Beyond Buzzwords: Experts Unpack Scaling Software Engineering Culture

In a recent discussion on the Modern Software Engineering channel, industry experts Dave Farley and Daniel Turhus North tackled the complex question of scaling software engineering culture. Defining culture as ‘the way we do things around here’—the unwritten norms guiding behavior—they introduced John Roberts’ PARC model, positing culture as an output of People, Architecture, and Routines. This framework emphasizes that observable culture stems from the interplay of formal and informal organizational structures and daily practices. A critical insight is that alignment between formal (e.g., org charts, documented processes) and informal (e.g., veteran influence, actual workarounds) elements is key to fostering a high-performing and positive culture, with misalignment leading to frustration and attrition. The discussion also touched upon the two facets of skill essential for navigating these dynamics: adeptness in organizational navigation and political acumen, alongside core technical competencies.

For effective cultural scaling, the experts advocated for an ‘act your way to a new way of thinking’ approach, where behavioral change precedes understanding and habit formation. Daniel Turhus North detailed his method of introducing ‘governing constraints,’ such as consistent reporting of flow metrics (lead time, throughput, work in process). This not only prompts teams to self-observe and adapt but also provides program-level diagnostic capabilities, enabling leadership to identify systemic issues rather than faulting individual teams. Dave Farley reinforced this by highlighting how adopting established engineering practices like Test-Driven Development and Continuous Integration, even initially by rote, leads to improved performance and cultural shifts. Tools like pair programming and interactive learning models, such as the SAMMAN method, were cited as powerful mechanisms for spreading these practices and embedding new habits. Ultimately, achieving durable cultural change requires not just behavioral shifts but also addressing structural elements and leveraging peer influence, ensuring that positive changes are sustained beyond temporary interventions and are not undermined by misaligned incentives.