Virtual Domain-driven design

• See the Forest for the Trees - Trond Hjorteland

  When developing your software products, be it coding, testing, user experience, product management, or all the other elements required to solve a customer need, do you understand what the rest of the people do to make that happen? What about the other people in your organisation, maybe working on different products or even other legs of the customer journey like sales, customer service, billing, and operations? Do you see how you fit into the big picture, and what your contribution is to the company vision and strategy? I suspect most of us neither have the time nor the opportunity to get a wider view, focusing on our little part of the bigger system instead and making the best of that.We know that a system is supposed to be more than the sum of its parts, but how can we make sure that the sum is positive? That is hard when we cannot see the forest for the trees.Let us employ systems thinking to give us a holistic perspective, by adding synthesis to our analysis skills so that we can explore and understand emergence. We all know reductionism well, working on parts in isolation but holism is required to provide important insights and knowledge to handle the complexity in domains we normally work in – especially where people are involved. Only then can we build sustainable and adaptive software systems.This is an introduction to systems thinking and its importance when dealing with complexity.About TrondSenior IT Consultant and sociotechnical practitioner.Trond is an IT architect and open sociotechnical systems practitioner with extensive experience working with large, complex, and business-critical systems in industries such as telecom, media, TV, and the public sector. His main interests are service-orientation, domain-driven design, event-driven architectures, and open sociotechnical systems. His mantra: Great solutions emerge from collaborative sense-making and design.

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• Slow down to speed up your decision-making - Gien Verschatse

  Software teams often reach for Kubernetes or similar prepackaged answers as default solutions to complex problems. But Kubernetes isn’t a strategy—it’s a tool. Using it prematurely can bury your team in unnecessary complexity and unwanted consequences. These ‘default’ answers reflect a deeper issue: we don’t understand the problem we're solving.Through real-world examples, we’ll discuss how to think critically about the way decisions are being made in your company. We’ll introduce concepts like participation theater—when people perform the rituals of decision-making without making real decisions—alongside problem restatement as a tool to uncover the real challenge at hand. We’ll also examine different types of decisions (reactive vs. proactive, reversible vs. irreversible) and why recognizing them early changes how you should approach them.This talk is a call to slow down to speed up your decision-making. Whether you're an engineer, architect, or tech lead, this session will challenge you to pause before reaching for Kubernetes (or other technologies) and instead ask: what problem am I really trying to solve?About GienGien Verschatse is an experienced consultant and software engineer that specialises in domain modelling and software architecture. She has experience in many domains such as the biotech industry, where shespecialised in DNA building. She's fluent in both object-oriented and functional programming, mostly in .NET. As a Domain-Driven Design practitioner, she always looks to bridge the gaps between experts, users, and engineers.Gien is studying Computer Science at the OU in the Netherlands. As a side interest, she's researching the science of decision-making strategies, to help teams improve how they make technical and organisational decisions. She shares her knowledge by speaking at international conferences.And when she is not doing all that, you'll find her on the sofa, reading a book and sipping coffee.

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• The paradox or polarity between decentralised and centralised decision-making

  When it comes to giving software teams the autonomy to make their own decisions, trust can be a delicate thing. This is particularly true when those decisions can have a wider impact on other teams and the overall system. If organizations are shifting towards decentralized decision-making, how do they replace the safety net of authority with trust through practices that put accountability closer to where the work happens?In this session, we'll explore the paradox between centralized and decentralized decision-making. We'll discuss how a centralized approach aims to prevent mistakes but can also block teams from developing business-centric solutions, while a decentralized approach can lead to more sustainable decisions and empowered teams.This will be an interactive, 1-2-all session. Andrea and Kenny will each present for ten minutes on their practices and experiences, followed by a ten-minute dialogue. The session will then open up to everyone for a broader conversation. We'll use a Miro board for sense-making exercises to help us model and explore these ideas together.

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• Escaping the Enshittification Trap: Systems Thinking for Sustainable Quality

  In this talk, we’ll explore quality as an emergent property of our teams, tools, and processes—not just something we test at the end. We’ll look at challenges like speed to market and enshittification(1), and how they impact our approach to quality.We’ll introduce practical ways to think about quality through attributes like testability, observability, and recoverability. Most importantly, we’ll explore why a quality strategy—not just a testing strategy—is key to building better products.(1) “Enshittification is a pattern in which two-sided online products and services decline in quality over time” by Cory Doctorow sourceAbout Anne-Marie CharrettI’m an electronic engineer by trade, but software testing found me while I was working on Layer 4 protocols—and I’ve been hooked ever since. In the past, I taught software testing as an adjunct professor at UTS. These days, I work in engineering leadership, consult with teams on quality I bring a systems thinking lens to building quality in products, shaped by years working across startups, enterprises, and tech companies. I also wrote The Quality Coach’s Handbook, which you can find on Amazon or Leanpub.

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• How Autonomy Saved One of Spotify’s Most Loved Features From Being Killed

  "I would have killed that if it was just me, 100%,” said Spotify founder and CEO Daniel Ek about Discover Weekly, a feature that would become one of Spotify’s most loved product features, almost a brand in itself.Designers and senior engineers were equally skeptical, but the team was still able to ship the feature.In this talk, you’ll learn how Spotify’s organisational culture of Agile management and autonomous teams enables innovation, using the Discover Weekly feature as an example.The speakerJoakim Sundén is a founding partner of Better Product Work,where he helps visionary leaders challenge the conventional way ofbuilding products. From 2011 to 2017, he worked as a Senior Agile Coachat Spotify, where he was part of a team collaborating with the CTO todevelop the company’s approach to customer-focused product developmentat scale. This model would later become world-famous as ‘the SpotifyModel’ of Tribes, Squads, Chapters, and Guilds. He now assists leadersin transforming and improving their organizations into models whereemployees are empowered to create innovative solutions that not onlycustomers love but also drive business success.

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