The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data

by Gene Kim

some of those objections are undoubtedly correct. This is just a working list, created by us, a bunch of spreadsheet jockeys,” Bill says. “At our level, we don’t really know what the implications of shutting these systems down are and what it takes to transition.

“HIPPO effect” (or Highest Paid Person’s Opinion),

rapid iteration and learning before they invest heavily in rolling out a big, disruptive process is a great example of the Third Ideal of Improvement of Daily Work.

“Our future depends on innovation,” he says. “That doesn’t come from process. It comes from people.”

by announcing his participation, Steve has gone a long way to reduce the embarrassment that often comes with learning something new. Leaders must model the behaviors they want.

Maxine acutely understands the psychological barriers that sometimes come with learning new things.

adult learners often hide the fact that they’re trying to acquire a new skill, whether it’s learning a new language, swimming, or even taking golf lessons. It usually comes from embarrassment or being afraid of being seen doing something that they’re not good at.

‘data is the new oil,’

By democratizing the data, they’ve made it available to anyone who needs it.

Maxine never tires of the aha moments that people have when she explains this use of the event sourcing pattern, “Instead of calling twenty-three APIs to tell the customer when they can get their order, she asks them to think of this process instead … “It’s like leaves on a tree, all sending data that eventually end up at the trunk.

Maxine is excited that there is finally a career ladder for individual contributors and brilliant technologists without having to become managers.

The power to disrupt the customer experience is no longer just the domain of the FAANGs: the Facebooks, Apples, Amazons, Netflixes, and Googles,” Erik continues. “Instead, it is within reach of almost any organization that wants to disrupt the market.

Compared to startups, the modern enterprise has more resources and expertise. What’s needed is focus and urgency, and the modern methods of managing the value creation process.

Small doesn’t beat big,” Maxine says. “Instead, fast beats slow. And fast and big will win almost every time.