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Executing Digital Platforms- Richard Glew & Al Grimes (By ThoughtWorks)

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In 2017 most companies with significant technology footprints have made some attempt to adopt agile methods to improve organisational performance, yet the rate of failure remains high. IT departments continue to search for the holy grail of modular and scalable systems, yet remain encumbered with legacy systems that are anything but these things.

In this session, Richard and Al explore some of the challenges around why these problems persist despite enormous organisational effort and expense. They share how an effective digital platform strategy may have some of the answers organisations need to evolve.

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Executing Digital Platforms- Richard Glew & Al Grimes (By ThoughtWorks)

  1. 1. EXECUTING DIGITAL PLATFORM STRATEGIES: MORE THAN JUST ENTERPRISE ARCHITECTURE Richard Glew & Alan Grimes
  2. 2. BETTER FASTER CHEAPER
  3. 3. THE BASIC ISSUE • Slow painful delivery • High degree of coordination needed • Business and IT mindset (us and them) • Project Culture • Internal impediments to delivering value • Tech debt increasing over time Tightly coupled capability Lower $$$ Better Service Increased Engagement Customer Satisfaction Sales Targets Strateg y Strateg y IT IT IT Busines s IT IT IT Busines s Busines s Customer Customer Customer
  4. 4. FRICTION
  5. 5. ORGANISATIONAL SUCCESS FACTORS FOR YOUR DIGITAL PLATFORM 5
  6. 6. 1. CROSS-FUNCTIONAL TEAMS HIPSTER CENTRALISATION GROUPED BY CAPABILITY CLUSTERED BY CUSTOMER RETAIN STRATEGIC IP consuming that are and who
  7. 7. WHAT IS A DIGITAL PLATFORM? ! YOUR ORGANISATION’S CAPABILITIES AS A SET OF SELF-SERVICE APIs SO GOOD THEY ARE COMPELLING
  8. 8. CROSS-FUNCTIONAL BUILD + RUN TEAMS, NO EXCUSES 1
  9. 9. WATERFALL ERA ANALYSE DEV TEST RUN INFRA DEV - High degrees of specialism (Lower-level languages, Bare metal infra, manual installs) - High translation cost between contexts drives up batch sizes - Reacting quickly is difficult, more emphasis on getting it right first time
  10. 10. AGILE ERA ANALYSE DEV TEST RUN INFRA DEV - Higher-level languages - Test automation - Virtualisation - Traditional Infra and Ops organisations begin to creak under improved rate of release and shorter planning horizons
  11. 11. DEVOPS ERA ANALYSE DEV TEST RUN INFRA DEV - Cloud computing - Infrastructure-as-code - DB Migrations - Blue/Green deployment - Automated Configuration Management - Build pipelines - Containers
  12. 12. “I CENTRALISE FOR QUALITY CONTROL, AUTONOMY WOULD BE CHAOS” “10 AUTONOMOUS TEAMS ALL CONFIGURING MY ESB WONT WORK” “THE LICENSES FOR THIS OPS TOOL I BOUGHT ARE SUPER EXPENSIVE” “I HAVE 5 INFRA/DB/SECURITY PEOPLE AND 10 TEAMS”
  13. 13. HIPSTER CENTRALISATION 2
  14. 14. HUMANS AS THE INTERFACE TEAM 1 TEAM 2 TEAM 4 TEAM 3 SECURITY “This is how I ensure my solutions are secure. It’s a model with fewer moving parts, so I can hold it in my head” - managers, everywhere PRODUCTION
  15. 15. TEAM 1 TEAM 2 TEAM 4 TEAM 3 SECURE TOOLS + TEMPLATES PRODUCTION TECH AS THE PRODUCT, API AS THE SERVICE
  16. 16. DESIGN-TIME API TEMPLATES BUILD-TIME TEAM 2 COMMON UI TOOLCHAIN RUN-TIME DISTRIBUTION WITH CONSISTENCY CONTRACT TEST ECOSYSTE M SECRET MANAGEMEN T TEAM 1 AUTH PLATFORM FOUNDATIONS
  17. 17. DIVIDE BY CAPABILITY, UNITE WITH APIS 3
  18. 18. https://www.thoughtworks.com/radar
  19. 19. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation
  20. 20. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation Mobile Banking Offer Bundling Delivery Infrastructure Core Product Payroll
  21. 21. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation Buy and Configure Custom Build Outsource Partner Mobile Banking Offer Bundling Delivery Infrastructure Core Product Payroll
  22. 22. PLATFORM MODELLING
  23. 23. CLUSTER BY CUSTOMER 4
  24. 24. HUMAN CENTRIC DESIGN
  25. 25. CORRECTLY ALIGNED
  26. 26. LINKING TO STRATEGY
  27. 27. HOLD ON TO YOUR IP5
  28. 28. STABLE TEAMS, FLUCTUATING DEMAND Capacity Line Time Demand
  29. 29. CAPACITY FUNDING REDUCES COST OF DELAY
  30. 30. EFFECTIVE PARTNERSHIPS
  31. 31. TO SUMMARISE • Capacity funding creates stable, high-performing teams • Capacity funding reduces cost of delay • FTE Tech presence in areas of key IP - or risk bad partnerships
  32. 32. WRAPPING UP
  33. 33. 1. CROSS-FUNCTIONAL TEAMS HIPSTER CENTRALISATION GROUPED BY CAPABILITY CLUSTERED BY CUSTOMER RETAIN STRATEGIC IP consuming that are and who
  34. 34. THANKS! Al Grimes Lead Consultant agrimes@thoughtworks.com Richard Glew Principal Technologist rglew@thoughtworks.com

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