A Transformation Journey
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SpringOne Platform 2016 Speaker: Brad Miller; Global Head, Digital & Cloud, Citi Brad Miller, Head of Global Digital Technology, Consumer Digital & Cloud Technology, speaks about how Citi, a 200-year old banking institution, is transforming its technology and culture.
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A Transformation Journey
- 1. A Transformation Journey Brad Miller, Head of Global Digital Technology Consumer Digital & Cloud Technology
- 2. Brad Miller
- 3. The Challenge of Transformation
- 4. “In order to grow Citi, we first have to grow our own perspective, skills and capabilities….Our curiosity, our openness to learning and trying new things, our ability to adjust and adapt quickly and our willingness to fail fast and fail small are the essence of a culture that innovates and exposes new value to our clients in real time.” Stephen Bird, CEO Citi Global Consumer Group
- 5. Our starting point Our Starting Point
- 9. As a result we felt the pain
- 10. Transformation
- 11. Technology: Cloud and Microservice Platform Operate: Change how we work People: Set the foundation Accelerating Citi’s Digital Transformation End State • Quicker Speed to Market • Mobile First • Cloud Enabled
- 12. Accelerating Citi’s Digital Transformation End State • Quicker Speed to Market • Mobile First • Cloud Enabled Citi FinTech—wealth management: 76 Devs Agile Citi—Cards & Retail Bank: 208 Devs All Digital Teams: +1200 Devs
- 13. Transforming the culture and setting the foundation
- 14. We are a technology organization that does banking—who thinks like our customers, not bankers
- 15. Realignment of Customer Value Channel Line of Business
- 16. Realignment of Customer Value Co-locate Teams: Chennai, Dallas, NYC, Jacksonville Focus on Hiring Invest in Employees through Training Culture of Ownership • Product level thinking • Autonomy & decision making • Alignment of business end technology
- 17. Transforming how we operate and build
- 18. Agile Operating Model Step 1: Scrum Team Execution Step 2: Embed DevOps In Scrum
- 19. Enabling a Culture of Builders Security by design1 Performance2 Dependably data driven with a single source of truth3 Modular, reusable, global services4 Fully automated5
- 20. Enabling a Culture of Builders Relentless real time6 Self-monitoring and self-healing7 Scalable, elastic, distributed and cost-effective8 Speed to market through continuous integration and delivery (CI/CD)9 Service ownership through a single team responsibility principle (STRP) 1 0
- 22. developers CICD/delivery pipelinesservices releaseBuild and Test release release release release release Build and Test Build and Test Build and Test Build and Test Build and Test Tomorrow
- 23. Branch Browser Mobile Codechanges Deployment,testingandintegration x # Channel # LOB # Region # Country App (logic) Core (logic) Tibco (logic) App (logic) Core (logic) Tibco (logic) App (logic) Core (logic) Tibco (logic) Today
- 24. Codechanges CICD Branch, Browser, Mobile App (logic) Core (logic) Tibco (logic) Business Service Logic UI Logic (Server Side) Data All Channels Service 1 UI View Container Tomorrow: Microservices Platform
- 25. Most legacy platforms look like this… For many of us this is our starting point Photo credit Viacom Entertainment Group
- 26. Chopping up or rebuilding the platform in the cloud will be your initial instinct
- 27. That just leads to more… Photo credit Viacom Entertainment Group
- 28. When you are saddled with so much TECHNICAL DEBT, where do you start?
- 29. Tech User Stories + Domain Modeling Reverse Engineering InvestBiz User Stories Cards Bank Decomposition Backlog Build Services Reusable Service Catalog Business Citi’s approach using Microservices
- 30. Citi’s approach to rationalizing thick Horizontal Layers
- 31. Agile Development Cloud Platforms CICD Services Services Services Services ServicesServices Build and Test Release Build and Test Release Build and Test Release Build and Test Release Build and Test Release Build and Test Release Build and Test Release Tomorrow
- 32. Transformation momentum over the last 8 months
Editor's Notes
- When I think about transformational journeys, I think of my own. I’ve gone from building box products as part of Microsoft Office and Windows, to Amazon where I learnt how to build scalable services that processed every financial and payment transaction through Amazon within the ecommerce platform And now with Citi where I’m honoured to lead our Global Digital and Cloud Technology organization
- I get the same question a lot – “why did I leave Amazon to move to Citi”. And the answer is pretty simple Having an impact on how customers manage their finances on a daily basis was a huge draw. Today, there’s a lot of customer pain and friction in experiences. Lots of disconnect on providers of financial data. It’s a personal experience. The challenge of transformation – In thinking about my next adventure as I departed Amazon, I was really headed down the start up path, however, that’s quite similar to Amazon in many ways as to how Amazon works even in a big company. However, very rarely in your career do you get the opportunity to transform a 200 year old company. And it’s changing culture and technology which is a hard problem.
