DIGIT Leader Summit 2018 - Edinburgh

Welcome To
DIGIT Leader 2018
#digitleaders

Mark Stephen
BBC Scotland
#digitleaders

Ray Bugg
DIGIT
@digitfyi
#digitleaders

Gary Crawford
AKQA
@crawfrd
#digitleaders

The Impact of Technology
@crawfrd

Software is eating
the world
MARC ANDREESSEN

CONSTRUCT
DESIGN
LOCATE
RECRUIT
PROMOTE

PRINT
BUY
PAPER
FACT
CHECK
WRITE
DISTRIBUTE

I HAVE A VIEW
I WANT TO LISTEN

LOGISTICS
EMPLOY
PURCHASE
PRODUCE

I CREATE MUSIC
I WANT TO LISTEN

I never bet on an event
whose outcome I’m not
sure of in advance.
ARNOLD ROTHSTEIN

How do we help
customers pick
the right whisky
for them?

How do we help customers repeat
purchase more easily?

How can we help
customers
sample new
whisky?

MICROSERVICES EDGE COMPUTING GIT ECOSYSTEM

Andrew Smith
Nucleus Financial
@nucleuswrap
#digitleaders

Kylie Fowler
ITAM Intelligence
@ITAMIntel
#digitleaders

60
Introduction
Kylie Fowler – Independent ITAM Consultant
Helping clients understand how to manage their IT Assets.
Specialising in:
- ‘Future Ready’ SAM and ITAM Strategy Assessments
- Develop and implement IT Asset Management strategies
and frameworks
- Audit Defence and Vendor Negotiations
- M&A advice and support
- Coach & mentor ITAM practitioners

61
I get a sinking feeling…
….it’s Nick the Beard.
Nick is some sort of technical officer from CESG… he drops round the
Laundry every so often to make sure all our software is licensed and
we’re only running validated COTS software purchased via approved
suppliers. Which is why, whenever we get word that he’s about to
visit, I have to run around rebooting servers like crazy and loading
the padded cell environments we keep around purely to placate
CESG so they don’t blacklist our IT processes and get our budget
lopped off at the knees.
Despite that, Nick is basically OK, which is why I get the sinking feeling; I don’t
enjoy treating nice guys like they’re agents of satan or Microsoft salesmen.”
The Atrocity Archives, Charles Stross, ©2004

62
ITAM will follow technology
New World
(Mostly Opex)
(We share stuff and it’s all connected)
Networks
Physical Servers
Virtual Machines
Databases & Applications
Client Interface
Physical End Points
Employees
(Mostly
Opex)
(Capex)
(Opex)
(Mostly
Theirs)
(Ours)
It all still needs to be managed

63
What does this shift mean?
Huge complexity
Complex interactions between legacy and cloud
environments
Reduced flexibility to sweat assets and reduce TCO
Vendor lock in – moving is expensive and risky
Too many buzzwords…
…containers, robots, IoT, Digital

64
Cloud can be a straight jacket
Cloud costs are like debt – you pay
them month after month, year after
year
Once you start paying, it is difficult
to stop

66
Introducing the As-a-Service Lifecycle
Decommission
& Retire
Switch stuff off!
Operate and
Manage
Manage down costs
Design & Build
Cost efficient solutions
Contract
Negotiation
Negotiate the best price
Cost Optimisation must be built into
every part of the As-a-Service Lifecycle

67
Decommission
& Retire
Operate &
Manage
Design & Build
Contract
Negotiation
Contract Negotiation
Negotiate the best price

68
Maximise flexibility
Negotiate the contract to:
▪ Optimise costs during long deployment periods
▪ Adapt to new business growth through economies of scale
▪ Be flexible when business is bad

69
Negotiate with the end in mind
Think about what do you need in the contract to ensure you
can:
▪ Cancel the contract
▪ Renegotiate effectively
▪ Migrate to another provider
▪ Manage supplier insolvency

70
Decommission
& Retire
Operate &
Manage
Design & Build
Contract
Negotiation
Design & build
It’s about cost efficient solutions

71
We need to design & build cost efficiently
Cost effective design is all about
Governance
▪ Projects
- Business cases should be for 3 or more
years
- Yr 2+ funding is a pre-requisite for
approval
▪ Solutions Design
- Do a financial options analysis (!) to
ensure the most effective design is chosen
- Don’t forget the licensing!
▪ Changes
- Are costs reviewed and approved at
CAB?!

