bringing change to life lessons learned at netflix & paypal Bill Scott VP, Consumer & Venmo Engineering | Identity | Next Gen Commerce YOW! December 2016 Melbourne | Brisbane | Sydney @billwscott twitter | linkedin | paypal
outside-in culture continuous customer feedback (get out of the building - GOOB) customer data central to decisions think it. build it. ship it. tweak it fail fast. learn fast. experimentation... build/measure/ learn
paypal vs netflix in 2011
dna @ paypal 2011 not invented here. long release/feedback cycles. inward focus. risk averse.
In 2011, even a simple content copy change could take as much as 6 weeks to get live to site
two pizza teams anyone?
culture = (norms of behavior) + (underlying shared values)
change is hard
behavior is deep seated and reinforced
organizations contain anti- bodies that resist change
yet we were able to bring real change
one of many comments… thank you for making it fun again to develop code at PayPal
from 2012 to now… went from 1 app on nodejs to 120+ apps on node; went from a couple of engineers working on nodejs to 100s of engineers across PayPal, Xoom & one of many comments… thank you for making it fun again to develop code at PayPal
from 2012 to now… went from 1 app on nodejs to 120+ apps on node; went from a couple of engineers working on nodejs to 100s of engineers across PayPal, Xoom & from 2012 to now… went from arguably the worst frontend tech stack in Silicon Valley to be being recognized as industry leader in nodejs & javascript one of many comments… thank you for making it fun again to develop code at PayPal
the mindset we took to bring change two attitudes
persistence
1 persistence
persistance is not just being stubborn
persistance is based on strongly held beliefs
core belief: what teams need to succeed
core belief: what teams need to succeed who it’s who you work with
core belief: what teams need to succeed who it’s who you work with we changed who we hired
core belief: what teams need to succeed who what it’s who you it’s what you work with work on we changed who we hired
core belief: what teams need to succeed who what it’s who you it’s what you work with work on we changed we wrote a who we hired new story
core belief: what teams need to succeed who what how it’s who you it’s what you it’s how you work with work on work we changed we wrote a who we hired new story
core belief: what teams need to succeed who what how it’s who you it’s what you it’s how you work with work on work we moved to we changed we wrote a lean ux/ who we hired new story engineering
belief: working across teams
belief: working across teams shared understanding
belief: working across teams deep shared collaboration understanding
belief: working across teams deep continuous shared collaboration customer feedback understanding
the right mindset for change we moved from “defending the solution” to “embracing the problem”
2 improv
improv is based on humility to listen and adapt to what you hear
improv is not just ‘winging it’
we engineered improv into the system
prototype the change lean ux & lean engineering in action whiteboard code to usability to code product/design/engineering in a tight loop with our customers
most organizations biggest challenge is moving from a culture of delivery to a culture of learning
most organizations biggest challenge is moving from a culture of delivery to a culture of learning LEAN ENGINEERING engineering for learning
software must adapt All buildings are predictions. All predictions are wrong. There's no escape from this grim syllogism, but it can be softened. - Stewart Brand Our software is always tearing itself apart (or should be) Recognize that different layers change at different velocities
launching the ps3 (2010) 4 unique experiences launched the same day several variations on each: 16 different test cells 2 different tech blogs simultaneously gave great review — but were reviewing difference experiences focus was on build/measure/learn
enable lots of little bets the big bet. ramping model results in one experience (with some tweaks along the way) after a long ramp up time vs lots of little bets. experimentation model results in many experiences being tested all along the way
@netflix: engineered for learning netflix chose html5 for mobile (iOS, android) and for game consoles, blu-ray players, hd-tvs, etc. more recently moved to react native variant (JS) to drive native experiences without the DOM in both cases why? path to build/measure/learn
enable prototyping in the engineering stack the whole history of our newest tech stacks has been to enable rapid engineering engineer for the “living spec”
enable prototyping in the engineering stack the whole history of our newest tech stacks has been to enable rapid engineering make prototyping a first engineer for the “living spec” class member of tech stack
a tale of two trains - the product manager’s dilema
a tale of two trains - the product manager’s dilema departs infrequently “gotta get my features on this train or I will have to wait a long time”
a tale of two trains - the product manager’s dilema departs infrequently departs all the time “gotta get my features on this train “if I miss this train another one comes or I will have to wait a long time” in a few minutes”
we democratized engineering
democratize the code base starting to use git repo model for continuous deployment marketing pages product pages content updates & triggers into i18n, l10n, adaptation components works well with cloud deployment (devops model) enables the train to be leaving all the time
work in open source model internal github revolutionizing our internal development rapidly replacing centralized platform teams innovation democratized every developer encouraged to experiment and generate repos to share as well as to fork/pull request
illustration credit: Krystal Higgins http://bit.ly/18uP7N1 we gave agile a brain
agile is just a machine it will crank ‘stuff’ out it can be good or bad stuff please don’t waste the machine have a tight loop with our users iterate to get experience “in the ballpark” make it easy to iterate designs ahead of agile sprints
agile is just a machine it will crank ‘stuff’ out the “brain” is our user it can be good or bad stuff please don’t waste the machine have a tight loop with our users iterate to get experience “in the ballpark” make it easy to iterate designs ahead of agile sprints
persistence questions?
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