{"id":78,"date":"2023-02-04T04:53:29","date_gmt":"2023-02-04T03:53:29","guid":{"rendered":"http:\/\/web1.kvasar.tech\/?p=78"},"modified":"2023-02-04T05:00:25","modified_gmt":"2023-02-04T04:00:25","slug":"the-value-of-things-safe-kvasar","status":"publish","type":"post","link":"https:\/\/kvasar.tech\/de\/the-value-of-things-safe-kvasar\/","title":{"rendered":"The value of things"},"content":{"rendered":"

WHAT GETS MEASURED GETS MANAGED AND GET DONE. (Peter Drucker)<\/p>\n\n\n\n

We often collaborate with innovative companies, which evolve their IT infrastructures towards the cloud, launch new digital products and new business models thanks to the integration with third parties. When you ask what the cost of the product is, silence takes over. But even when they downplay the economic part.
In a way, it’s okay, to move forward, to explore, to innovate, but throughout the company? Don’t have an assigned budget?
I am referring to an economic structure that allows resources to be balanced in part to maintain the business and in part to evolve the products.<\/p>\n\n\n\n

\"Lean<\/figure>\n\n\n\n

SAFe proposes to develop business activity around value streams and investment portfolios, the guardrails that set budget limits in each value stream and by time horizon.
It may seem complex, and it is. The future of the organization rests on it.
It is about organizing the teams around what generates profit, because it responds to the market need. Simple, but unfortunately rare today. Where entire departments are dedicated to maintaining systems and creating new solutions when you could be dedicating those capabilities to higher value tasks. Both for the client and the organization itself.<\/p>\n\n\n\n

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