72
The interaction of legacy with cloud has dangers
Designs must be risk
assessed by a licensing
subject matter expert at all
stages of the design and
build process

73
SAP vs Diageo
It’s a sad, sad story….

74
Decommission
& Retire
Operate &
Manage
Design & Build
Contract
Negotiation
Operate and Manage
Manage down costs

75
In-life cost optimisation is limited
IaaS and PaaS in-life cost optimisation relies on good design
▪ Standardised design and provisioning approaches to ensure control
▪ Taking advantage of cloud management features will allow consumption will flex up
and down with business needs
…as long as you got the contract right!
SaaS relies on good process
▪ Joiners movers leavers
▪ Well-managed AD
▪ Effective request fulfilment and procurement processes

76
Decommission
& Retire
Operation &
Management
Design & Build
Contract
Negotiation
Decommission and retire
Switch stuff off!

77
The only way to really get a grip
Switch stuff off!

78
We need to understand ROI
The business needs to make
decisions about what to keep
IT needs to provide it with the
enabling information
Business
Value
Costs

80
ITAM will be that enabler
Translate technology, usage and complex contractual
arrangements into ££
Implement governance processes to manage and minimise
commercial and contractual risk

81
What do we need to do?
Stop looking backwards
▪ License compliance is important, but there are new risks to manage
ITAM by design
▪ Build the ability to optimise our assets into everything we do
Develop mature relationships with IT Finance
▪ Make sure we understand where our costs are going over the next 3 – 6 years
Develop mature relationships with the Business
▪ The Business needs to be accountable for decisions about cost vs value – not IT
▪ IT needs to enable meaningful conversations by providing accurate cost data linked to real
technology services

Tom Meade
Consultant CIO
@himmish
#digitleaders

Tom Meade
From small steps come giant leaps
… how incremental change and continuous improvement support major leaps

From small steps come
giant leaps

Leonardo da Vinci didn’t
create the Mona Lisa out of
the blue…
• Giotto
• Brunelleschi
• Fra Angelico
• Donatello
• Botticelli
Source: Ed Glaeser

Thomas Newcomen
(1712)
James Watt
(1781)
Thomas Savery
(1698)
Jeronimo de Ayanez y Beaumont
(1606)

Offload Physical Effort
Cognitive Effort

“If I have seen further, it’s by
standing on the shoulders of
giants”

Little things that make a big
difference

• Build quality in
• Work in small batches
• Computers perform repetitive tasks, people solve problems
• Relentlessly pursue continuous improvement
• Everyone is responsible
Checklists and Offload: Continuous Delivery
Source: Jez Humble

• Effective Scrum Masters /
Coaches
– Sunflower Bias -> facilitation
– Groupthink -> Post-its
– Definition of Done
• Retrospectives
– Eliminate Waste
– Marginal Gains
– Anchoring (5 Whys)
– Planning
• Sprint Planning
– Commitment
– Planning Fallacy -> data and
stretch goals
• Hack Events / Show and
Tells
• User Experience
– IKEA Effect
– Confirmation Bias
– Framing Effect
– Design
Agile Practice

Tom Meade
From small steps come giant leaps

Questions
& Discussion
#digitleaders

Check Rear of Badges
for Breakouts
#digitleaders

Refreshments &
Networking
#digitleaders

Michael Murphy
Zerto
@zerto
#digitleaders

IT Resilience
Protect | Transform | Innovate

Today’s Agenda
• Embracing change with Confidence
– the role of It resilience to your digital transformation strategy
– real world examples of hybrid cloud as an enabler for change
– how to articulate the business benefits of Resilience to your organisation

