Can we produce a blueprint for a transformation? This presentation will cover several distinct approaches that companies take to achieve transformation. Each approach utilizes different levers and comes with its own advantages, tradeoffs, costs, risks, and outcomes. Find out more at DevOpsDays Riga 2018 event by Stas Zvinyatskovsky, Managing Director @ Accenture.

1. TRANSFORMATION
HOW BIG CAN YOU DREAM?
STAS ZVINYATSKOVSKY
MANAGING DIRECTOR, ACCENTURE
@staszv

3. 89%

4. 0
10
20
30
40
50
60
70
80
90
1935 1960 1980 2018
LIFESPAN OF S&P 500 COMPANY

5. 6B
4B
2B
2004 2005 2006 2007 2008 2009 2010
NETFLIX vs BLOCKBUSTER

7. Time1950 1960 1970 1980 1990 2000 2010 2020
Mainframe
PC, Servers Internet Mobile IoT AI
TECHNOLOGY WAVES COMPOUNDING

8. 0.1
1
10
100
2000 2004 2008 2012 2016
LOGARITHMIC COST REDUCTION
Genome
Sequencing Bandwidth
Cost
3D Printing
Drones
EV Battery
Cloud
Storage

9. DEMOCRATIZATION
OF TECHNOLOGY

10. SPEED

12. Frederick Winslow Taylor
(1856-1915)
• Leader of Efficiency Movement
• Author of The Principles of
Scientific Management (1911)

13. TAYLOR’S APPROACH
▪ USE METRICS: TIME, COST
▪ OPTIMIZE FOR EFFICIENCY
▪ MANAGEMENT HIERARCHY
▪ COMMAND AND CONTROL
▪ PLAN AHEAD
▪ TRAIN WORKERS

14. EFFICIENCY

20. EFFICIENCY
▪ HARD TO HANDLE AMBIGUITY
▪ LIMITED SPEED

21. COST OF
DELAY
COST OF
INEFFICIENCY

22. “In the new world, it is not the big fish
which eats the small fish, it's the fast
fish which eats the slow fish.”
-- Klaus Schwab

23. SPEED

25. DECENTRALIZED
EXECUTION

26. DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE

27. DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE

28. DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS

29. VALUE
PRIORITIZED
CUSTOMER
ORIENTED
DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS

30. ITERATE
TO LEARN
VALUE
PRIORITIZED
CUSTOMER
ORIENTED
DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS

31. QUALITY PRODUCTIVITY CULTURE
ITERATE
TO LEARN
VALUE
PRIORITIZED
CUSTOMER
ORIENTED
DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS
SPEED

32. BUSINESS AGILITY
QUALITY PRODUCTIVITY CULTURE
ITERATE
TO LEARN
VALUE
PRIORITIZED
CUSTOMER
ORIENTED
DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS
SPEED

33. TRANSFORMATION

34. TRANS·FOR·MA·TION
/ˌtran(t)sfərˈmāSH(ə)n/
noun
a thorough or dramatic change in form or appearance

35. TRANSFORMATION OBJECTIVE
QUALITY SPEED
COST HYPER SPEED

36. TESTING AUTOMATION
AGILE TRANSFORMATION
SOFTWARE DELIVERY AUTOMATION
ENGINEERING TRANSFORMATION
BUSINESS AGILITY TRANSFORMATION
TRANSFORMATION APPROACHES

37. BUSINESS AGILITY
QUALITY PRODUCTIVITY CULTURE
ITERATE
TO LEARN
VALUE
PRIORITIZED
CUSTOMER
ORIENTED
DECENTRALIZED
EXECUTION
DECOUPLED
ARCHITECTURE
AUTOMATED
PIPELINE
QUALITY
BUILT IN
BLENDED TEAMS
SPEED

38. Quality Somewhat improved
Productivity Improved
Speed No change
Employee
Engagement
No change
Product Agility No change
Business Agility No change
Approach 1. Testing Automation
▪ Testing Automation
▪ Some manual steps remain
▪ No software delivery automation
▪ No Quality Engineering practices introduced
ResultsActions
The impact is limited. Impossible to significantly improve quality without improving software delivery (DevOps)
and software development (Quality Engineering). Automation results in some productivity improvements.
Bottom Line
Minor
Disruption
2-3 years
Duration

39. Quality No change
Productivity No change
Speed No change
Employee
Engagement
Somewhat improved
Product Agility Somewhat improved
Business Agility No change
Approach 2. Agile Transformation
▪ Introduce Agile + Scaling Framework
▪ No changes to software delivery process
▪ No testing automation
▪ No Quality Engineering practices introduced
▪ No major organizational changes
ResultsActions
The impact of this approach is very limited. Hard to achieve product agility when engineering process is mostly
manual. Yet, many companies choose to do this as it does not require a lot of up front investment and doesn't
require major organizational earthquakes.
Bottom Line
Minor to Medium
Disruption
1-2 years
Duration

