The Art of Slicing Work (Book Review)

Strategies and Solutions for Managing Complex Enterprise Architectures

Quick Summary

In my two decades advising on enterprise architecture and digital transformation, I have witnessed a recurring pattern. Organizations commit to massive initiatives with rigid, detailed plans, only to watch them crumble under the weight of reality. We map out every step and assign every task, yet months in, we realize we haven’t delivered value; we have simply been busy.

This is the central tension addressed in Anton Skornyakov’s (LinkedIn) The Art of Slicing Work. It is not merely a project management guide; it is a manifesto for rethinking how we structure value delivery in unpredictable environments.

For leaders driving transformation, this book offers a critical mental shift: stop trying to plan your way out of uncertainty, and start structuring your work to learn from it.

The Core Premise: Embracing Unpredictability

The traditional corporate reflex when facing a complex project is to increase planning fidelity. We build Gantt charts that stretch for years, assuming that if we think hard enough, we can predict the future. Skornyakov challenges this immediately.

The book posits that in knowledge work, unpredictability is a feature, not a bug. You cannot plan your way out of it. Instead, the author argues that we must change our relationship to surprises. Rather than avoiding them, we must structure our work to adapt to them.

This resonates deeply with the challenges of modern enterprise architecture. When we design complex systems, the “unknowns” are vast. Skornyakov suggests the only way to navigate this terrain is through “slicing”, breaking projects into small, testable milestones that deliver tangible results in weeks, not months.

Vertical vs. Horizontal Slicing

The most powerful concept in the book (and the one most relevant to enterprise agility) is the distinction between a vertical slice and a horizontal slice.

The Horizontal Trap

Most organizations default to horizontal slicing. These are activity-based steps: “Draft architecture diagram,” “Set up server environment,” or “Write code module A.”

• The focus: Speed and efficiency.

• The problem: A horizontal slice is just a step. It provides no real-world feedback. You can complete 90% of your horizontal slices and still end up with a product that doesn’t work or that customers hate. As the author notes, optimizing for efficiency minimizes effort, but doesn’t guarantee impact.

The Vertical Solution

A vertical slice is a result. It is a cross-section of work that operates independently and delivers value.

• The focus: Effectiveness and learning.

• The benefit: When you deliver a vertical slice, you can receive feedback from people who know nothing about how it was created. It demonstrates that part of the system works.

From a consulting perspective, this distinction is vital. Horizontal work creates the illusion of progress; vertical work creates proof of progress.

Key Takeaways for Digital Transformation

1. Feedback as a Strategic Asset

Skornyakov emphasizes that feedback is the engine of learning. Without it, we are just guessing. In digital transformation, teams often work in silos for months without integration. The book argues that teams work faster and learn more deeply when they share feedback immediately. By delivering vertical slices, we force early integration and early failure. As the author wisely notes, “What gets feedback gets improved.”

2. Delegating Ownership, Not Tasks

This insight is crucial for leadership. When we assign horizontal tasks (e.g., “Move this database”), we invite compliance. When we assign vertical slices (e.g., “Ensure the customer data is retrievable by the sales app”), we invite ownership. The book highlights that vertical slicing shifts coordination and responsibility from the manager to the team. It empowers capable groups to self-organize around an outcome, rather than waiting for instructions on the next step.

3. The Definition of Done is Evolutionary

In rigid enterprise frameworks, we often try to lock down requirements on day one. The Art of Slicing Work reminds us that value changes over time for uncertain projects. We must continually work with stakeholders to redefine value. The “Definition of Done” is not a contract written in stone; it evolves as we uncover more about the project through the delivery of slices.

Relevance to Enterprise Architecture

Why should an Enterprise Architect read this? Because our discipline is often guilty of “big design up front.” We can spend months perfecting the blueprint before a single action, artifact, or deliverable validates our assumptions.

Skornyakov’s approach aligns perfectly with modern, evolutionary architecture. By slicing work vertically, we can:

• Reduce Risk: We validate architectural decisions early with working software.

• Increase Alignment: Stakeholders can see and touch progress rather than relying on abstract diagrams.

• Enhance Prioritization: As the author notes, vertical slicing forces us to ask, “What is valuable right now?” rather than “What is the next logical step?”

Deceptively Simple, Pragmatic, and Helpful

The Art of Slicing Work is a deceptively simple book that tackles the complex reality of knowledge work. It moves beyond the mechanics of Agile frameworks and attacks the root cause of project failure: our inability to manage uncertainty.

For digital transformation leaders and enterprise architects, the message is clear. We must stop optimizing for the efficiency of the parts and start optimizing for the effectiveness of the whole. We must stop assigning tasks and start delegating outcomes.

If you are tired of projects that are “90% done” for six months, I highly recommend picking up this book. It provides the vocabulary and mindset shift required to turn unpredictable chaos into a structured learning process.

My Verdict: Essential reading for anyone responsible for delivering complex value in an uncertain world.