Build flexible platforms focused on business needs and change
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How do you build flexible platforms that focuses on business needs? by Fahim Salim
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Build flexible platforms focused on business needs and change
- 1. How do you build flexible platforms that focuses on business needs? Fahim Salim Head of Experience Management
- 2. Flexibility Definition Ability to deal with change at speed.
- 3. • Deliver business value • Anticipate change • Make sure we’re not the weakest link Why build for flexibility?
- 4. • Developer? • Business Analyst? • Architect? • Business? Who’s responsible?
- 6. How?
- 7. Production vs Platform PRODUCTION CORE PLATFORM • Content & Asset Publication • Site Creation & Deployment • Creative & UX Treatment • Digital Capabilities • Author Experience • Web Service Integrations
- 8. Production vs Platform: Agility PRODUCTION • Due to tight coupling - production speed is dependent on core speed. • Due to the expertise required - core has a maximum optimal speed. • Due to the nature of the setup - increasing resources either in core or production has diminishing returns. speed resources / cost CORE PLATFORM
- 9. • Optimal max speed • Small highly skilled team • High risk and critical to the business – play safe Separation of concerns PRODUCTION CORE PLATFORM • BAU driven • Low entry barrier • Highly scalable to other partners speed resources / cost sweet spot speed resources / cost
- 10. So what? How do you make sure: • the platform focuses on business needs? • the platform requirements are right? Answer • View through the lens of business CHANGE • define your organisation's TIERS OF CHANGE Content User Experience Platform TiersofChange
- 11. Tiers of change How do you define your organisation's TIERS OF CHANGE? build & launch 100 days post launch Change grid typeUpdate workflow Reposition content blocks Update header/footer Update typography Embed 3rd-party tags Predefine fixed and dynamic elements CRUD template/layout Update interaction & responsive behaviour New feature New web service Start by asking: what will the marketing team want to do in the first 100 days after launch? CRUD rich-text/images/videosUpdate fixed elements of a page Update content related components Change look & feel Content User Experience Platform Test & optimize experiences Target content
- 12. Tiers of change How do you define your organisation's TIERS OF CHANGE? build & launch 100 days post launch CRUD rich-text/images/videosUpdate fixed elements of a page Change grid typeUpdate workflow Reposition content blocks Update header/footer Update typography Embed 3rd-party tags Predefine fixed and dynamic elements Update content related components Change look & feel CRUD template/layout Update interaction & responsive behaviour New feature New web service Start by asking: what will the marketing team want to do in the first 100 days after launch? Test & optimize experiences Target content Content User Experience Platform
- 13. Tiers of change commercial model Content User Experience Platform Type of Change Volume Cost* 30% 50% 20% 50 x 30 200 x 50 350 x 20 Ideal State 18,500 units * Cost unit per change by skillet Speed** minutes hours weeks ** Time to market at point of readiness • Focuses on business needs and required agility. • Serves as the foundation of your platform requirements.
- 14. Production vs Platform Volume Cost* 30% 50% 20% 50 x 30 200 x 50 350 x 20 Ideal State 18,500 units * Cost unit per change by skillset Speed** minutes hours days ** Time to market at point of readiness Content User Experience Platform Platform Production Scale Type of Change
- 15. Flexibility Principles Empower The Business Make Yourself Redundant Apply Governance Effectively
- 17. Fahim Salim Head of Experience Management fahim.salim@cognifide.com Thank you
Editor's Notes
- That is a BOLD statement and I was thinking how am I going to justify this then…
- The term flexibility means different things to different people and it’s important that we define exactly what it means to us and use this as a principle when building platforms. For me, Flexibility is the agility to deal with change at speed … at reasonable cost
- We need to put into context what is it that we do, day in day out and it it really comes down to delivering business value. Value can take many forms in your organisation depending on it’s mission statement and objectives but essentially the platforms we are building are part of a bigger ecosystem that supports this. So why build for flexibility? Reason being is that we want to make sure that our platform is not the weakest link in the value chain. And the nature of business and even so marketing these days is that they don’t remain constant, they are very volatile that take many different forms… the platforms that we build need to be FLEXIBLE to cater for this type of environment. This is why building for flexibility is important! http://www.istockphoto.com/photo/broken-chain-25959143?st=e09febd
- So who is ultimately responsible for building flexible platforms that deliver true value?... You might say… well I am just a developer, I build to the requirements that I get given. Or you might say… well I am just a business analyst, I gather the requirements from the business. Or you might say… well I am just an architect, my solution is based on what the business wants.. And so on… Some how we expect the business to tell us what they want because they are the budget holder and ultimately call the shots…. And yes they will tell you what they want at a given point in time (usually now or in the past)… and that based on the business/market conditions. Well… it’s EVERYONES responsibility to be building platforms that provide value. It is everyone’s responsibility to provide business value We shouldn’t build things blindly, we should know why we are building and in what context - this will help us deliver business value. http://www.istockphoto.com/photo/group-of-business-people-meeting-teamwork-39433878?st=32f1c55
- It’s important to put yourself in someone else’s shoes Getting everybody involved could be a disaster in itself – but what is important is you need to appreciate different people’s point of view by putting ourselves in their shoes and looking at the challenges from their perspective. When this is not done, and everyone never changes their shoes is when platforms are built that does not meet business needs and there is no value! No empathy with the users or purpose!
