Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Designing digital transformation v.2.7

1,005 views

Published on

Designing Digital Change, Synopsis Hong Kong, April 2016:

In this session Mr. Nigel Green shares his experience of preparing organisations for the Digital World. He introduces key concepts that will help open-up the discussion of the implications, risks, and opportunities, of a digital strategy. Whilst the popular definition of “Going Digital” is often focused on digital channels for Marketing purposes, Mr. Green explains why it also impacts many areas of the organisation, and explains why it is not simply the CMO’s, CDO’s, or CIO’s challenge alone. He will also share tools and techniques used in the design & execution of the transformation to a digitally enabled business. In addition, he will discuss pragmatic next steps to take, and share ideas on how to contribute to a business-wide discussion on the subject.

This session should be of interest to anyone trying to get to grips with what “Going Digital” means to their organization, and how to start planning the change:
- The components of a digitally-enabled Business Model
- The implications & risks of adopting “Bi-modal IT”
- How to design for the protection of existing core business systems whilst embracing the new
- Dealing with an unknown future, and adaptive long-range planning
- The dangers of “Big Design Up Front”, and perhaps paradoxically, why “Adaptive Design” is ever more crucial
- The business and technology architecture implications - including a perspective on the applicability of a pattern adopted by the “born digitals” (e.g. Netflix, Google, and Amazon)
- Suggested subject matter experts to track, follow-up research material, and next steps to take.

Published in: Business
  • Excellent worked-example, Nigel. This comment stood out especially for me: "The destination must include the whole business - nothing should be out of scope" (slide 33).
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Designing digital transformation v.2.7