- However, the 3rd and most important reason for me to make the move was Stephen and the executive commitment that Citi has to making the change. If you’ve been listening to Stephen speak over the past half year, he’s been unwavering and relentless in pounding in to the company the vision of Employee personal growth – what are you doing as an employee to grow, learn, and make yourself better – calls it driving yourself to be forward compatible. Changing the way we think at Citi holistically, expanding our curiosity, and our desire to fail fast in small increments – test and learn To quote the Cat in the Hat, UNLESS someone like you cares a whole awful lot, nothing is going to get better. It’s not.
- Executive Commitment Great People, long tenure with expertise in Banking systems Lots of Customers Investment to Change However, it’s not rosy. Because of the 200 year old history, regulatory environments and competitive pressure of the marketplace in the number of FinTech startups eating our lunch.
- Monolithic Code Bases Thick Horizontal Layers Proprietary Infrastructure Many hand offs of code.
- Waterfall delivery process 4 major releases per year Large testing efforts and integration
- Heavy governance Culture of Business as Usual
- Our day-to-day work is about Pain: Within Citi our internal Business Partners feel the pain in long time to market, and lack of business agility “What do you mean it take 20+ teams to change one field end-to-end?” Our development teams are frustrated with internal roadblocks, process and tool friction And our customers are the beneficiary of the environment with friction in experiences and feature gaps that negatively impact meeting their needs
- Prepare our people and business for a digital and agile/nimble environment and the future opportunities that will come with change Simplify & streamline processes & tools to transform to Agile & mature to Continuous Delivery Cloud enabled, service oriented, and supports continuous integration and delivery
- The nut of this slide is as follows… New Organization: FinTech Build from scratch Hire all new people Build new operating model Small organization, transformation is quick TDD, CICD Starting Point was 2 thin slices – working with pivotal to build out new model under their model Train and go = scale fast Existing Organization Changing wheels on the bus as it moves Transform to agile this huge organization Break things down, build new process, change
- If we’re committed to think like our customers, then we need to be aligned to our customers. So I’ve taken our digital organization and pivoted it to directly support our businesses; Retail Bank, Cards, Digital Payments, Retail Services etc. This gets focus on a single backlog that is prioritized by a single business leader. It’ll force different investment decisions.
- Today, I have engineering teams all over the world. Tomorrow, I’m focusing on 4 key locations. Today, I’m highly contractor leveraged with over 80% of staff as contractors. Tomorrow I’m focused on flipping this around and by the end of 2017, I’ll have an organization that looks a lot different in the construction of the team with 80% employee, and use contractors to expand and contract. Finally, I’m doubling down on training for my staff focused on how to build distributed cloud services.
- Started with Core Development Team Vertical alignment of scrum teams Embed Stakeholders within the Scrum Teams Didn’t’ focus on reporting structure – focused on aligning for delivery
- Surviving in a rapidly evolving, mobile-first ecosystem requires a continuous focus on the HOW we approach building applications going forward. All teams must build in this manner. Security by Design – Above all, the security of consumer data and protected access to our underlying systems is of utmost importance. As such, security is deeply embedded in NextGen design process. Performant – In the mobile age, performance is paramount to a positive consumer experience. NextGen services are designed with performance in mind, not as an afterthought. Dependably Data Driven w/ a Single Source of Truth – A Domain-Driven Design (DDD) approach is taken in identifying the core products and services which yield the greatest competitive advantage and return on your investment. Modular, Reusable Global Services – NextGen is built upon a service-oriented architecture derived from user experiences and aligned using an industry-best business taxonomy, all purposely built for multiple businesses across the globe. Each service is designed and deployed as a self-contained unit of functionality loosely coupled to reduce dependencies on other services creating the ability to quickly respond to changes in technologies and market trends. Fully Automated – From design to deployment, NextGen supports a fully automated service lifecycle without manual intervention. Relentlessly Real-Time – Consumers increasingly want information now! If you make a payment online, that transaction darn-well better be reflected in my mobile Snapshot. NextGen is hinged upon real-time, responsive business processes and real-time access to the most up-to-date data. Self-Monitoring and Self-Healing – NextGen provides a real-time, end-to-end view of system health with high resiliency built around a rigorous Failure Modes and Effects Analysis (FMEA) for each and every service – self-identifying and rectifying issues on-the-fly. Scalable, Elastic, Distributed and Cost-Effective – NextGen leverages the latest cloud technology to dynamically ramp up or scale down processing and data access power based on throughput and load, optimizing consumer experience and cost. Speed to Market Through Continuous Integration and Delivery (CI/CD) – Services built upon NextGen are designed, developed, tested and released independently, removing long-running release dependencies. Service Ownership Through a Single Team Responsibility Principle (STRP) – A single cross-functional team retains sole responsibility of managing a service end-to-end, from design to deployment, and its ultimate operation in market including any shared service or external management and versioning.