- Here is an approach to consider…
- You need to be thinking of your platform in this bi-modal view…
- You refer to your supplier as the Production Partner – this in it self has an insight Tight Coupling Core cannot increase velocity regardless of spend Core requires expert skill sets Max velocity is constrained Prod velocity is largely dependent on Core velocity Gear Ratio as example – Core is small gear and it will always will be
- Separate Platform & Production, also referred to as pace layering in the industry Separate Lifecycles / Able to have different velocity Different skills sets for each service Product to be considered as BAU Production – More choice of execution ability Maximum Production Velocity is no longer constrained / How fast does the business want to go (not constrained by platform/Core)
- business agility KPIs – speed, time to market, cost and choice (agency)
- If you design a system that requires expensive and rare-to-unavailable development expertise to make common changes, you’re crippling your own ability to move forward. Launching a new platform is an exciting step - months of effort, significant investment and more than a few painful compromises accompany any major project of this nature. Too often, however, new platforms go live with only the sketchiest plan for what’s next. You wouldn’t start a new job without a clear plan for your first real impact in your first 100 days. Getting the job is not the success - it’s what you do after that counts! To keep trust in the organisation, you’ll need to start delivering on all those “we’ll get to that after launch” compromise agreements. You’ll also need to focus heavily on communications. Things go well and no-one notices, things go wrong and everyone looks for who to blame. Haters gonna hate. Plan to keep the goodwill that comes from a successful launch going by following up with clear communications. Market your success internally and manage bad news effectively. Find your champions and give them a voice! The right partner for digital transformation understands that for a company to achieve greatness with a new digital platform, they will also undergo business transformation. While the industrial revolution changed many facets of our daily lives, the current digital revolution continuously effects more of how we do business. The companies that are leading in digital transformation are the ones that realised cultural change in their business would be a driving factor of success.
- If you design a system that requires expensive and rare-to-unavailable development expertise to make common changes, you’re crippling your own ability to move forward. Launching a new platform is an exciting step - months of effort, significant investment and more than a few painful compromises accompany any major project of this nature. Too often, however, new platforms go live with only the sketchiest plan for what’s next. You wouldn’t start a new job without a clear plan for your first real impact in your first 100 days. Getting the job is not the success - it’s what you do after that counts! To keep trust in the organisation, you’ll need to start delivering on all those “we’ll get to that after launch” compromise agreements. You’ll also need to focus heavily on communications. Things go well and no-one notices, things go wrong and everyone looks for who to blame. Haters gonna hate. Plan to keep the goodwill that comes from a successful launch going by following up with clear communications. Market your success internally and manage bad news effectively. Find your champions and give them a voice! The right partner for digital transformation understands that for a company to achieve greatness with a new digital platform, they will also undergo business transformation. While the industrial revolution changed many facets of our daily lives, the current digital revolution continuously effects more of how we do business. The companies that are leading in digital transformation are the ones that realised cultural change in their business would be a driving factor of success.
- Post Go live tiers of change…. You need to apply this exercise to your current platform and need to determine your own change ratio by type.
- This is where you should draw the line as you want the majority of “change” to be a BAU production activity – decoupled from the platform. Ultimately this is how you can scale in a feasible commercial manner.
- Think and build for beyond go-live as a general rule! 1. Empower the business to be self sufficient Give them the tools to work it out for themselves Reduce the number of chefs in the kitchen Think beyond go-live - use carousel component example. What will the business want to do with it after go live. 2. Make yourself redundant 80% of change on the platform needs to be handled without you! Don’t build your involvement/dependency into the platform This will allow you to be getting involved in better challenges… trust me 3. Use process and governance to protect the brand not the technology Trust your users – catch accidental human error NOT human behaviour. Not everyone is out there to do evil Do not use or expect the technology to be replacement for Governance
- Oh and don’t forget…. Try a different pair of shoes on from time to time….