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How to create awesome customer experiences


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Personal customer experiences are and will be more and more vital. People to people, but also people to machine. Today, there are several providers of the same services, and the new ones are faster, more flexible, and more personalized in their communications with their customers & users. How do we ensure that we provide the right information to our employees as well as to our customers so they can better serve and increase customer satisfaction?

This webinar will focus on how you as an organization will have to restructure, rethink and redesign your technological platform to support increasing employee- and customer demands.

Key takeaways:

Holistic understanding of how to make a successful cloud transition
Learn why modern organizations excel in customer treatment, productivity, flexibility, and agility
High-level architecture and how and why DevOps changes organizations

Published in: Software
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How to create awesome customer experiences

  1. 1. How to create awesome customer experiences
  2. 2. About Your Speaker: Ola Risheim Business Developer@Lumagate Email:
  5. 5. WE DRIVE BUSINESS EVOLUTION FORWARD App Platform Operations and infrastructure App Platform Ops & infra Today Tomorrow
  6. 6. Advanced analytics & developement1. Choose the Right Data 2. Build Models That Predict and Optimize Business Outcomes 3. Transform Your Company’s Capabilities
  7. 7. About Your Speaker: Morgan Simonsen Cloud Evangelist@Lumagate P-TSP@Microsoft MCSE, MCSA, MCT MVP Twitter: @msimonsen Email: Blog:
  8. 8. WE DRIVE BUSINESS EVOLUTION FORWARD Agenda •Making technology relevant for the business •Delivering great features, fast and with high quality to win in the marketplace •DevOps •Software Architecture •Culture
  9. 9. We Drive Business Evolution Forward How we work with customers Lumagate is a business partner that helps customers use technology to achieve their organizational and business goals •Every company is a technology company •Focus on knowing the customer’s business •Focus on culture •Technology as a means to achieve business goals •Long term strategic engagements, embedded with the customer •Trusted Advisors, Full Stack Engineers and Subject Matter Experts
  10. 10. We Drive Business Evolution Forward Where are you? Bespoke Turnkey CustomerEmployee Internal IT Business IT
  11. 11. We Drive Business Evolution Forward Cloud Hosting Options
  12. 12. We Drive Business Evolution Forward Why are developers important? •Because software is magic; you need wizards •Developers give value to customers •Software engineers created your products and tools, and are building you business critical software •IT Pros need to become Ops Engineers •Ops Engineers and Developers enable DevOps •Steve was right Microsoft CEO Steve Ballmer at Microsoft’s 25th Anniversary event in September 2000
  13. 13. We Drive Business Evolution Forward Software Development Lifecycle build test release monitorplan CustomerDeveloper
  14. 14. We Drive Business Evolution Forward DevOps •DevOps is about speeding up the SDL • We focus on outcomes • Culture, technology and tools • Changing what people do changes the culture •Resolve the core, chronic conflict between dev and ops •The Three Ways • The Principles of Flow • The Principles of Feedback • The Principles of Continual Learning and Experimentation •Shared Goals •How to integrate Dev and Ops? •Technology to enable the principles come later The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, George Spafford
  15. 15. We Drive Business Evolution Forward A Note on Outsourcing •IT outsourcing is a tactic used to control costs through contractually-enforced stasis •Firm, fixed prices that schedule annual cost reductions •Organizations are unable to respond to changing business and technology needs “For companies who are now coming off of five-year IT outsourcing contracts, it’s like they’ve been frozen in time, during one of the most disruptive times in technology.” Adrian Cockcroft
  16. 16. We Drive Business Evolution Forward DevOps@Amazon •Amazon Retail Website had legacy monolithic architecture •CEO Jeff Bezos initiated changes in 2001
  17. 17. We Drive Business Evolution Forward Jeff Bezos’ Big Mandate (2001)/Steve Yegge’s Architecture Rant 1. All teams will henceforth expose their data and functionality through service interfaces. 2. Teams must communicate with each other through these interfaces. 3. There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another team's data store, no shared-memory model, no back-doors whatsoever. The only communication allowed is via service interface calls over the network. 4. It doesn't matter what technology they use. HTTP, Corba, Pubsub, custom protocols -- doesn't matter. Bezos doesn't care. 5. All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions. 6. Anyone who doesn't do this will be fired. 7. Thank you; have a nice day!
  18. 18. We Drive Business Evolution Forward DevOps@Amazon •Organization: Small cross-functional teams •Culture: shared goals, total freedom and full responsibility •Architecture: Service Oriented Architecture (SOA) • Today Microservices •Tools: Self-service (automated), technology agnostic, loosely coupled •Delivery: Automated continous delivery pipeline
