Internal IT departments often struggle with chaotic workflows where tasks are assigned directly to developers and priorities shift based on stakeholder pressure. This situation creates a stable but inefficient equilibrium where neither the business nor the IT team finds it beneficial to change their behavior independently.
The author applies game theory, specifically the Stag Hunt model, to explain this dynamic. If only one side attempts to implement new processes, such as centralized backlogs or formal release cycles, the system often reverts to the previous state, reinforcing the belief that change is ineffective.
To break this cycle, the author suggests involving a third party, such as a CEO, to enforce new rules simultaneously for both sides. Other strategies include public commitments, starting with small pilot projects in specific departments, and using clear visual dashboards to demonstrate value.
Successful transitions require incremental changes, such as introducing a single entry point for tasks followed by formal estimation and testing. By tracking and sharing metrics like on-time delivery rates, teams can build trust and scale these improvements across the organization.
