 Okay, now I'd like to welcome ThoughtWorks, a presentation from the company that's been helping us do some development work with the materials that you just heard with Forum Governance, and so Satnil Mahaswari and James Lewis. Hello afternoon all. We are really thrilled first of all to be part of the OSDU now and having the opportunity to have worked with the OMC when we were during the Paris Summit and the opportunity to just present some of our thoughts here. So my name, just quick introduction, my name is Satnil. I had customer experience, product management and design function for ThoughtWorks in the UK and Europe. Hello everyone, I can probably just shout but then the recording, hi I'm James Lewis, I'm a technical director with ThoughtWorks also in London, I should apologise, this is the only shirt I can get to fit me post lockdown, so that might be why I'm dressed a bit like this, but anyway over to you Satnil. Great, so in the next, we've got 10 or so minutes, so in the next few minutes what we really wanted to do was share with you all some of our experience and best practices in how organisations set up for successful delivery. Now of course the OSDU context is very, very nuanced, it's a community driven open source construct and what we do want to say is while some of what you will see is applicable a lot of times to traditional organisation, we hope that some of the principles might be relevant, not everything that you see might be as is relevant, but some of the principles around value, what value means, how do you drive product development and delivery based on value, some of those principles might be relevant, so absolutely advise you to look at some of this, but the contextualisation will be important and Ian and team as you were seeing were already talking about a lot of bringing your context, so some of what we are going to talk about to make it relevant for you. So most of the organisations really and all organisations to be honest, you're always thriving to provide the best experience to your customers, to your end users, whoever they are and focus really on creating value for them and value for the business. Value and outcome, it was really interesting to hear a lot today about that focus on what are we here for and what are we trying to deliver and that is becoming a commonplace language in most of the organisations, but where often things fall through when we see is it's very easy when you go in and start sort of get entrenched in the internal workings is how the focus quickly shifts from the value conversation to managing what to build and how soon to build it and it goes into all of that around a deadline driven way of approaching how to ship products and that is where I think it comes back to how do you step out and look a little bit of the purpose, a lot of good discussion today about the shared purpose and one of the anti-patterns we see is usually the connect or the disconnect here in the strategy or the North Star vision that organisations have and how that translates into execution and the lack of the connection of the dots. I think Patrick talked about connecting the dots and a lot of times that's where things fall through and what we're talking about when we talk about successful organisation is having that strategy and vision which becomes a bit of that North Star and that should guide the teams to think about how to charter the path to achieve that North Star. Strategy and vision aren't about dictating what teams should do at various levels. It is really about providing guidance that teams should take to drive that path forward to achieve the desired result that the collective is desiring for. What's also interesting is once the vision and strategy piece comes right what you will see across the board all organisation they are always going to be competing priorities. There's always something that's going to be more important but how do you make those decisions and what frameworks have you got to make those decisions are really really important and that's where the value conversation becomes important and stronger so what do you see there where you're talking about sort of lightweight governance management and portfolio management and prioritisation that is where it's important to think about how do you manifest value in your context and the OSDU context could be value for the community, it could be value for the end users, it could be how do you achieve that adoption and how do you make those decisions to make sure that you're working on the highest value and most important things that will drive adoption. Now this is an important part of connecting the dots as well because once the vision and strategy is articulated to a second level of value manifestation that becomes easier for the team because most of the times you find the challenges teams at the lowest level have to then think about what was the vision and strategy and how do we achieve it and it's so far removed that it's very hard for teams to successfully understand what the impact is and by bringing in let's we using the word portfolio management but it can be whatever is relevant for you all but what we're talking about is this is where we start talking about the business value a little more holistically the community value a little more holistically and how the initiatives and the work overall that you're doing is beginning to deliver that value and that then begins to provide a much cleaner view to the teams to say that's we are that's what we are aiming towards and finally when we talk about lean and agile delivery teams and we'll talk a little more about those teams and what some of the attributes of high-performing