Organisations with a software engineering core are already at the forefront of their vertical markets. In turn, this is leading to software engineering being adopted as part of the general flow of the business. This has led to organisations realising that software engineering is central to value generation in the business. This capability ensures that the organisation can compete and respond to change, whether in market conditions or regulatory environment. Organisations, therefore, require software engineering to be a core capability of the business. Having witnessed the pace at which software engineering can deliver change, organisations have now learned to recruit team members in weeks, not months marketing campaigns are iterative and adapt according to almost-instant responses and product testing is continuous, not an add-on to the project delivery process. In the most successful cases, these digital transformations are also deployed in collaboration with the business lines and end users who will apply the software. In addition, adopting iterative product development practices in recent years has enabled software engineers to release enhancements in hours and minutes rather than in weeks and months. In many organisations, this meant retiring on-premises applications. In doing so, they often rehosted and relocated technologies to new business platforms to guarantee that the new flow of work succeeded. Software engineers refactored business processes into digital methods and re-platformed legacy applications to the cloud. This sea change in operations and culture was made possible by the unsung heroes and heroines of enterprise IT - software engineers. The people and areas of the organisation that previously resisted change learned to adapt and, in many cases, became centres of demand for software-led modernisation.

But something deeper than a greater focus on software engineering occurred: organisations underwent a significant cultural change.

Openoffice draw organizational chart