  1. 1. Nigel Green 5Di Limited Hong Kong, April 2016
  2. 2. http://www.azlyrics.com/lyrics/doors/roadhouseblues.html “The future's uncertain, and the end is always near.”
  3. 3. Or at least nearer than we might think.
  4. 4. 2016 will be shaped by digital transformation with availability, capabilities, and business needs being the biggest related issues IT leadership will face.
  5. 5. Credit to Patrizia Bertini: European Director of Research and Insights at Wipro Digital So what’s do be done?
  6. 6. DESIGN
  7. 7. NEW SERVICES INTRODUCED
  8. 8. ORGANISATION MODEL
  9. 9. TECHNOLOGY ARCHITECTURE
  10. 10. CHANGE JOURNEY
  11. 11. Digital Transformation: an energy business story
  12. 12. We’ve been operating like this for many years - but the world’s changing… Mr. Blue the COO
  13. 13. We must start the journey - where to start?
  14. 14. Mr. Black, the Progranme Director Mr. Red, the IT Director Business Unit Leads Mr. Green, the Consultant
  15. 15. He recognised, however, that this would be a far-reaching transformation.
  16. 16. “It’s all about better Meter reading” “It’s a way to introduce new tariffs” There wasn’t common understanding of the scope and impact… “We just need a few new web & mobile apps” “Its just another meter roll-out project” “There are some new Cyber Security Threats”
  17. 17. https://chapel-group.com
  18. 18. 2015 …..2020….. 2025
  19. 19. Timely visibility of external events Event information processed at the edge of the Grid Insights delivered to field workforce quickly Business-wide situational awareness Grid & Asset Management Analytics Customer personalised customer support Insights to customers Provide information to the right people at the right time.
  20. 20. 2015…..2020….. 2025
  21. 21. They knew, however, the plan would change over time. More on how they tackled this later. https://chapel-group.com
  22. 22. They knew, however, the plan would change over time. More on how they tackled this later. Top-level support was won – the most important step. “We’re much clearer on our direction. And we now have the support of the Exec Comm.”
  23. 23. New Ways of Working for all
  24. 24. A two-speed approach to IT. http://www.gartner.com/it-glossary/bimodal Mode 1 Mode 2
  25. 25. “Our Australian sister company wants help with their IT Strategy. ” Mode 1 Mode 2“Should they adopt Bimodal IT?”
  26. 26. BU Leads
  27. 27. + Mode 1 Mode 2 + +
  28. 28. The whole business sees the need for, & adopts constant-change: People, Processes & Technology. Integrate Re-assess Innovate Commoditise Govern People, Processes & Technology MODE 1 MODE 2
  29. 29. The destination must include the whole business – nothing should be out of scope. Integrate Re-assess Innovate Commoditise Govern People, Processes & Technology Mode 1 Mode 2 “Gartner’s work on Bimodal provides valuable advice on how to kick-start an enterprise digital transformation. But leaders wishing to create a significant, lasting impact on IT performance should look to move beyond the Bimodal paradigm in the space of months rather than years.” “Nothing should be out of scope—enterprise architecture, process, budgeting, and governance, risk and compliance”. - Jez Humble, “The Flaw at the heart of Bimodal IT, continuousdelivery.com http://continuousdelivery.com/2016/04/the-flaw-at-the-heart-of-bimodal-it/
  30. 30. The technical bit
  31. 31. Date: early 2013
  32. 32. “My work is done!” “Nice job!”
  33. 33. Tweet Tweet Tweet Tweet Something new was creating a buzz, so he investigated, here’s what he found… Blog Blog Blog Date: mid 2014 Tweet Tweet Tweet Tweet Blog Blog Blog
  34. 34. Some firms were enjoying “digital” advantages more than others, but how?
  35. 35. Digital natives: •  Google •  Netflix •  Uber •  Amazon •  Ebay •  PayPal Holdings Inc. •  Airbnb Inc., •  Groupon •  Expedia … and many more. Traditional firms: •  GE •  Hewlett Packard Co. •  Capital One Financial Corp. •  Goldman Sachs Group Inc. •  The Guardian Media Group (UK) •  Thomas Cook PLC (UK) •  William Hill PLC (UK) … watch this space. Who’s leading? A new approach is gaining traction. What do these firms have in common? Date: early 2016
  36. 36. They’re all adopting Microservices Over half of organizations across the US, UK, India and Israel plan to deploy microservices to improve their agility in the next 12 months, according to new research by IDG Connect – March 15th 2016 http://www.businesswire.com/news/home/20160315005089/en/IDG-Connect-Microservices-Firms-Battle-Monolithic-Restrictions
  37. 37. http://scn.sap.com/blogs/geetikashukla/2015/02/25/microservices-the-dismantle-of-the-monolith •  Small •  Independent •  Lightweight •  Single purpose •  Communicate through well-defined interfaces (like REST APIs) •  Communicate events in Near-Real Time
  38. 38. “…you can put lipstick on a pig, but it’s still a pig.” “You can wrap an old fish in a piece of paper called ‘change.’ It’s still gonna stink after eight years.” President Obama, 2008 The Microservices vanguard, 2016 Layering “digital” on top of legacy systems won’t achieve genuine transformation over the long term.
