Main message: digitally-enabled organizations require different ways of thinking and working, and a key change is to enable people to make better use of their values so that they feel willing and able to exercise their professional judgment under conditions of uncertainty.
Every generation claims that things happen faster than they used to. This certainly applies to IT — witness the effort that has gone into applying Lean, Agile, and DevOps principles to achieve high-velocity IT. Most people with a grasp of science know that velocity is not only about speed but also about direction. Translated into the organizational context, direction means doing the right things quickly. This is more than building software products that achieve traditional business goals.
Given the unprecedented societal, political, and economic impact of IT, digitally-enabled organizations have an increasingly strong moral obligation to consider how they apply IT, beyond their direct economic interests. Just as organizations track their cash flow, they should also monitor the flow of virtue through the organization — are they making the right choices?
This talk explores the moral responsibility that practitioners bear and the role of education and personal values. You don't want people to leave their values at the door when they come to work — you want to benefit from the person's whole character. People have to feel safe that their position or reputation will not suffer when they share their opinion. You need coherent diversity of values at work: if there is little difference, you get unproductive groupthink; if there is a large difference, people are constantly negotiating their conflicts.