40. Quality Improved
Productivity Improved
Speed Improved
Employee
Engagement
Improved
Product Agility No change
Business Agility No change
Approach 3. Software Delivery Automation
▪ Software delivery automation
▪ Testing automation
▪ Some manual steps remain
▪ Quality Engineering practices introduced
▪ Some re-architecture might be required
▪ Not leading with Agile
▪ No major organizational changes
▪ Cross-functional teams might be introduced
ResultsActions
A significant step in the right direction. No major earthquakes for the organization. Can be done over long period
of time with small investments. The impact on business is limited though - as no changes to product
development process (Agile/Lean) are introduced. Still, this is a big enabler for Agile/Lean.
Bottom Line
Medium
Disruption
2-3 years
Duration

41. Quality Improved
Productivity Improved
Speed Improved
Employee
Engagement
Improved
Product Agility Improved
Business Agility Somewhat improved
Approach 4. Engineering Transformation
▪ Introduce Agile + Scaling Framework
▪ Software delivery automation
▪ Testing automation
▪ Some manual steps remain
▪ Quality Engineering practices
▪ Re-architecture might be required
▪ No major organizational changes
▪ Cross-functional teams might be introduced
ResultsActions
Best approach for a company that is looking to achieve speed, productivity, quality without major organizational
earthquakes. This speed doesn't allow for Lean Startup level of business agility but improves it over the
baseline.
Bottom Line
Medium
Disruption
2-3 years
Duration

42. Quality Significantly improved
Productivity Significantly improved
Speed Significantly improved
Employee
Engagement
Improved
Product Agility Significantly improved
Business Agility Significantly improved
Approach 5. Business Agility Transformation
▪ Decentralization, re-organization
▪ Small cross-functional teams with business orientation
▪ Software delivery automation – no manual steps
▪ Testing automation – no manual steps
▪ Quality Engineering practices
▪ Lean Startup practices
▪ Re-architecture might be required
ResultsActions
Appears to be the Nirvana everybody is asking for. However, it comes with trade-offs in utilization of people and
resources (efficiency). It also requires major re-organization of the enterprise.
Bottom Line
1-2 years
Duration
Major
Disruption

43. QUALITY PRODUCTIVITY SPEED EMPLOYEE
ENGAGEMENT
PRODUCT
AGILITY
BUSINESS
AGILITY
TESTING
AUTOMATION
AGILE
TRANSFORMATION
SOFTWARE DELIVERY
AUTOMATION
ENGINEERING
TRANSFORMATION
BUSINESS AGILITY
TRANSFORMATION
TRANSFORMATION APPROACHES
AND THEIR IMPACT

44. BUSINESS IMPACTTESTING
AUTOMATION
SOFTWARE DELIVERY
AUTOMATION
ENGINEERING
TRANSFORMATION
BUSINESS AGILITY
TRANSFORMATION
BUSINESS
IMPACT
AGILE
TRANSFORMATION

45. EXECUTION

46. PLAN EXECUTE
PLAN
• VISION AND GOALS
• APPROACH
• OPERATING MODEL
• ASSESSMENT
• EXECUTION PLAN
EXECUTION
• DELIBERATE
EXECUTION
• CULTURAL
CHANGE
MANAGEMENT
BUSINESSIMPACT
ENABLEMENT
• PEOPLE SKILLS
• ARCHITECTURE
• TOOLS AND
INFRASTRUCTURE
TRANSFORMATION JOURNEY

47. SPEED
RISK

48. GOVERNANCE
2-3 YEARS
TRANSFORMATION PROGRAM
CULTURAL CHANGE MANAGEMENT
PEOPLE ENABLEMENT
TECH ENABLEMENT & PLATFORMS
ONBOARD
IMPLEMENTLEARN

49. GOVERNANCE
1-1.5 YEARS
TRANSFORMATION PROGRAM
CULTURAL CHANGE MANAGEMENT
PEOPLE ENABLEMENT
TECH ENABLEMENT & PLATFORMS
ONBOARD IMPLEMENT
ONBOARD IMPLEMENT
ONBOARD IMPLEMENT

51. CONTINUOUS DISRPUPTION
SUMMARY
THE NEED FOR BUSINESS AGILITY
MODERN ENGINEERING PROCESS TRANSFORMATION APPROACHES

52. TRANSFORMATION
HOW BIG CAN YOU DREAM?
STAS ZVINYATSKOVSKY
MANAGING DIRECTOR, ACCENTURE
@staszv