This document discusses the journey of Continuum, a technology company, toward becoming more business agile. It describes how Continuum has grown from 4 engineers to over 150 employees working on migrating services to microservices and Kubernetes. It also discusses adapting to change by rapidly automating processes, using agile methodologies, and reengineering business processes across the organization. However, it notes there is still some resistance to change from certain individuals and departments at times.

1. Learning from our Business
Agility Journey
[Meetup] Agile Mumbai - "State of Business Agility"
15-Dec-2018

2. 2

3. The Continuum Story
3

4. Technology Stack & Tools
4
USER
EXPERIENCE DEVELOPMENT
QUALITY
ASSURANCE
BUSINESS
INTELLIGENCE DEVOPS MONITORING
GitHub
DEV PROCESS /
COLLABORATION
Agile
Scaled Agile

5. Business Agility
Proactively responding to change while always delivering business value
A prerequisite to being Agile is to keep our customers at the center of our
business
5

6. ● From 4 engineers to 150+ working on 2.0
● Nearly a million devices managed by
○ ~20 Microservices hosting ~200 REST endpoints in AWS
○ secure, multi-layered topology, multi-zone, load-balanced topology that is managed
and monitored by
■ a fully automated CI/CD pipeline and deep monitoring of our SaaS ecosystem
○ In January 2019, we will start the production deployment of Dockerized Microservices
in a Kubernetes cluster
● Bringing in multiplicative efficiency gains to our Services organization
by rapidly migrating and automating old Alerts to an AI and stream-
analytics driven Correlation-Alerting-Automation subsystem
● Innovation in Security vertical for greater market penetration
Since Oct-2016
6

7. 7
Adapting to
change
Working
software
Being
Proactive
Self-organized
teams
Product
Roadmap
Predicting
change
Business
process re-
engineering
Across entire
organization
Coevolution
Agile
Software
Development
Shared vision,
systems,
platform
Business
Agility
Our Business Agility Expectations

8. 8
Loosely defined roles
But clear
ownership &
accountability
A clear framework
to operate within
No forced process
Going beyond 5 W’s
(who, why, what,
when, where)
Healthy friction

9. But all is not always well...
9

10. We still have...
… the odd person / department pulling away
right when we want to go left!
10

11. 11
Thank You
Kurush Wadia
Manager - Product Development
Continuum – www.continuum.net
LinkedIn:
https://www.linkedin.com/in/kurushwa
dia