The new digital era and the promise of complete machine to machine transformation isn't a mystery, but does require mastery of some "easier said than done" IT CPMO practices. IT executives, consultants, and change agents will benefit from using these CPMO transformation strategies

1. THE SILVESTRI GROUP
Digital Transformation Strategy
The CPMO Enterprise
Thomas Silvestri
3/18/2016

2. THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | thomas@thomassilvestri.com | www.thomassilvestri.com
Digital Transformation Strategy
The CPMO Enterprise
In the frantically evolving modern business world we need to "Embrace the Citizen Integrator Approach
to Improve Business Users Productivity and Agility"
~Gartner 2016
Summary
The new digital era and the promise of complete machine to machine transformation isn't a
mystery, but does require mastery of some "easier said than done" IT CPMO practices. IT
executives, consultants, and change agents will benefit from using these CPMO transformation
strategies by creating best practices inside their organizations as a digital transformation
strategy alignment with the business strategy to execute superior service delivery to customers
and clients worldwide in five key areas of discovery and development:
 Globalization and Innovation
 Automated Decision-making Systems
 Intelligent Enterprise Modeling
 New Customer Service Channels
 Value Network Optimization
The Future Assumptions of Digital Technology
 By 2020, in large organizations at least 65% of new integration flows will be developed
outside the control of IT departments.
 By 2022, in most organizations at least 50% of new integration flows will be
implemented by citizen integrators.
 By 2025, 35% of enterprises will consolidate their data integration and application
integration competencies as one team for aligning disciplines and technologies.
 By 2030, more than 40% of large organizations will have established a hybrid
integration platform.
Overview
New IT digital teams that are enterprise aware will work closely with enterprise professionals,
such as enterprise architects and operations staff, to ensure that they are leveraging and better
yet enhancing the existing infrastructure. Their architectures will their organization’s technical
roadmap and similarly the scope of their effort will reflect their organization’s business
roadmap. They will follow existing development guidelines and enhance them where
appropriate.
IT digital teams can achieve higher levels of success in a CPMO enterprise aware manner:

3. THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | thomas@thomassilvestri.com | www.thomassilvestri.com
 Higher levels of productivity because they are less likely to reinvent the wheel
 Quicker times to deployment/market because they have less work to do
 Higher return on investment (ROI) because they have less work to do
 Higher levels of quality through following common conventions
Digital Business Hierarchy
Integration Services - Reshaping your integration strategy toward a bimodal and self-service
"pervasive integration" approach is required to achieve sustainable advantage in the frantically
evolving and increasingly digital business world. Follow our five integration best practices to
successfully tackle this challenge.
Digital Ecosystem — a "nonintegrated digital business" is an oxymoron. Digitalization does give
organizations an opportunity to establish personalized and responsive relationships by enabling
"right-time" integration with their constituents via social media, business networks, mobile
applications and APIs.
Bimodal IT — To support the digital era's rapid pace of change, organizations of every size, in
every geography and in every industry are increasingly looking at a two-speed (bimodal) IT
strategies where slowly evolving, "run the business" IT systems (Mode 1) need to coexist and
interoperate with fast-changing and innovative "transform the business" initiatives (Mode 2).
Postmodern application strategies — often, organizations look at cloud as the primary source of
innovation in business applications and technology platforms — while trying to reduce their IT
operation costs. However, cloud services must be integrated with established, usually on-
premises, system-of-record applications in the context of postmodern application strategies.
Internet of Things — The Internet of Things (IoT) can enable unprecedented degrees of
efficiency and business model innovation. However, it also requires organizations to integrate
the new world of "smart things" and the data they produce with back-end business processes,
data and analytical environments.
The quest for sustainable competitive advantage — Modern technologies (such as social,
mobile, analytics, cloud and the IoT) are easily accessible to any organization, but also to its
competitors. They can therefore give organizations short-term, first-mover benefits; but, alone,
cannot help to build a sustainable competitive advantage. Organizations can, however, maintain
differentiation through original, smart and fast integration of such technologies (see Note 1).
Volatile business relationships — Business relationships are becoming more transient and
volatile; therefore, not only the ability to rapidly integrate, but also to quickly disintegrate is
critical. For example, rapidly disengaging from a supplier to replace it with a more efficient
alternative; substituting, with minimal disruption, a cloud service with a more innovative
offering; or switching to alternative IoT devices can make a big difference from a business
perspective.

4. THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | thomas@thomassilvestri.com | www.thomassilvestri.com
Digital Citizen Integrators
Business users' adoption of these platforms to address this class of "personal" integration needs
is giving rise to the phenomenon of "citizen integrators" (see "Embrace the Citizen Integrator
Approach to Improve Business Users' Productivity and Agility”). You cannot ignore this
phenomenon; it's going to happen whether you approve it or not. You have to manage it,
because you don't want individual business users to pursue DIY integration in a spontaneous,
unregulated fashion. Ungoverned DIY integration would potentially expose your organization to
the same risks that stem from unmanaged adaptive integration — only an order of magnitude
higher.
Key Challenges
 Influence: Transformation leaders assume everyone understands the objectives of the
business transformation, and fail to develop a common vision that unifies everyone's
understanding and points them in the right direction. This is where failure starts.
 Communication: Conflicting messages about what is changing splinter the audience and,
ultimately, will derail a transformation effort.
 Actionable Intelligence: Top-down messages that are too general or full of "enterprise-
speak" leave much open to interpretation and do not enable those in the organization
who will need to support the change to take specific action.
 Change Management and Training: Organizational change activities are often an
afterthought and commonly associated with training.
Recommendations
 Make the re-envisioning of your digital transformation strategy a top priority, because a
holistic, pervasive and "high touch" bimodal integration approach is an entry ticket to
the digital era.
 Encourage and enable global systems and platform investments and governance by
driving transformational support and guardrails for all encompassing spectrum of users.
The systematic and adaptive modeling through a "facilitation team" that complements
business and IT management to build centralized organizations.
 Develop new innovation models for internal and external application development (AD)
project leaders into a design-for-interoperability approach by pushing an decision-
making business driven API-first style supported by appropriate technology.