The idea for the Self-Service Manifesto began with a single visionary: James Foster, a technology leader with over 20 years of experience in software architecture and leadership. Throughout his career, James had worked with teams large and small, navigating the complexities of enterprise IT and witnessing firsthand the frustrations of slow-moving innovation. He had been deeply inspired by the Agile Manifesto, which had revolutionized software development by prioritizing adaptability, collaboration, and customer-driven change. Yet, James saw that agility was still largely confined to IT development teams. What if the same principles could be applied to empower everyone in an organization—not just traditional professional developers?
James believed that technology should serve as an enabler, not a bottleneck. He saw too many brilliant ideas trapped behind bureaucratic processes, too many employees waiting for approvals instead of building solutions themselves. He envisioned a world where individuals, regardless of technical expertise, could harness technology to build, automate, and innovate without waiting for permission. What began as a series of personal reflections soon became a mission to transform the way organizations approached development and problem-solving.
Determined to spark change, James wrote what would become the Self-Service Manifesto. He outlined a set of principles that placed autonomy, enablement, and collaboration at the center of innovation. The manifesto dreamed beyond corporate structures that stifled creativity with excessive control and rigid approval processes. Instead, it championed a culture where self-service was not just permitted but actively encouraged...a world where technology was a bridge, not a barrier.
James shared his vision at conferences and within grassroots communities of citizen developers. His message resonated. Employees were tired of being restricted by inefficient IT pipelines, and business leaders saw the potential in unlocking innovation at every level of the organization. Slowly, organizations began to adopt the Self-Service Manifesto, embedding its principles into their governance models and digital transformation strategies.
James knew that the manifesto was more than a philosophy; it was a re-imagining of the IT-Business relationship. Organizations that embraced self-service development found themselves moving faster, fostering more innovation, and reducing complexity. Employees became empowered creators, no longer bound by outdated structures but encouraged to take initiative and solve problems on their own.
The Self-Service Manifesto has since grown into a global transformation. Companies, teams, and individuals worldwide now use its principles to unlock potential in everyone. James' work laid the foundation, but the movement belongs to all who believe in a future where innovation is open to everyone.