oriented) |
| Low cooperation | Modest cooperation | High cooperation |
| Messenger “shot” | Messenger neglected | Messenger trained |
| Responsibilities shirked | Narrow responsabilities | Risks are shared |
| Bridging discouraged | Bridging tolerated | Bridging encouraged |
| Failure leads to scapegoating | Failure leads to justice | Failure leads to inquiry |
| Novelty crushed | Novelty leads to problems | Novelty implemented |
Servant leaders focus on their followers’ development and performance, whereas transformational leaders focus on getting followers to identify with the organisation and engage in support of organisational objectives.