In this session, we will highlight how some business teams at RR Donnelley (RRD) are reaping the benefits of continuous value flow and continuous improvement practices—paired with analytics and APM—to rapidly experiment, deploy, and measure customer value. Hear an overview of how we are leveraging Agile, lean, CI/CD, analytics, and AppDynamics to do so. RRD is a global, integrated communications provider enabling organizations to create, manage, deliver, and optimize their multi-channel marketing and business communication solutions. Founded in 1864, RRD serves large, fragmented markets experiencing significant changes in how businesses are communicating with their audiences using both print and digital channels. RRD is uniquely positioned with an extensive customer base and wide portfolio of capabilities to continuously evolve our digital transformation story to help our customers achieve their goals. Key takeaways: • How AppDynamics is used to track key business transactions release-to-release to build confidence, trust, and partnership with business teams • How RRD leverages analytics and AppDynamics to facilitate a rapid experimentation approach • High-level approach RRD uses to evolve existing software architecture to better align to the digital transformation journey For more information go to: www.appdynamics.com

1. How RRD approaches continuous value
flow in its digital transformation journey
Firasat Hussain
Vice President, IT | RR Donnelley

2. 2
Firasat Hussain
VP, IT – Market Segment Solutions
R.R. Donnelley
Warrenville, IL
firasat.hussain@rrd.com
www.linkedin.com/in/firasat-hussain-a399531

3. 3
Overview
Benefits of continuous value flow and continuous improvement practices to rapidly
experiment, deploy, and measure customer value.
How we are leveraging Agile, Lean, CI/CD, Analytics, and AppDynamics
Takeaways
• How AppDynamics is used to track key business transactions release-to-release to build
confidence, trust, and partnership with business teams
• How RRD leverages analytics and AppDynamics to facilitate a rapid experimentation approach
• High level approach RRD uses to evolve existing software architecture to better align to the
digital transformation journey

4. 4
Mission
Solving for
complex, effective,
impactful
communications
Communications
that maximize
how a customer’s
brand connects
with their
audience.

5. 5
Mission
Industry-leading provider of integrated
multichannel marketing and business
communications
Create, Manage, and Execute
Multi Channel
Providing both digital and
physical communications
Integrated
Content that is
interconnected and seamless
to our customers –
distributed through the most
effective channels
Marketing and Business
Communications
Managing every
communication our
52,000 customers
utilize to connect to
their audience

6. 6
DIGITAL
• Content Solutions
• Digital Marketing
• Data Services
• Printed
Electronics
• Business
Communication
Services
PRINT
• Commercial and
Digital Print
• Direct Mail
• Packaging
• Labels
• Business Forms
LOGISTICS &
SUPPLY CHAIN
• Custom
Transportation
Solutions
• Print & Mail
Distribution
• International Mail
& Parcel
• DLS Worldwide
• Global Supply
Chain
CONSULTING
& EXECUTION
• Optimize
Communication
Supply Chain
Operations
• Improve
Marketing
Effectiveness
• Optimize Brand
Management
Operations
• Business Process
Outsourcing
• Retail ISM
• Healthcare
• Retail Banking
• Automotive
• Industrial
Manufacturers
• Insurance Solutions
• Pharmaceutical
• Consumer Goods
Manufacturing
• Non-profit Public
Sector / Government
INDUSTRY
SOLUTIONS

7. 7
Origin Story – Every good series has one!
1864: Founded by Richard R. Donnelley
1871: Great Chicago fire destroyed first new plant
1874 – 80: Lakeside City Directory of Chicago produced (aka
Yellow Pages). Company splits into publishing and printing
specialties: RRD and RHD
1882: Patent rights purchased on first business form
1895: First patent binder to produce catalogs for Ward’s
1908 – 28: First apprentice school training in printing craft;
Encyclopedia Britannica begins production; Expanding to other
US locations; producing 200k copies of TIME magazine
1968: Producing packaging for many CPGs
1978: Establish global financial services offerings based in NYC;
International expansion
1989: Customers can use Pulsar publishing system to compose,
layout, assemble, and process images which linked to RRD’s
prepress color system
1991: Processing over 500 million pounds of freight eventually
becoming the largest USPS partner
1993: Translation services in over 140 languages
2006: Acquires and expands BPO capabilities for Fortune 500
clients
2008: Industry’s first 1200 DPI 4-color inkjet web press

