bringing change to life lessons learned at netflix & paypal - - PowerPoint PPT Presentation
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
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
continuous customer feedback (get
customer data central to decisions think it. build it. ship it. tweak it fail fast. learn fast. experimentation... build/measure/ learn
dna @ paypal 2011
not invented here. long release/feedback
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)
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
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
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
thank you for making it fun again to develop code at PayPal
persistence
core belief: what teams need to succeed
core belief: what teams need to succeed
it’s who you work with
core belief: what teams need to succeed
it’s who you work with
we changed who we hired
core belief: what teams need to succeed
it’s who you work with
it’s what you work on
we changed who we hired
core belief: what teams need to succeed
it’s who you work with
it’s what you work on
we changed who we hired we wrote a new story
core belief: what teams need to succeed
it’s who you work with
it’s what you work on
it’s how you work
we changed who we hired we wrote a new story
core belief: what teams need to succeed
it’s who you work with
it’s what you work on
it’s how you work
we changed who we hired we wrote a new story we moved to lean ux/ engineering
shared understanding
shared understanding deep collaboration
shared understanding deep collaboration continuous customer feedback
the right mindset for change
we moved from “defending the solution” to “embracing the problem”
we engineered improv into the system
whiteboard to code code to usability
product/design/engineering in a tight loop with our customers lean ux & lean engineering in action
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
ENGINEERING
engineering for learning
software must adapt
Our software is always tearing itself apart (or should be) Recognize that different layers change at different velocities
All buildings are predictions. All predictions are wrong. There's no escape from this grim syllogism, but it can be softened.
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
along the way) after a long ramp up time lots of little bets. experimentation model results in many experiences being tested all along the way
vs
@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
engineer for the “living spec”
make prototyping a first 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
a tale of two trains - the product manager’s dilema
departs infrequently
“gotta get my features on this train
departs all the time
“if I miss this train another one comes 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
rapidly replacing centralized platform teams innovation democratized every developer encouraged to experiment and generate repos to share as well as to fork/pull request
we gave agile a brain
illustration credit: Krystal Higgins http://bit.ly/18uP7N1
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 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
the “brain” is our user
persistence