Update Your Funding Process for Agile, Lean and DevOps
Levi Geinert (U.S. Bank), Shaun Norris (JPMorganChase), Charles Betz (Minnesota State Digital Curricula Initiative) & Beth Dumke
Balancing the high-risk investment of innovation with traditional business-as-usual tasks has always been tricky for corporations. Understanding the criticality of funding both innovation and business-as-usual means organizations also need to use the right investment selection process, establish guardrails to avoid misuse, and meet fiduciary responsibility requirements.
This 2020 DevOps Enterprise Forum paper outlines the conflict between how traditional funding processes handle fiduciary risks and what Agile and DevOps teams need to perform well.
What's inside
Case for Change — This paper illustrates that a change in the funding model is needed to allow organizations to pivot and respond to the fast-changing market.
Expert Authors — This paper is written by experienced leaders across industries who have led large transformations in enterprises across industries.
Case Studies — This paper illustrates with real-life examples how other organizations have used modern funding solutions to drive successful business value and respond to change.
All Levels — Change Agents can come from anywhere on the org chart. This paper directly provides guidance on how to lead change no matter your role or title.
Publication Date
2020
Pages
25
Topics
Leadership · Software Delivery & Architecture
Formats
epub · pdf
License
Creative Commons BY-NC-SA
About the authors
4 authors
Levi GeinertSVP, and Head of Engineering Advocacy and Enablement, U.S. Bank▼▲
Levi is currently SVP, and Head of Engineering Advocacy and Innovation at U.S. Bank, where he is responsible for supporting, and refining the DevOps and software engineering practices, patterns, and tools to better support our Product, Agile, and DevOps ways of working. He has held multiple roles including leading the Developer Experience product engineering and agile teams. He advocates for developers, empowers engineers, and strives to create an environment of psychological safety to create an engineering culture. Prior to the Bank he was a Director of Engineering in the Target Dojo, after transitioning from Principal Engineer and helped to operate the Target Dojo which successfully helped drive Agile, DevOps, and Product adoption across Target.