  19. 19. We Drive Business Evolution Forward DevOps@Amazon •2011: Amazon performs approximately seven thousand deploys per day •2015: 130,000 deploys per day • ~50 million deploys/year
  20. 20. We Drive Business Evolution ForwardWe Drive Business Evolution Forward Organizational Archetypes FUNCTIONAL ORIENTED (COST) •Typical model for Operations •Hierarchical •Teams organized by function; network, DB •Optimize for expertize, division of labor, reducing cost •Siloed, long lead times, multiple hand offs, no shared goals MARKET ORIENTED (SPEED) •Typical for DevOps •Flat •Teams are cross functional; Operations, QA, Infosec embedded into the team •Optimize for responding quickly to customer needs •Work independently, safely and at speed
  21. 21. We Drive Business Evolution Forward Designing for Resiliency •Identify critical components •Design for failure modes •Inject failures into production regularly •Rehearse incidents •Learn and improve •Design features and components for graceful degradation
  22. 22. We Drive Business Evolution Forward Resiliency@Netflix •On April 21, 2011 the entire Amazon AWS US-EAST availability zone went down (10 data centers/500+ million servers) •Almost all AWS customers impacted…except Netflix •The Simian Army • Chaos Monkey, Chaos Gorilla, Chaos Kong, Latency Monkey, Conformity Monkey, Doctor Monkey, Janitor Monkey, Security Monkey •“Great Amazon Reboot of 2014,” • Nearly 10% of the entire Amazon EC2 server fleet had to be rebooted to apply an emergency Xen security patch •Netflix had zero downtime •No one in the Netflix offices that weekend; they were all at a party in Hollywood!
  23. 23. We Drive Business Evolution Forward Software Architecture Patterns •Goal: loosely coupled components with bounded contexts • Service Oriented Architecture (SOA) • Microservices •What is a microservice? • Does one and only one thing • Is owned by a small team • Is very small and performant • Can be swapped out with zero impact •Evolutionary architecture • Migrate to more suitable architecture patterns as the business needs change • eBay and Google are both on their 5th complete rewrite of their architecture from top to bottom •How to migrate from what we have to what we need? • Strangler approach
  24. 24. We Drive Business Evolution Forward Continuous Experimentation, Learning and Improvement •“The improvement of daily work is more than important than daily work itself.” •Technology work is a fundamentally experimental endeavor, and should be managed as such •Fail often and fail fast •Safe work environment •Blameless culture
  25. 25. We Drive Business Evolution Forward Value Stream Mapping (VSM) •A value stream is the sequence of activities an organization undertakes to deliver on a customer request.* •A value stream is the sequence of activities required to design, produce, and deliver a good or service to a customer, and it includes the dual flows of information and material.* •Optimize the Value Stream for a feature, product, service etc. • Current State Map vs. Future State Map •Make decisions on numbers and data, not «feelings» •Optimization and automation of the value stream’s delivery pipeline “Data may disappoint, but it never lies.” Jay Samit, Disrupt Yourself! * Martin, Karen; Martin, Karen; Osterling, Mike; Osterling, Mike. Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation (Kindle Locations 233-235). McGraw-Hill Education. Kindle Edition.
  26. 26. We Drive Business Evolution Forward VSM Example LT = 8 weeks PT = 1 week %C&A (3) = 90 % %C&A (4) = 75 % 5 Groom Feature 2 LT = 4 weeks PT = 10 hours %C&A (5) = 100 % %C&A (6) = 50 % 5 Create User Story 3 LT = 70 hours PT = 70 hours %C&A = 75 % 1 Design User Interface 4 LT = 4 weeks PT = 3 hours %C&A = 90 % 6 Plan Release 5 LT = 1 week PT = 2 days %C&A = 90 % 1 Plan Test 6 LT = 4 weeks PT = 10 hours %C&A = 90 % 5 Develop Feature 7 Automated 0 Assure Quality 8 Automated 0 Deploy User Story 9 LT = 4 weeks PT = 3 hours %C&A = 1 Do Test 10 LT = 2 weeks PT = 4 days %C&A = 2 Prepare Release 11 3 Automated Test 12 LT = 1,5 weeks PT = 4 days %C&A = 3 Acceptance Testing 13 LT = 2 days PT = 5 hours %C&A = 2 Deploy to Production 14 LT = 4 weeks PT = 5 hours %C&A = 2 Verify Feature in Production 15 LT = 2 days PT = 1 day %C&A = Customer 1 TFS LEAN Board Team CityPowerPoint Excel Email Confluence Insurance Company Current State Value Stream Map Mid-Sized Feature Delivery Demand Rate = ? Value Stream Champion: ? December 2016 15 15 1 week 8 weeks 1,75 weeks 4 weeks 1,525 weeks 4 weeks 0,8 weeks 1,5 weeks 0,125 weeks 0,4 weeks 0,125 weeks 4 weeks 0,2 weeks 0,4 weeks Total PT = 5,525 Total LT = 22,3 weeks Activity Ratio = 24,77 % Rolled %C&A = 30,4 %
  27. 27. We Drive Business Evolution Forward Closing Remarks •You need the right culture and the right architecture •You need the right technology to underpin that culture and architecture •This enables speed and quality •Speed and quality lets you beat the competition •Either you disrupt your company or someone else will…
  28. 28. We Drive Business Evolution Forward Questions? Thank you, and be safe!