By the end of 2019, digital transformation
spending is expected to reach $1.7 trillion
worldwide, a 42% increase from 2017
Transformation is Happening
Source: IDC

Why Transformation is Happening
Profitability
Increase revenue
and differentiate
Customer Experience
Gain a competitive edge
with customer-centric IT
Speed to Market
Accelerate innovation
and business

Transformation Requirements
24/7 Availability
Protect your
business and data
Modernization
Reduce cost
and complexity
Move to Cloud
Maximize efficiency
and resources

DVDs > Streaming Video
Distributing Content > Producing Content

Netflix- Then
DVD Model
• Managing warehouse
utilization
• Physical distribution costs
Streaming Model
• Managing website &
bandwidth costs
• Cloud
Netflix- Now

IT Transformation Challenges
Technology Landscape Customer Experience

Disruptions Happen
UNPLANNED
User Errors
Infrastructure Failures
Security & Ransomware
Natural Disasters

Disruptions Happen
UNPLANNED
User Errors
Natural Disasters
Mergers & Acquisitions
Move to Cloud
Datacenter Consolidation
Maintenance & Upgrades
PLANNED

IT Resilience
REACTIVE
User Errors
Natural Disasters
Mergers & Acquisitions
Move to Cloud
Datacenter Consolidation
Maintenance & Upgrades
PROACTIVE

IT Resilience
To accelerate transformation by
adapting to change, while protecting
the business from disruptions

Zerto is a leading provider of
enterprise disaster recovery and
IT resilience management software

Protect, Transform & Innovate
Workload
Mobility
Multi-Cloud
Agility
Continuous
Availability
Infrastructure
Refresh
Consolidations
& Migrations
Testing
& DevOps
Outages
& Disruptions
Ransomware
Attacks
Data
Protection
Cloud Integration
& Migration
Multi-Cloud
Hybrid Cloud
Analytics
Across Clouds

The Problem
• Enterprise IT budgets decreasing or at best flat
• Reduction in BAU seen as only viable method of funding innovation
Gartner recommends - Automation cuts costs, frees staff, and
shortens project timelines.
Zerto recommends – automating and simplifying business continuity
processes. Embrace hybrid cloud for DR, test and dev and production
where financially viable.

Real world Example in Healthcare
• NHS Organisation. 24x7x365 operations.
• Classic dual DC environment, majority VMware
• BAU cost >80%
• IT People “very busy ”
• Constant cycle of hardware and software refresh

Real world Example in Healthcare
➢ Improved Service Availability
➢ Reduced BAU costs
➢ Simplified environment
Phase 1 - DR into Cloud £13 -£15k month
➢ IBM cloud £9k a month / Azure cloud £7k a month + bandwidth
➢ Zerto £6k month
Phase 2 – Cloud as production £21k a month
➢ Zerto Cloud Service Provider ( Iland) approx. £15k a month
➢ Zerto £6k month

Real World Example – Financial Services
• Global Leader
• Decades of legacy tech debt
• New entrants are more agile with lower cost base
• In 2017 Shrunk Datacentre footprint from 75 to 6 in <12 months
• In 2018 new IT investments decisions involve cloud
• Leaner, faster and more competitive

how to articulate the business benefits of
Resilience to your organisation
➢Cost resilience on each project – cost of failure is going up
➢Challenge your IT team
➢Consider cloud as a safety net during planned changes
➢Cost is tiny unless you need it – and it you need it the cost seems miniscule.
➢Seek alternative advice, be inquisitive
➢Test everything, twice

Zerto Accelerating Transformation
Countries
706000
Customers
350
Clouds
1100
Partners

Deliver an always-on
customer experience
Move with ease
and without risk
Leverage cloud to
accelerate business
Workload
Mobility
Multi-Cloud
Agility
Continuous
Availability
Zerto IT Resilience Platform