teams are but really the important thing is once everybody's connected up in terms of what you're trying to achieve the teams should then be empowered to think about what is the best way to achieve that desired result and that means having the autonomy to make the decisions that you need to it means having the cognitive or the all the sufficient the self-sufficiency to remove the dependencies and we'll talk about that later so I won't cover a lot more in detail and I think somebody talked about quality it's actually quite important that the teams take the ownership and drive the end-to-end outcome of whatever they are working on from building the product to delivering the product to ensuring that it's adopted to ensuring that the feedback that's there from the adoption comes back and then it's included and what's important and all of this is you need to have lots of feedback loops because there's the thinking that's happening there's the doing that happening and doing is always going to give you the most meaningful feedback which you need to put back into your thinking to make sure that the wheel or the machine or whatever the whole community is driving in the right direction now of course as I said earlier I caveatting it that some of it is going to be nuanced in your context but just based on the conversation from today the idea of value the idea of understanding how teams and capabilities come together to deliver the use cases or the workflows and having better understanding of that will naturally empower the teams to do more relevant work which will then lead to adoption so all of these things that we have here needs to be nuanced but I think there are many principles here that's going to be relevant for OSDU to embrace and for you all to contextualize and see what's what's good in this what's not and take what is going to be relevant and drive forward to achieve whatever it is that you want to achieve James yeah I'll talk a little bit about autonomous teams we're using teams here but of course this is a team the construct of a team is something we see in organizations right I like the idea from we've done a lot of open source work over the years still works right so we've open sourced our own products we've been involved in lots of big open source communities over the years and the key thing with open source communities I like the way the Apache Software Foundation describes them as do what was it it's a doocracy that's it doocracy there you go with doocracy I'll get the word out duopoly I was going to say it's different doocracy it's about the people doing the work not necessarily about a team that you set up as an organization of course there are organizations here providing teams to the forum to do stuff but actually it's about the individuals and how individuals in a highly networked organization can understand where they fit right can understand how they're able to you know contribute most effectively and have that purpose and work on the stuff they want to work on right this is not an organization where people can be told you're going to go and work on that anymore you know you're going to go and work on that that looks that looks like it really sucks but tough you know this is an organization where we want to be able to choose we want we want to be able to work on the stuff that has purpose as we said earlier but saying that the idea of autonomous teams you know that there are some ideas from this I think some principles from this right what do we mean when we say autonomous teams cross-functional teams like ideally we want to be working as groups of people with a set of skills that complement one another that's really all we're sort of talking about where we can be pointed in the right direction understand be aligned with the goal of the organization and then have an autonomy to be able to work towards that goal on the stuff that we want to do you know if I'm an expert in in data management strategy I don't want suddenly to be told that I need to write lots of unit tests on a piece of software that I've got no idea about so this is about you know this this idea of the people who are doing the work carrying on doing the work but understanding that there are effective constructs around autonomous teams with cross disciplinary skills and if we can build some of that and encourage that sort of communication between people I think that will that will that will stand the the organization in good stead going forwards. I should point out as well that ThoughtWorks is a member of the forum as well we're not just being brought in as a consultancy to help with this this is a set of skills that we're bringing ThoughtWorks is a I guess we've been working in this sort of way for many many years now so you know two of the agile manifesto authors work for us and this is the sort of end goal if you like of a 30-year journey of us trying to understand how to align organizations of different types and I think we're probably out of time at the moment so we'll probably skip on this I've got a nod over there very much move on so I guess the homework really is you know taking on what the panel was saying earlier right how do we create this alignment how do we how do we get more stuff done how do we do more stuff that we find is fun because this stuff should be fun I'm a firm believer in you know if we're going to be a member of these sorts of things we should be enjoying doing the work as well right so how do we align on that and take some of the ideas that have been sort of shown to work and as homework come up with how that could work for for the forum so I think that's we'll leave it there yes yes okay thank you very much