  39. 39. }  Agility. By breaking down functionality to the near atomic level, development teams focus on only updating the relevant pieces of an application. This removes a painful process of integration experienced with monolithic applications. Development processes that used to take months now take weeks. }  Efficiency. Far more efficient use of code and underlying infrastructure. Users report significant cost savings— reducing the amount of infrastructure required to run a given application by 50%. }  Resiliency. The dispersion of functionality across services can avoid a single point of failure. The result is systems that perform much better with very limited downtime, and can scale seamlessly on demand. }  Revenue. Faster iteration and less downtime add up to more revenue. User retention and user engagement increase as your product continuously improves.
  40. 40. Maybe, a better, faster cheaper to deliver…
  41. 41. https://chapel-group.com
  42. 42. “Google is helping to power the world with clean energy. Our goal is 100% renewable power, and so far we’ve committed to purchase over 2 gigawatts of renewable energy – equivalent to taking nearly 1 million cars off the road and making us the largest non-utility purchaser of renewable energy in the world. …” Do you know who your “digital-disruptor” might be?
  43. 43. Adopting Microservices may seem attractive but…
  44. 44. CC-BY-SA skippyjon via Flickr http://syntegrity.com.au/blog/how-to-avoid-a-messy-transition-to-microservices/
  45. 45. Before adopting Microservices your firm must : ü  Be ready and willing to use Cloud platforms such as AWS, Azure or Google Cloud Platform. ü  Have (some) Microservices expertise available (maybe from your vendors?) ü  Have experience or be ready to move to Dev/Ops deployment methods ü  Have good systems architecture (specifically SOA) expertise ü  Be willing to adopt Agile ways of working ü  Have a track-record in building good software!
  46. 46. Date: late 2015 The ACME checklist: x  Be ready and willing to use Cloud platforms x  Have (some) Microservices expertise available x  Have experience or be ready to move to Dev/Ops deployment methods x  Have good systems architecture (specifically SOA) expertise ü  Be willing to adopt Agile ways of working ü  Have a track-record in building good software!
  47. 47. ü  Google “Microservices”, watch the movies (Fred George’s video highly recommended), and read the many articles. ü  Talk to your vendors- get them to explain their plans for Microservices and how they can help (Microsoft Azure Service Fabric, for example). ü  Go on a training course (courses are being given by Chris Richardson in China next week) ü  Check your internal skills base – you might be able set off a “Skunk Works” PoC. ü  Talk to academia – maybe they’re thinking about a Microservices “hackathon”?
  48. 48. Bringing it all together
  49. 49. “Any attempt to base today’s actions and commitments on predictions of future events is futile.” - Peter F. Drucker, Managing for Results, 1964
  50. 50. The future seems complex and uncertain. CC-BY jurvetson via Flickr
  51. 51. So how do we plan with so many unknowns? CC-BY milos milosevic via Flickr “Ambiguity is central to Boyd’s vision… not something to be feared but something that is a given…We never have complete and perfect information. The best way to succeed is to revel in ambiguity.” –Grant Hammond,
  52. 52. Transition State Planning A B
  53. 53. Transition State: Outcomes Objectives Long term Short term Observe - Orient - Decide - Course-correct
  54. 54. Integrate Re-assess Innovate Commoditise Govern People, Processes & Technology They’re all adopting Microservices (MSA) They knew, however, the plan would change over time. More on how they tackled this later. 2016 2023 They’re all adopting Microservices (MSA) Mode 1 Mode 2 ? ?
  55. 55. They knew, however, the plan would change over time. More on how they tackled this later. Transition State: Outcomes Objectives Long term Short term Observe - Listen - Course-correct “We have the maps and charts we need for the journey – let’s go!”
  56. 56. http://www.azlyrics.com/lyrics/doors/roadhouseblues.html The future's uncertain, and (maybe) the end (of old ways of working) is near.
  57. 57. nigel.green@5dinnovation.com www.5dinnovation.com Twitter: taotwit https://www.linkedin.com/in/nigelgreen
  58. 58. }  Digital: The impact of digital technologies on interaction with the customer, employee or any person. }  Transformation: ~50% or more of the business operation will be touched by the change. }  Design: A plan or drawing produced to show the look and function or workings of a building, garment, or other object before it is made.
  59. 59. http://www.artofmanliness.com/2014/09/15/ooda-loop/
  60. 60. •  blindly ‘going digital’, by any means •  forcing everything to be digitalized, dematerialized, transposed into bit and bytes •  all to do with the development of new apps and tools. Credit to Patrizia Bertini: European Director of Research and Insights at Wipro Digital
  61. 61. }  Panel: The Business Implications of Microservices }  http://taotwits-too-big-to-tweet.blogspot.com/ 2015/09/going-digital-agile-architecture.html

×