Michael Murphy
Zerto Scotland
M: 07494 450167
E: Michael.murphy@zerto.com
Nick Williams
Systems Engineer Scotland
M:07769 294556
E: Nick.Williams@zerto.com
Zerto Scotland Contacts
134

Peter F Gallagher
a2B Consulting
@peterfgallagher
#digitleaders

The Leadership of Change: 10 Change Management Lessons Learned
DIGIT IT Leader – 21st June 2018
Peter Gallagher - a2B Advisory Consulting
Advisory Consulting
PFG

DIGIT IT Leader 139
©2018 a2B Advisory Consulting
Peter Gallagher
Founder, MD & Speaker
a2B Advisory Consulting

DIGIT IT Leader 140
Session Overview
1. Change Management and Change Disruption
2. Typical IT Project Budget: Planned verses Reality
3. Impact on Employees and ROI
4. Ten Lessons Learned and Tips
✓ Strategic Alignment
✓ Sponsorship and Resources
✓ Previous Change History
✓ Detailed Change Plan
✓ Communication
✓ Change Readiness
✓ Manage Resistance
✓ New Skills and Behaviours
✓ Adoption
✓ Sustain and Close
4. Summary and Key Take Aways
5. Q&A

DIGIT IT Leader 141
Change Management and Change Disruption

DIGIT IT Leader 142
Typical IT Project: Planned Budget
PMO
Software
and Hardware
TNA
and Training
Communication
and Change

DIGIT IT Leader 143
Typical IT Project: Reality
PMO
Software
and Hardware
TNA
and Training
Communication
and Change

DIGIT IT Leader 144
Impact: Change Management, Communication and Training

DIGIT IT Leader 145
Steady
state
Time
OperatingPerformanceandROI
Positive
Negative
£
£
£
Key:
Managed Change
Reactive Change
Unmanaged Change
IT Project Objective: Achieving Benefits Realisation

DIGIT IT Leader 146
Lesson Learned #1: Strategic Alignment
Tip 1: Be very clear on how the IT project fits within the organisational
strategy, portfolio and with the leadership team. Does it fit?
Tip 2: Ensure the selected project provides a better ROI, competitive
advantage, increases customer value or/and improves operating margin?

DIGIT IT Leader 147
Lesson Learned #2: Sponsorship and Resources
Tip 3: Ensure the project has a senior sponsor. Do they have time, are they
senior enough, do they command respect and understand sponsorship?
Tip 4: Ensure the project is resourced effectively with a core, competent
change team and will be supported by the leadership team.

DIGIT IT Leader 148
Tip 5: A Change History Assessment (CHA) can provide insights and lessons
learned which will be invaluable to the change team.
Tip 6: Work with the leadership team to mitigate previous weaknesses and
enhance previous success.
Lesson Learned #3: Assess Previous History

DIGIT IT Leader 149
Tip 7: Align and continually integrate the change plan with the main IT
programme plan to ensure leadership buy-in.
Tip 8: Create a detailed change plan that follows a suitable change
framework and is connected and aligned with the other work streams.
Lesson Learned #4: Detailed Change Plan

DIGIT IT Leader 150
Tip 9: “Effective change communication is at the heart of successful change, it acts
like the blood in our bodies, but instead of supplying vital oxygen and nutrients,
communication supplies information and motivation to the impacted stakeholders”
Tip 10: Communicate 10 times more than you think and involve the leaders!
Lesson Learned #5: Communication

DIGIT IT Leader 151
Tip 11: “Change readiness requires the sponsor and the leadership team to
prepare the organisation and its employees for change implementation.
Tip 12: If employees are not ready you will get resistance and limited
adoption.
Lesson Learned #6: Assess Readiness

DIGIT IT Leader 152
Lesson Learned #7: Manage Resistance
Tip 13: There are 3 groups of employees in any change
journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each react differently to
organisational change and will have different levels of resistance.
Tip 14: Be aware that there will always be resistance!

