The Next Generation (of) IT

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This is the successor of my Dr. Hectic and Mr. Hype presentation where I first explained the consequences of the economic darwinism for an enterprise IT and started to lay out a new, competitive IT that is ready to respond to the new change drivers.

In this presentation I try to provide a more comprehensive picture than in the former presentation. I added additional change drivers that were missing in the first presentation and derived the goals, the principles and the building blocks for an appropriate next generation of an enterprise IT in a lot more detail than in the first presentation.

Yet, the presentation is still very high level as it tries to lay out a complete vision for a future enterprise IT in 60 minutes, i.e., it would be possible to create one or more detailed presentation for mostly every single term and statement in this presentation. Thus, it might appear too high level for some persons. On the other hand I think it is important to create such a high level vision as it makes it a lot easier to classify all those trends that are pushing on us every single day.

And as always the voice track is missing. Yet, I hope that the presentation provides some valuable insights.

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The Next Generation (of) IT

  1. 1. The Next Generation (of) IT A guide to the enterprise IT revolution Uwe Friedrichsen, codecentric AG, 2012-2014
  2. 2. @ufried Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
  3. 3. Once upon a time …
  4. 4. Charles Robert Darwin (1809 – 1882)
  5. 5. „Survival of the Fittest“
  6. 6. fitness (ˈfɪtnɪs), n 1.  the state of being fit 2.  (Biology) biology a.  the degree of adaptation of an organism to its environment, determined by its genetic constitution b.  the ability of an organism to produce viable offspring capable of surviving to the next generation Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003 http://www.thefreedictionary.com/fitness
  7. 7. Economic Darwinism
  8. 8. Economic Darwinism Everyone is affected by Economic Darwinism •  All sectors •  Growing globalization on all levels •  Internet business •  More competitors per customer •  Higher customer expectations •  Lower customer loyalty à In the long run only those will survive who meet the customer needs and demands best
  9. 9. IT is the nervous system IT is vital •  All companies •  IT is not just supporter or „cost center“ … •  … but it is the central nervous system •  Even short IT outages considered critical •  No business change without IT •  No new products without IT à IT limits the maximum possible
 adaption rate of a company
  10. 10. IT is a key success factor for belonging to the survivors of the economic darwinism
  11. 11. What business needs from IT …
  12. 12. How IT serves business …
  13. 13. Agile ! … ?
  14. 14. Source: Dein Freund der Baum
  15. 15. Economic Darwinism Business-related Change Drivers IT Technology-related Change Drivers
  16. 16. But there is more …
  17. 17. Lean Enterprise Product
 shaping/optimization Innovation Measure & analyze Accelerating OODA loop Quick customer feedback cycles
  18. 18. Economic Darwinism Business-related Change Drivers Lean Enterprise IT Technology-related Change Drivers
  19. 19. IT as a Product Virtualization of products IT-centric business models Disruptive new business models
  20. 20. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product IT Technology-related Change Drivers
  21. 21. Pay-per-Use Business Case Self-Service Cloud Elasticity Unreliable
 COTS Hardware Provisioning Speed
  22. 22. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product Cloud IT Technology-related Change Drivers
  23. 23. Zero Downtime Peer Multiplication Mobile & IoT Deep Process Integration Unreliable
 Communication Unpredictable Load Patterns
  24. 24. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product Cloud IoT Mobile IT Technology-related Change Drivers
  25. 25. … and more Big Data Analysis Amplifiers Social
  26. 26. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers
  27. 27. What has traditional IT to offer
 to respond to those challenges?
  28. 28. Design   Implement   Execute  Monitor   Op5mise   BPM  Cycle  
  29. 29. Analysis Software Engineering Disciplines Architecture Development Build Test Deployment Operations Management
  30. 30. So, that should be easy for IT, right?
  31. 31. Then, why the @$#%! … ?
  32. 32. We base our optimization efforts
 on the wrong goals and principles
  33. 33. Analysis Architecture Development Build Test Deployment Operations Management Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Rudimentary connection via artefacts Isolated optimizations, no overall vision Fault avoidance as driver Artefacts Process Framework Artefacts Artefacts Artefacts Artefacts Artefacts Artefacts Artefacts
  34. 34. Fault avoidance as superior goal Local optimization Cost minimization Process frenzy Long-term planning Central control Standardization
  35. 35. Goals drive Principles drive Building Blocks
  36. 36. What are the new goals?
  37. 37. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers
  38. 38. Short cycle times Continuous output High flexibility High reliability Equally Valued Goals Holistic consideration Goals of a Next Generation (of) IT
  39. 39. Where can we learn how to implement it?
  40. 40. Let’s learn from the wild ones
  41. 41. Economic Darwinism Business-related Change Drivers Lean Enterprise IT as a Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers ü
  42. 42. Short cycle times Continuous output High flexibility High reliability Equally Valued Goals Holistic consideration Goals of a Next Generation (of) IT ü
  43. 43. What are the new principles?
  44. 44. Principles of a Next Generation (of) IT The Core Principles Maximizing innovation instead of minimizing costs Controlled experiments instead of fault avoidance at any cost Decentralized, self dependent teams instead of central control and goal sheets Flexible adaption instead of static planning Accepting complexity on all levels Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
  45. 45. Principles of a Next Generation (of) IT The Technical Principles Diversity & lightweight tools instead of monoculture & integrated solutions Resilience instead of stability Microservices instead of monoliths Elasticity instead of upfront capacity planning Consistent automation of routine tasks Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
  46. 46. And what are the building blocks?
  47. 47. Governance Organization Process People Technology Change Domains Adaptation
  48. 48. Feature Flow (No Projects) Lean Agile DevOps Architecture by Constraints (No Blueprints) Process
  49. 49. End-to-End Responsibility Decentralized Control Organization Continuous Delivery DevOps Cross-functional Teams
  50. 50. End-to-End Responsibility Craftsmanship People T-Shaped Curiosity
  51. 51. Microservices Cloud Technology Automation Elasticity Resilience Diversity
  52. 52. Decentralized Control Management by Values & Goals Governance Beyond Budgeting Focus on Results (not Processes) Continuous Adaptation
  53. 53. Relative Targets Quick Feedback Loops Adaptation Systemic Optimization Continuous improvement
  54. 54. So well, and what do we get from this?
  55. 55. Target state Self-dependent, cross-functional teams
 instead of functional organizations Features instead of projects Quick delivery instead of complete solutions Result focus instead of process focus T-shaped people instead of subject experts Architectural constraints instead of blueprints Values & goals instead of command & control Re-implementation instead of re-use Diversity instead of standardization Resilience instead of stability …
  56. 56. Currently the old wisdom becomes stale and hypes become essentials Fashions become Fundamentals
  57. 57. It’s the most disruptive and exciting change
 we have seen in IT for many years Join the IT revolution!
  58. 58. @ufried Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
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