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  • 1. CLOUD STRATEGY AND IMPLEMENTATIONDenis CurranHead of Strategy & InnovationNational Australia Bank
  • 2. AGENDA NAB’s Strategic Context NAB’s Cloud Drivers The Path We’ve Travelled Cloud Strategy Strategy Implementation2
  • 3. NAB’S STRATEGIC CONTEXTAnd how we’re driving our Technology agenda3
  • 4. WHAT IS A BANK?4
  • 5. COMPETITIVE FACTORS DRIVING CHANGELegacy systems Ageing, intertwinedsystems High cost to adapt Manual workarounds Unattractive toworkforceCost & risk Simplify E2Eprocesses Reduce rework High/continuousavailability ResilienceInnovation cycle Consumerisationdriving user experience Rapid rise (and fall) ofICT enabled services Competitive threatsfrom new industrymodelsICT industrydevelopment Rapidly falling costs ofnew technologies Leverage massive data Mature serviceproviders CloudEnable customers and employeesTotal Environment Transformation Help, guidance andadvice Collaborative Mobile, real-time,24x7 Secure Self-service Omni-channel Relationship Service/productinnovation5
  • 6. EXAMPLE – CUSTOMER CHANNEL PREFERENCE0%10%20%30%40%50%60%70%Oct 08 Oct 09 Oct 10 Oct 11 Oct 12 Oct 13% of total transactions by channelBranch OTC Internet Banking Transactions Mobile Internet Banking Transactions ATM Telephone BankingTrend line6
  • 7. EXAMPLE – CUSTOMER CHANNEL USAGEk2000k4000k6000k8000k10000k12000k14000k16000k18000k20000kOct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13Desktop vs. Mobile LoginsInternet Banking Logins Mobile Internet Banking Logins7
  • 8. OUR GOAL IS TO ENABLE A DIGITAL BUSINESSSmart, secure products/servicesE2E process, real-time, highly resilientSupply chain integrationInsights on complete, accurate, timely dataCulture - innovation, agility, sustainabilityEnable a digital businessMeasuresEnable customers and employees8
  • 9. Creating sustainable enterprise outcomesthat help our colleagues win in their marketsOpening up new possibilitiesfor our customers and colleaguesDelivering excellentservices that our colleagues valueStanding behind what we do,and taking accountability for our actionsOUR TECHNOLOGY ORGANISATION’S PURPOSETechnologyenabling NAB to winIdeas with impactHigh performing andcustomer focusedpeopleSmart, integrated, reliable service deliveryTechnology’s strategicintentWe need to excel at9
  • 10. TECHNOLOGY’S THOUGHT LEADERSHIP THEMESMobility ↔Omni-channelConsumer paymentsSocial &knowledgeeconomySecurity & trust CloudBig data 10
  • 11. NAB’S CLOUD DRIVERSAnd why ODCA has been critical11
  • 12. NAB’S TECHNOLOGY DRIVERS FOR CLOUD LEADERSHIPBusiness attractivenessSecurity and trustTechnical and operational capability12
  • 13. NAB’S OBJECTIVES FOR CLOUDCompetitiveglobalmarketCost effectiveChoiceInnovationRiskFaster, lower costKnown capabilityAgility & innovationDemand drivenConsistent user requirements promote efficient markets13
  • 14. WHY NAB PARTICIPATES IN ODCAReal world industry experienceBuild capabilityEngagement of our peopleCredibility14
  • 15. THE PATH WE’VE TRAVELLEDCould it have been different?15
  • 16. Industry contextNascentEVOLUTIONTechnology Business usersAcquireunderstanding ODCAOpportunistic buyersEmergingControlexpansion Internal cloudViral growthMaturingStrategyExternal cloudDiscipline16
  • 17. CLOUD STRATEGYFormation and foundations17
  • 18. STRATEGY FORMATION Objectives:• Articulate NAB’s approach to Cloud adoption• Inform (and educate) stakeholders on the evolving Cloud-scape Components:• Regulatory Context• Technology Operating Model• Risk Appetite Statement• (Cloud) Sourcing Principles• Cloud Adoption Framework• Governance Arrangements• Practices and Tools18
  • 19. TARGET STATE19Based on ODCA materialsTarget State10% 90%HYBRIDFEDERATED Foundation servicesRisk Appetite; Readiness Assessment; Architecture & Design;Implementation & Transition; Security; Service Management
  • 20. REGULATORY & LEGAL CONTEXT Banking regulation• Applies to “Material” activities for any Outsourcing• Assumes there is a loss of control and therefore risks increase• Requires:• Policy setting and Board expectations• Diligent selection approach• Formal contract with defined clauses• Regulator access• Consultation or notification• Monitoring and audit requirements• Other impacting regulations Privacy Act• Disclosure of personally identifiable information• Mitigation• Emerging mandatory disclosure of breaches 20
  • 21. TECHNOLOGY OPERATING MODEL21LeadershipCapabilitiesEngagement, Strategy,Architecture, InnovationServicePlanning, Optimisation &GovernanceService & RelationshipManagementExternal ManagedServicesInternal ManagedServicesSecurity ServicesStandardised InfrastructureCommercial Platforms Bespoke SystemsMulti-Supplier Integration
  • 22. RISK APPETITE STATEMENT Regulatory requirement Board endorsed Establishes the level of risk the organisation isprepared to take to achieve benefits Set for outsourcing, of which Cloud is one element Cloud Risk Appetite considerations:• Recognises (external) Cloud is an emerging capability• Sets risk acceptance and control requirements22
  • 23. SOURCING PRINCIPLES Consistent with Outsourcing principles plus: Cloud decisions – good governance using ODCA to driveefficient, consistent, risk balanced benefits based decisions Cloud service providers – approved suppliers complying withminimum requirements Ownership and accountability – Technology Service Owner +Relationship Manager if multiple services delivered23
  • 24. STRATEGY IMPLEMENTATIONApproaches, practices, and tools24
  • 25. CLOUD ADOPTION FRAMEWORKLow Medium HighInformation ClassificationRegulatory/MaterialityComplianceLowMediumHighBCP RatingService CriticalityInforms level of risk assessment, controls and governance25
  • 26. GOVERNANCE – PLANOutsourcing regulationSupplier CouncilRisk Appetite StatementOutsourcing strategyBoardTechnicalArchitecture ForumStrategicArchitecture ForumCloud strategyProponents26
  • 27. GOVERNANCE – RUNOperationsRelationshipExecutive• Strategy• Relationship• Opportunity• Escalation• Performance overview• Risks• Relationship• Innovation• Contract• Escalation• Performance detail• Issues• Priorities• Improvement• AdministrationSupplier Council27
  • 28. ADAPTING PRACTICES TO EXPLOIT CLOUDService Planning and ManagementSoftware Development LifecycleInfrastructure ManagementSecurity and Trust28
  • 29. TOOLSSegregation of dutiesOrchestrationData residencyMonitoringSource code managementVPNAPIScalingResilienceVerification29
  • 30. SUMMARY/CALL TO ACTION Customer, employee, legacy and industry driverscreating conditions to pursue Cloud services Engaging with industry, via ODCA, is compelling Cloud strategy is a necessary precursor to systemicadoption The strategy is multi-faceted, requiring organisationalchange, and investment in tools and practices to besustainable ODCA Usage Models provide insight and materials weare leveraging in strategy and implementation30
  • 31. © 2013 Open Data Center Alliance, Inc. ALL RIGHTS RESERVED.

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