- Surviving in a rapidly evolving, mobile-first ecosystem requires a continuous focus on the HOW we approach building applications going forward. All teams must build in this manner. Security by Design – Above all, the security of consumer data and protected access to our underlying systems is of utmost importance. As such, security is deeply embedded in NextGen design process. Performant – In the mobile age, performance is paramount to a positive consumer experience. NextGen services are designed with performance in mind, not as an afterthought. Dependably Data Driven w/ a Single Source of Truth – A Domain-Driven Design (DDD) approach is taken in identifying the core products and services which yield the greatest competitive advantage and return on your investment. Modular, Reusable Global Services – NextGen is built upon a service-oriented architecture derived from user experiences and aligned using an industry-best business taxonomy, all purposely built for multiple businesses across the globe. Each service is designed and deployed as a self-contained unit of functionality loosely coupled to reduce dependencies on other services creating the ability to quickly respond to changes in technologies and market trends. Fully Automated – From design to deployment, NextGen supports a fully automated service lifecycle without manual intervention. Relentlessly Real-Time – Consumers increasingly want information now! If you make a payment online, that transaction darn-well better be reflected in my mobile Snapshot. NextGen is hinged upon real-time, responsive business processes and real-time access to the most up-to-date data. Self-Monitoring and Self-Healing – NextGen provides a real-time, end-to-end view of system health with high resiliency built around a rigorous Failure Modes and Effects Analysis (FMEA) for each and every service – self-identifying and rectifying issues on-the-fly. Scalable, Elastic, Distributed and Cost-Effective – NextGen leverages the latest cloud technology to dynamically ramp up or scale down processing and data access power based on throughput and load, optimizing consumer experience and cost. Speed to Market Through Continuous Integration and Delivery (CI/CD) – Services built upon NextGen are designed, developed, tested and released independently, removing long-running release dependencies. Service Ownership Through a Single Team Responsibility Principle (STRP) – A single cross-functional team retains sole responsibility of managing a service end-to-end, from design to deployment, and its ultimate operation in market including any shared service or external management and versioning.
- Proprietary infrastructure. Long lead times to provision hardware and create test environments. Waterfall development and high system coupling. Long development cycles, high coordination. High system coupling. High risk of release failure due to the large number of integration points.
- Cloud platforms speed infrastructure provisioning and the creation of test environments through code. Agile development enables shorter release cycles and lower levels of coordination. CI/CD drives smaller, more frequent releases allowing teams to be nimble and catch problems early.
- Highly coupled UI and business logic. The smallest UI changes are coupled with long release cycles. Highly coupled business logic across all layers of each stack. Teams coordinate build, test and deploy. Redundant stacks by channel and region. Further redundant effort and cost to build, test and deploy.
- UI changes are made independently. Business logic consolidated by service. Eliminates redundancy and reduces coordination. Single, multi-tenant stacks support multiple channels and regions. Reduces cost and effort to build, test and deploy.
- 8 Month Transformation Journey People and Organization Pivoted organization from delivery channel to CEO alignment Developed 2 new job families, consolidated families from many to 4 Training of development teams on cloud technologies, agile methods Built an agile training onboarding class for all new dev teams Technology Microservices platform developed Cloud and Infrastructure POCs Cloud stack production ready Building of Microservices in non-production environments Started decoupling of monolith platforms Operating Model Delivered 3X the number of features this year vs. last year same period Monthly Release cadence 300+ devs in scrum teams, scaling to 1200+ devs starting 1 August 2016 Created Agile Operating Model and RACI for all job families Test driven development embedded in scrum team Stakeholders embedded in scrum team (45% more efficient)
- Unless you know otherwise, this is the approach we use. Top-down: 1. Business drives product definition through user journeys 2. User Journeys drive new domain model Bottoms-up: 1. Decomposition starts with existing code base 2. Existing code and workflows and business rules Meet in the middle: 3. Mapping existing code to the new service domain model in functional definition 4. Tech Backlog is created that maps back to business priorities 5. Build service 6. Make reusable services available
- Priority 1: Decouple the backend to increase speed to market and innovation The How: build decoupled front end apps, build new services, obfuscate backend
- Cloud platforms speed infrastructure provisioning and the creation of test environments through code. Agile development enables shorter release cycles and lower levels of coordination. CI/CD drives smaller, more frequent releases allowing teams to be nimble and catch problems early
- 8 Month Transformation Journey People and Organization Pivoted organization from delivery channel to CEO alignment Developed 2 new job families, consolidated families from many to 4 Training of development teams on cloud technologies, agile methods Built an agile training onboarding class for all new dev teams Technology Microservices platform developed Cloud and Infrastructure POCs Cloud stack production ready Building of Microservices in non-production environments Started decoupling of monolith platforms Operating Model Delivered 3X the number of features this year vs. last year same period Monthly Release cadence 300+ devs in scrum teams, scaling to 1200+ devs starting 1 August 2016 Created Agile Operating Model and RACI for all job families Test driven development embedded in scrum team Stakeholders embedded in scrum team (45% more efficient)
- Built a strong partnership Expanding training of our employees note – 3X more cost effective than training on your own while building real capabilities Plans to build a Pivotal Lab within Citi Huge thanks to the Pivotal Team: BillC BillS Eric Doug Mik Art
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