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Key Objectives
Increase business agility
Transform and develop to “vertical” delivery teams
Evolve software platform for easier cross-application integration and
reuse
Develop -> Release -> Measure

9. 9
Effectiveness > Efficiency
“Quality in a product or service is not what the
supplier puts in. It is what the customer gets out
and is willing to pay for it. A product is not quality
because it is hard to make and costs a lot of
money, as manufacturers typically believe. This is
incompetence. Customers pay only for what is of
use to them and gives them value. Nothing else
constitutes quality.”
Peter DruckerValue-driven delivery versus Project delivery

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1 – Continuous Value Flow
• Lean principle
• Goal: shortest sustainable lead time
• Delivering value one change at a time - releasing
continuously as each change reaches a high level
of done
• Limiting the amount of work in-progress to
smooth flow across delivery activities
• “Pulling” next high priority item(s) as capacity
allows

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1 – Continuous Value Flow
• Different than time-boxed iterations
• Planning window can/must be small
• Outcome is clear and feedback is not likely
to impact subsequent work
• Multiple work streams operating at
different cadences
• Development value stream feeds the Operational
value stream
• Smaller release change set results in isolated, less
risk - MEASURABLE http://www.scaledagileframework.com/value-streams/

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2 – Spotlight Releases
Transform from Quarterly to Bi-Weekly releases

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2 – Spotlight Releases
• Pre-Envisioning / Discovery
• Business, Product, IT teams plan next set of features/enhancements
• Define releasable MVP epics for spotlights
• Definition / Pre-Sprint Planning
• IT outlines delivery schedule of specific enhancements and fixes for following 2 sprints
• Potential impacts or risks
• End of Sprint
• Review and demo of completed stories
• Post Sprint
• Operation and IT teams review performance & web analytics for key business transactions

14. 14
3 – Simplified CI/CD Approach
Multiple automated &
manual acceptance test
points to build confidence
amongst IT and Business
teams

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4 – Evolving Architecture
Years of mergers,
acquisitions,
and systems sprawl
Enabling deep digital transformation
objectives – content, content, content
Developing first class services for
cross application consumption
Core domain nouns – centralized
CRUD
Near term ROI focused, as compared
to full technical migrations or re-
writes

16. 16
Retail ISM: Comparing Releases
Order list summary enhancement
released prior to 8/29.
CSR teams identified poor performance in
displaying ordered items for a given
customer store.
Production issue prioritized at top of
backlog. IT team developed and tested
database query fix. Released 9/11.
CSR teams validated performance
improvement.
IT and Operations team created alarm for
future tracking.

17. 17
CustomPoint: Preventing SLA Impact
Due to CMS regulations, all provider data in
Provider Directories must be refreshed every
2 weeks.
QA testing of real-time proofing
enhancements did not pass acceptance
criteria. Moved up issue in priority for team.
AppDynamics identified an unexpected
increase in threads in the pre-prod backend
process that generates the PDF proofs.
IT teams were able to add capacity to
backend servers prior to deploying to
production preventing SLA impacts.

18. 18
CustomPoint: Migrate Print to Email
Large financial customer migrated their
marketing communications from print to
email, integrated with Salesforce to drive
campaigns.
Features developed over many iterations
with customer – to integrate early and often
- proactively resolve performance concerns.
Defined business transactions in
AppDynamics to track and measure key
features’ performance.
Established production baseline to manage
expectations and develop response plans.

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Healthcare: Personalized Experiences
Customers are faced with complex and
impactful decisions – large amount of
information
Personalized member microsites (PURLs)
for Annual Welcome Kits
Tailored email messaging
Print pieces support adoption
Links to plan specific compliance
materials
Web analytics to track clicks and
optimize “funnel”

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Healthcare: Personalized Experiences

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Healthcare: Targeted Content

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Healthcare: Targeted Content
Industry shift towards B2C focus on
consumerism and member experience
Data driven approach to help influence
actions using Behavioral Analytics
Improved member health and
outcomes
Measure effect on avoiding specific
medical costs, ie preventative &
chronic care
Tied to Welcome Kits, personalized
PURL content, and claim details

23. 23
Firasat Hussain
VP, IT – Market Segment Solutions
R.R. Donnelley
Warrenville, IL
firasat.hussain@rrd.com
www.linkedin.com/in/firasat-hussain-a399531

24. Enabling the
future of
innovative
communications
THANK YOU!

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