DIGIT IT Leader 153
Lesson Learned #8: Develop New Skills and Behaviours
Tip 15: A Training Need Analysis (TNA) should be used to identify gaps, so
new training plans can be developed and executed.
Tip 16: “If you do not change the employee mindset and behaviour, you will not
get organisational change.”
Prefrontal Cortex

DIGIT IT Leader 154
Lesson Learned #9: Adoption
Tip 17: Align employees with the strategy, new processes, systems and
leadership to achieve adoption.
Tip 18: Change adoption is easier when the employee is supported through
the change: AUILM.

DIGIT IT Leader 155
Lesson Learned #10: Sustain and Close
Tip 19: Ensure the programme has an official documented handover
process to operations and benefits are tracked through the BSC and IPPs.
Tip 20: Record and share the change programme lessons learned so the
next change team and leaders can use this information for the next change.

DIGIT IT Leader 156
Summary and Take Aways
❖ When IT Projects overspend there is a tendency to reduce other budgets
❖ Reducing the Change and Communication budget:
➢ Causes resistance - the case for change has not been communicated
➢ Causes resistance - this will slow down adoption and prevent ROI
➢ The leadership should ensure that these budgets are protected
❖ Reducing TNA and Training budget causes:
➢ Failure to fully assess the gaps between old and new skills
➢ Lack of gap analysis, meaning the required training cannot be designed
➢ Lack of competence to adopt the new way of working
❖ Successful Change Implementation requires a programme approach
using a Change Management Framework that addresses critical Change
elements and is supported by the leadership team

DIGIT IT Leader 157
Summary and Take Aways
Questions and Answers
Thank you

a2B Consulting
Specialist Advisory Services
About a2B Consulting
a2B Consulting offers specialised consulting and advisory services. We are committed
to facilitating and enabling step improvement of client's organisations, from current
state ‘a’ to improved state ‘B’.
a2B Consultancy is focussed on helping UK businesses to increase their productivity,
business performance and to manage change. We bring vast international experience,
having worked in over 25 countries for some of the world’s largest organisations. We
bring corporate internal consulting expertise from one of the Big 4 along with
significant industry experience
Our years of experience have taught us to always make your business success our
priority and our goal is to help you achieve this with maximum impact in a sustainable
way. We take time to understand existing challenges and business requirements and
we tailor our professional services to meet the needs of your organisation.
For more information, please visit: www.a2B.consulting
© 2018 a2B Advisory Consulting.
All rights reserved.

Martyn Wallace
Scottish Digital Office
@DIGITAL_MW
#digitleaders

digitaloffice.scot
EVOLUTION & DIRECTION
OF DIGITAL
Martyn Wallace
Chief Digital Officer
@Digital_MW
@DigitalOfficeLG
Slide 1 of 576

digitaloffice.scot
HOW DO YOU DIGITALLY
TRANSFORM A COUNCIL?

digitaloffice.scot
Predictive Analytics
Artificial Intelligence
Historical Data
Data Storage
REACTING TO THE PRESENT ANTICIPATING THE FUTURE
UNDERSTANDING
THE PAST
COMMUNITY
& PLACE
PARTNERS
COUNCIL
SERVICE
Efficiency
Early Intervention/
Prevention
Partnership
Working
Redesign Services around
Citizens and Communities
Better Outcomes
TrustandDataSharing
Transparency
JoinedUpDigitalServices
Community
Empowerment
Connected Devices (IoT)
Real-Time Data
Mobile Devices

digitaloffice.scot
Connected Devices (IoT)
Real-Time Data Predictive Analytics
Artificial Intelligence
Historical Data
Data Storage
REACTING TO THE PRESENT ANTICIPATING THE FUTURE
UNDERSTANDING
THE PAST
COMMUNITY
& PLACE
PARTNERS
COUNCIL
SERVICE
TrustandDataSharing
Transparency
JoinedUpDigitalServices
Automatic
Entitlement
Intelligent Street
Lighting
Smart
Bins
Community
Planning
Health &
Care Integration
Mobile
Working
Digital
Telecare
Digital Voting
for PB
Fall
Prediction

