The Software Delivery Crisis: A Leadership Perspective

The numbers tell a pretty painful story:

• Over half of software projects are running late (51% to be exact), and we're all feeling that pain of delayed business value
• Nearly half (47%) are blowing past their budgets, which is giving finance teams everywhere heartburn
• And here's the real kicker - 38% of what we deliver isn't even meeting customer functional expectations

Source:Gartner’s 2023 Report on SEI Platforms

When you look at those numbers, you have to wonder: what's really going on here? Why are we still struggling with this in 2025?

The Real Problem (And It's Not What You Think)

Here's what I've noticed after working with countless organizations: we're all really busy, our teams are working incredibly hard, but somehow we're still missing the mark. Why? Because we're facing a fundamental disconnect between what leadership wants and what teams are actually building.  

What if I told you that in one customer example, leaders believed 11% of time was spent on uncategorized maintenance/interrupts.  Unfortunately, upon reviewing the actual time investment, Allstacks data showed those unplanned interrupts were actually taking 44% of developers time, which was robbed from new functionality.  They were stunned! But now with that data, they have a path forward on how to better regulate invested developer time.

Think about it:

• We don't know where we stand: Most of us are flying blind without clear metrics or baselines. How can you improve what you can't measure?
• Teams are churning out code: They're completing sprints and hitting their velocity targets, but are they building what matters?
• Quarterly planning is more like quarterly guessing: We're not connecting the dots between big-picture strategy and day-to-day work
• We're trying to do everything at once: And let's be honest - that means we're not doing anything particularly well
• And how about predictability - well, what predictability?

What Leaders Need to Do (Like, Right Now)

Look, as leaders, we need to step up. We're not just observers in this process - we're the ones who need to fix it. Here's what really needs to happen:

• Get Crystal Clear on Strategy - Pick 2-3 things that will move the needle for your business. That's it. Make sure everyone (and I mean everyone) knows exactly how their work connects to these priorities.
• Learn to Say "No" (And Mean It) - Create a 90-day plan that's specific about what you're doing AND what you're not doing. Stick to it. Finish what you start before chasing the next shiny object.
• Be the Shield - Your teams need you to protect them from the constant barrage of "urgent" requests. Set up a real change management process and stick to it. New ideas can wait their turn.
• Measure What Matters - Use Allstacks advanced analytics capabilities to start tracking what actually impacts your business goals - the focused investment of developer time. Every piece of work should visibly move you toward your strategic objectives.

Making It Happen

Let me share what success really looks like. Organizations that are getting this right are seeing some impressive results. Our customers are transforming their delivery process, based on data.  In one customer example, they have gained so much visibility into their strategic initiatives, they increased successful delivery by as much as 40%. That's not just a number - that's real business impact.

Here's what these successful organizations have figured out:

• They don't back down from tough decisions
• They make sure leaders and teams are in complete alignment
• They say "no" to good ideas because they're focused on great ones
• They use Allstacks to measure what matters enabling a better understanding of what's happening with their strategic initiatives

The Bottom Line

Here's the thing - transforming software delivery isn't rocket science, but it does take guts and it takes data. It takes leaders who are willing to stick to their guns, teams who understand how their daily work connects to bigger goals, and everyone being honest about progress and paying close attention to what the invested time per focus item is telling them.

Remember: success isn't about doing more - it's about doing better. And that starts with you, the leader, making the tough calls and sticking to them.