Deal Daly
Field CTO at Hammerspace
Podcast – Episode 8:
Transformation for Innovation
(Technical leaders part in the Innovation Game)
As a tech leader, how do you transform your organization for innovation? And why you need to be involved in the first place?
Deal Daly, Field CTO at Hammerspace, joined us for an enlightening conversation on the subject. With many years in mergers and acquisitions, looking at technology from the outside-in. His journey gradually led him to lead infrastructure groups. For this reason, Deal has a very interesting perspective. He’s a business person with an acquired technology angle. Now looking from the inside-out, he shares his learning and insights.
Key takeaways from the Podcast are:
- Why must technology leaders become partners in enabling the entire business, not just in the capabilities of a product?
- How to tap into the inherent curiosity of technical people, thus driving team performance and innovation.
- Using the multiplier effort to drive and spread innovating behaviors.
TLDR: Straight to the point
(Quick Links)
We all live busy lives, and sometimes a long Podcast is too much of a time-footprint for our busy schedules. So, to help you get to the bit you’re more interested in, use our table of contents below. Quick links to help you get straight to the point.
1. Introduction and Bio.
2. Deal Daly's varied career from business world to tech.
3. Deal Daly's thoughts on transforming cultures in an organization for innovation.
4. It's easy to go shopping for new technologies; it's not so easy to align teams and get them on board [with new ways of working].
5. Breaking down siloes to raise the cross-boundary communications, and more fire up collaboration.
6. A cultural change by a process change.
7. All businesses are intertwined into the fabric of the digital world, and that's why tech leaders need to be steering them.
8. Businesses finding the need for new products in the market.
9. Understanding the product and the business model around it.
10. Using subject matter experts to help create technical architecture.
11. Finding the golden nuggets (people) in your organization.
12. The benefit of creating an organizational safe space to safely transparent.
13. Supporting internal people who are innovating and curious, while reinforcing the behaviors they are showing (for others to see).
14. The multiplier effect (to increase the number of innovators).
15. Persuading senior leadership to bleed their leadership (and innovation creation) into the organization.)
16. The reason digital transformation is hard… because it's hard!
17. Grounding areas for cultural change and political upheaval.
18. The theory of small success to get business people "on side" for innovation.
19. The technological world innovates much more slowly than marketing and sales.
20. Greenfield innovation can be successful and can be a path for innovation, but be cautious.
2. Deal Daly's varied career from business world to tech.
3. Deal Daly's thoughts on transforming cultures in an organization for innovation.
4. It's easy to go shopping for new technologies; it's not so easy to align teams and get them on board [with new ways of working].
5. Breaking down siloes to raise the cross-boundary communications, and more fire up collaboration.
6. A cultural change by a process change.
7. All businesses are intertwined into the fabric of the digital world, and that's why tech leaders need to be steering them.
8. Businesses finding the need for new products in the market.
9. Understanding the product and the business model around it.
10. Using subject matter experts to help create technical architecture.
11. Finding the golden nuggets (people) in your organization.
12. The benefit of creating an organizational safe space to safely transparent.
13. Supporting internal people who are innovating and curious, while reinforcing the behaviors they are showing (for others to see).
14. The multiplier effect (to increase the number of innovators).
15. Persuading senior leadership to bleed their leadership (and innovation creation) into the organization.)
16. The reason digital transformation is hard… because it's hard!
17. Grounding areas for cultural change and political upheaval.
18. The theory of small success to get business people "on side" for innovation.
19. The technological world innovates much more slowly than marketing and sales.
20. Greenfield innovation can be successful and can be a path for innovation, but be cautious.
21. Innovation is disruption, so how do you re-engineer a stable organisation to be able embrace technological innovation and the needed disruption?
22. Organizations becoming more Agile (nimble and iterative based on market input?)
23. Creating converged organizational functions like a DevOps.
24. For new, more nimble, and adaptive processes, don't dismantle development or IT, create a demilitarized zone.
25. Business Agility and safe zone (demilitarized zones).
26. Organizational cross-functional departments not being told what to do, but inspired to create the solution.
27. How do you persuade senior leadership to create "Business Agility" cross deparmental ways of working.
28. Circuit breaking applications, so if one module goes down, the others can still continue.
29. Breaking down monolithic applications.
30. Monolith applications into independent services, microservices, data meshes or using low code or no code methodologies.
31. Dealing with engineers who don't want to break up the monolith into elemental services.
32. Technical people creating a PR (Public Relations) mindset.
33. Two-way communication encourages people to create feedback loops.
34. Technology leaders becoming good communicators (start your communication plan).
35. Iteration of business changes.
36. Where does the market input for the organization to innovate come from?
37. Innovating while avoiding burning cash.
38. Funding innovation that pops up out of the blue.
39. Deal Daly's framework for tech leaders who want to fire up innovation.
22. Organizations becoming more Agile (nimble and iterative based on market input?)
23. Creating converged organizational functions like a DevOps.
24. For new, more nimble, and adaptive processes, don't dismantle development or IT, create a demilitarized zone.
25. Business Agility and safe zone (demilitarized zones).
26. Organizational cross-functional departments not being told what to do, but inspired to create the solution.
27. How do you persuade senior leadership to create "Business Agility" cross deparmental ways of working.
28. Circuit breaking applications, so if one module goes down, the others can still continue.
29. Breaking down monolithic applications.
30. Monolith applications into independent services, microservices, data meshes or using low code or no code methodologies.
31. Dealing with engineers who don't want to break up the monolith into elemental services.
32. Technical people creating a PR (Public Relations) mindset.
33. Two-way communication encourages people to create feedback loops.
34. Technology leaders becoming good communicators (start your communication plan).
35. Iteration of business changes.
36. Where does the market input for the organization to innovate come from?
37. Innovating while avoiding burning cash.
38. Funding innovation that pops up out of the blue.
39. Deal Daly's framework for tech leaders who want to fire up innovation.