1. Organisation
-Centric
2. Service-
Centric
3. Outcome-
Centric
A focus on Staff to help
them to deliver processes,
and manage information;
e.g.;
Office productivity, CRM,
case management, ERP,
Business Intelligence
Local Government
The Changing focus for Digital
A focus on Customers to
improve transactions, e.g.;
Websites, online services,
apps, “Channel Shift”
A focus on delivering better
outcomes with opportunities
to transform services, e.g.
IoT, Big Data, AI, Smart
infrastructure, Smart
mobility,
Telecare/Telehealth, etc…
LEAN/Six Sigma
Waterfall
User Research/
Service Design, Agile
Open Innovation

digitaloffice.scot
VALUE
Genesis
Custom
Built
TECH
EVOLUTION
Commodity
IOT
AI
Big Data
Drones
Cyber Security
Enterprise Aps
Networks
Mobile Connectivity
Self Built Hosting
CLOUD Hosting & xAAS
Invisible
Visible
Info Security
Collaboration
DIGITAL LEADERSHIP
• Skills
• Capabilities
• Leadership
FOUNDATIONS
• Better use of Data
• Network Review
• Common Platforms
Efficiencies
& Savings
Transformation
& Better
Outcomes
RISK OF
OUTSOURCE
+VALUE
CHRISTIE
Principals
Manage your budget
Leadership + Value =
Secure your budget
SERVICES
• Assets
• Education
• Health & Social
• Digital Interactions
• Online ID
• Cloud Benefits
Cyber Security & GDPR
• Supply Chain
• Mobile & Flexible
TRADITIONAL ICT
IT Hardware
#DIGITAL SPACE
“Eco-Systems”

digitaloffice.scot
Licences &
Grants
Planning
Education Payments
Economic
Development
Parking
Social
Work
Roads
Dept
HR Finance
& Payroll
Telehealth
Telecare
CRM Tool Online ID
Assurance
THE CHALLENGE

digitaloffice.scot
• xAAS
• Open API’S
• Interoperability
considered
• Written into
Contracts
• Data Standards &
Principals
SOLUTION?

digitaloffice.scot
TRADITIONAL
PROCUREMENT
• Requirements • Tender
• Implemen
t • Benefit
TIME
2 Years?
Contract
Change!!!

digitaloffice.scot
AGILE
PROCUREMENT
•Discovery •Alpha •Beta •Live
@DigitalOfficeLG

digitaloffice.scot
WE ARE THE DIGITAL
OFFICE FOR SCOTTISH
LOCAL GOVERNMENT
@DigitalOfficeLG

Lynsey Campbell
JP Morgan
@Lynsbee80 @Scot_WIT
#digitleaders

Technology for Social Good
Leveraging the power of Technology and People to inspire
change, foster inclusion, and make a difference in our
company and our communities
J.P. Morgan is a marketing name for JPMorgan Chase & Co., and its subsidiaries worldwide.
©2018 JPMorgan Chase & Co. All Rights Reserved. J.P. Morgan is an equal opportunity employer.

40,000+
JPMorgan Chase
technologists worldwide
1,200+
Nonprofit organizations
served (to date)
250,000+
Volunteer hours (to date)
19
Cities worldwide
Technology is a powerful tool. Used well, it can help nonprofits work smarter,
reach higher, and provide more of their great services. Technology for Social
Good at J.P. Morgan offers two programs - Code for Good & Force for Good -
that harness the technology strength and skills of our employees to benefit
social good organizations.
Technology to Move Nonprofits Forward
Learn more about Technology for Social Good programs
and how they can help nonprofit organizations.
Good
Code for
Good
Force for

Good
Code for
Good
Force for
24-hour coding challenges where current and future
J.P. Morgan technologists address real-world
problems for social good organizations.
Technology for Social Good
Over 8 months, J.P. Morgan technologists
utilize their skills to build full solutions for
social good organizations.
Benefits:
• Rapid Ideation
• Prototypes
• Innovation
Benefits:
• Full Solutions
• Production Ready
• Deployable
Project Types
Mobile
Apps
Websites Data Analytics Databases

THE
OPPORTUNITY
WE HAVE IN
SCOTLAND….

