Martin Fowler

I often help engineering organizations that are in the midst of a transformation. This is typically both a technology transformation and a cultural transformation. For example, these organizations might be attempting to break a core monolithic system into microservices, so that they can have independent teams and adopt a DevOps approach. They also might want to improve their agile and product techniques to respond faster to feedback and signals in the market.

Over and over, these efforts have failed at some point in the transformation journey. Managers are unhappy with delays and budget overruns, while technologists struggle to resolve roadblocks from every direction. Productivity is too low. The teams are paralyzed with a myriad of dependencies, cognitive overload, and a lack of knowledge in the new tools/processes. The promises that were made to executive leadership about the latest technology are not coming to fruition quickly enough.

There is a

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