EVEN
STRONGER
PARTNERSHIPS

TACKLING THE
TECHNOLOGY
SKILLS GAP

DIVERSITY

SWiT AWARDS
2017

Drinks &
Networking
#digitleaders

Universal
Connectivity for the
Cloud Era
Stephen Hampton, CTO
June 21st, 2018

Agenda
Confidential
18
5
1. 20 Years of Organic Network Design
2. SD-WAN & Transport Independence
3. Local Internet Breakout
4. Cloud Interconnects
5. Fabrix Cloud Exchange
6. Questions

20 Years of Organic Network Design
Confidential
18
6
Sprawling Network Appliances
• Multiple Routers
• Firewalls
• VPN Concentrators
• Voice Gateways
• SBCs (Session Border Controllers)
The Evolution of Transmission Services
• Serial
• Frame Relay
• Ethernet
• MPLS (L2 & L3 VPN)
• DIA
• SIP
Every Changing Requirements
• Security
• Converged Voice & Data
• Virtualisation
• Cloud Connectivity
WAN
MPLSVPNPSTN Public CloudInternet
Head
Quarters
Data
Centre
Branch
Office
VSAT ADSLEthernetDIA
T3E3
T3E3Ethernet DIA
ISDN
Ethernet
Ethernet SIP
Dark Fibre

SD-WAN & Transport Independence
Confidential
18
7
The SD-WAN Good Stuff
• Controller Based Architecture
• Northbound API
• Traffic Path Optimisation
• Zero Touch Provisioning
Transport Independence – The Underlay
• Underlay – IP Connectivity to Controller
• Multiple Paths
• Reduced Complexity
• Replace Multiple Edge Routers
Transport Independence – The Overlay
• Software Defined
• Encrypted VPN
• Replace VPN Concentrators
• Replace Firewalls
• Replace IPS and WAN Optimisation
WAN
MPLSVPNPSTN Public CloudInternet
Head
Quarters
Data
Centre
SD-WAN
Transport
Independent IP
Underlay
Branch
Office
SD-WAN
Service Overlay
• Controller Based
• Northbound API
• Traffic Optimisation
• Zero Touch Provisioning
• Encryption

Local Internet Breakout
Confidential
18
8
The data centre was the hub of the
network for good reason.
• Application services concentrated in
the DC.
• Security policy applied centrally at the
DC.
• Centralised internet breakout.
Migrating services from DC to SaaS &
IaaS raises questions.
• What is the increase in Internet traffic?
• Is the path from BO to Cloud optimised?
• Why pay for expensive WAN to carry
Internet bound traffic?
• Where is the security boundary?
Moving to local internet optimises for
cloud.
• Fastest path over the Internet to cloud.
• Combine with SD-WAN for cloud
optimisation.
• Reduced dependence on expensive WAN
links.
• Security policy maintained and improved
upon with Cisco Umbrella.
Internet
WAN
Branch
Offices
Data
Centres
WAN Internet
Branch Offices
Data Centres

Public Cloud Connectivity
Confidential
18
9
InternetWAN
Branch
Offices
Data
Centre
Public Cloud via Internet
• Access to the entire Cloud eco-system.
• Fast provisioning – existing connectivity.
• No guaranteed performance or QoS.
• Public internet – privacy and security
risk.
• Low cost option.
Public Cloud via Direct WAN
• Guaranteed performance or QoS.
• Fast provisioning with existing WAN.
• Privacy or security (depending on WAN
service).
• Medium Cost.
• Limited access to Cloud ecosystem.
Internet
WAN
Branch
Offices
Data
Centre
Cloud
Interconnect
WAN
Branch
Offices
Data
Centre
WAN
Public Cloud Connectivity via Cloud
Interconnect
• Broad access to the Cloud services
ecosystem.
• Fast provisioning.
• Guaranteed performance or QoS.
• Privacy and Security.
• Medium Cost.

FCX: Fabrix Cloud Exchange
Confidential
19
0
• FCX circuit (managed by
Fabrix)
• FCX port (co-location DC)
Join FCX
FCX Services
• Private Connectivity to Public
Cloud
• Transit to Internet, PSTNSIP &
SWAN
• Transit to Fabrix Services
• Connectivity to Co-Location DC
• On Net (Top of Rack)

Stephen Hampton
CTO, Hutchinson Networks
stephenhampton@hutchinsonnetworks.com

The role of DevOps in
business transformation
DIGIT Leader 2018
Karl Smith @UserExperienceU
Paradigm Interactions Inc. @Paradigminov8

Why DevOps?
For IT: to enable faster release
and deployment cycles by taking
advantage of agile development
methodologies; improved
collaboration between business
stakeholders, application
development and operations
teams; and automation tools.
For Business: to be able to be first to
market through innovation and
invention or to be responsive to
market move (if required), by faster
release of new ideas, products and
services and to ensure that releases
don’t damage the brand equity
through problems that should not
exist.

DevOpS integrates developers and operations teams in order to improve
collaboration and productivity by automating infrastructure, workflows
and contiguously measuring application performance
Next Feature ➡️ Development ➡️ Deploy Grouped Deployment ➡️ Operations ⬅️ Stability
What DevOps?
COMMUNICATION
COLLABORATION
INTERGRATION

Culture = People, Processes, Tools
Automation = Infrastructure as Code
Measurement = Measure everything
Sharing = Collaboration, feedback
What DevOps 1.0 Principals
• MVP*
• Dedicated Teams
• Loosely Coupled Architecture
• Minimum Hand-offs, Maximise Flow
• Deliver in Small Batches
• Transparency
• Eliminate Overhead
• Automate Testing using APIs
What DevOps 1.0 Practices
CAMS
DevOps 2.0 brings the power of DevOps to non-technical team members. It empowers
marketing, design, and business teams to control targeted visibility and testing without
consuming engineering resources

DevOps3 integrates customer outcomes as
the focal point for the business, finance,
change and IT (anyone who’s action or
inaction affects the customer) in order to
dramatically improve collaboration and
productivity.
By joining Development, Operations and
non-technical team members DevOps3 closes
the gap to include Customers in a full
lifecycle engagement of continuous
responsiveness and customer engagement.
It also considers anything that may be an
impediment to the flow and consistency of
work to enable good outcomes with
customers including finance, legal, HR,
executive office etc.
Next generation of DevOps; customer, business, finance, change, IT

Culture = People, Processes, Tools
Automation = Infrastructure as Code
Measurement = Measure everything
Sharing = Collaboration, feedback
Outcomes = Proof, evolution
What DevOps3 Principals
• Funding Framework based on
Outcomes with measurable indicators
and flexibility to refocus funding
• Ideas Tested Early (not Design
Thinking but Service Design)
• MVE Minimum Viable Experience
• Continuous planning
• Dedicated Teams
• Loosely Coupled Architecture
• Minimum Hand-offs, Maximise Flow
• Deliver in Small Batches
• Transparency
• Eliminate Overhead
• Automate Testing using APIs
• Continuous delivery
What DevOps3 Practices
CAMSO

DevOps3 slices through the business to
align with the customer outcomes and
situates everything together either
permanently or by continuous alignment
that is need to ensure that the customer
outcomes are also everyone else's
outcomes.
Vertical slicing; an enterprise enabler

“Moving from the ME culture to the WE culture”
Transformation; hearts and minds with skills and delivery

Business
http://paradigm-
interactions.com/
https://www.linkedin.com/in
/karlsmith2/
http://ubi-net.us/
Social Media
Hashtags: #Futurist #IoT
#BlockChain #Agile #DevOps
#UbiNET #Innova8 #AI
Twitter: @UserExperienceU
@UbiNETus @Paradigminov8

DIGIT Leader Summit 2018 - Edinburgh

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