The document discusses McKinsey's concept of "two speed IT" and how organizations can implement a two speed approach to IT delivery. It provides an example of a government organization that launched a Mode 2 delivery model to enable faster delivery of IT changes alongside its existing Mode 1 processes. The key aspects of implementing a successful two speed approach discussed are getting senior sponsorship, focusing the initial pilot on the right projects, staffing the new model with experienced people, and establishing processes to incrementally scale the new model while continuing to improve the existing model.
1) The document discusses a strategic decision by an IT organization leader and their group to transform from a conventional single-mode operation to a bi-modal IT organization in order to achieve the digital agility needed to meet changing business demands.
2) Bimodal IT involves operating in two separate but coordinated modes - Mode 1 focuses on stability/efficiency while Mode 2 focuses on agility/innovation. This approach aims to address the "digital divide" between what IT provides and what the business requires.
3) A force field analysis is used to evaluate the driving and restraining forces for change. Actions are proposed to increase forces for change and decrease forces against change to help the transition to a bimodal model.
This document discusses Centric Consulting's approach to helping clients implement a "bimodal" IT model that supports both predictable "Mode 1" systems and more innovative "Mode 2" systems. It summarizes Centric's view that balancing speed and stability requires abstracting dependencies, aligning teams, embracing automation, and focusing on culture. Case studies demonstrate how Centric has successfully delivered Mode 2 applications while integrating with clients' Mode 1 operations through practices like microservices, cloud deployment, and iterative development.
Speed, agility and reduced time to market are becoming increasingly important for Technology organizations. As more business moves online, existing business models and industries are disrupted and new ones are enabled. Technology organizations are facing the challenge of how to transition to agile ways of working. Transform the existing team? Build a separate digital team? Or do both?
For more information, contact vicki.shillington@northhighland.com or kim.clarke@northhighland.com.
Bimodal IT : An Introduction from InfoSeptionInfoSeption
This document discusses building a bimodal IT system that combines traditional and modern IT approaches. It advocates adopting a DevOps model to serve as a bridge between the traditional "mode 1" and more agile "mode 2" systems. Key aspects include automating processes for consistency, compartmentalizing traditional and modern systems, improving SDLC processes, and modernizing tools. The document provides an approach and blueprint for organizations to transform their systems using these bimodal IT principles to gain stability, reliability and agility.
Martin Börjesson vil introducere Gartners teori om Bimodal IT og forklare, hvorfor den er en vigtig driver i IT innovation. I oplægget vil Martin Börjesson trække på sine mange års erfaring fra dansk erhvervsliv. Han vil blandt andet fortælle om, hvordan et digital lab efter 18 måneders snak, politik og diskussion nu endeligt kører og netop har leveret sine første brugbare resultater.
This document discusses bimodal IT, which refers to an IT architecture that supports both stability (mode 1) and agility (mode 2). It notes key characteristics of each mode, including reliability vs agility. Typical challenges of bimodal IT include preparing for cultural change, developing dual governance, making the business case, and developing the right talent. The document outlines how bimodal IT can provide business value through increased revenue, cost savings, and improved customer experience. It then describes the journey to achieving bimodal IT, including establishing governance and measuring returns. Proper platforms, architecture, and an emphasis on both long-term and short-term efforts are also highlighted.
The document discusses McKinsey's concept of "two speed IT" and how organizations can implement a two speed approach to IT delivery. It provides an example of a government organization that launched a Mode 2 delivery model to enable faster delivery of IT changes alongside its existing Mode 1 processes. The key aspects of implementing a successful two speed approach discussed are getting senior sponsorship, focusing the initial pilot on the right projects, staffing the new model with experienced people, and establishing processes to incrementally scale the new model while continuing to improve the existing model.
1) The document discusses a strategic decision by an IT organization leader and their group to transform from a conventional single-mode operation to a bi-modal IT organization in order to achieve the digital agility needed to meet changing business demands.
2) Bimodal IT involves operating in two separate but coordinated modes - Mode 1 focuses on stability/efficiency while Mode 2 focuses on agility/innovation. This approach aims to address the "digital divide" between what IT provides and what the business requires.
3) A force field analysis is used to evaluate the driving and restraining forces for change. Actions are proposed to increase forces for change and decrease forces against change to help the transition to a bimodal model.
This document discusses Centric Consulting's approach to helping clients implement a "bimodal" IT model that supports both predictable "Mode 1" systems and more innovative "Mode 2" systems. It summarizes Centric's view that balancing speed and stability requires abstracting dependencies, aligning teams, embracing automation, and focusing on culture. Case studies demonstrate how Centric has successfully delivered Mode 2 applications while integrating with clients' Mode 1 operations through practices like microservices, cloud deployment, and iterative development.
Speed, agility and reduced time to market are becoming increasingly important for Technology organizations. As more business moves online, existing business models and industries are disrupted and new ones are enabled. Technology organizations are facing the challenge of how to transition to agile ways of working. Transform the existing team? Build a separate digital team? Or do both?
For more information, contact vicki.shillington@northhighland.com or kim.clarke@northhighland.com.
Bimodal IT : An Introduction from InfoSeptionInfoSeption
This document discusses building a bimodal IT system that combines traditional and modern IT approaches. It advocates adopting a DevOps model to serve as a bridge between the traditional "mode 1" and more agile "mode 2" systems. Key aspects include automating processes for consistency, compartmentalizing traditional and modern systems, improving SDLC processes, and modernizing tools. The document provides an approach and blueprint for organizations to transform their systems using these bimodal IT principles to gain stability, reliability and agility.
Martin Börjesson vil introducere Gartners teori om Bimodal IT og forklare, hvorfor den er en vigtig driver i IT innovation. I oplægget vil Martin Börjesson trække på sine mange års erfaring fra dansk erhvervsliv. Han vil blandt andet fortælle om, hvordan et digital lab efter 18 måneders snak, politik og diskussion nu endeligt kører og netop har leveret sine første brugbare resultater.
This document discusses bimodal IT, which refers to an IT architecture that supports both stability (mode 1) and agility (mode 2). It notes key characteristics of each mode, including reliability vs agility. Typical challenges of bimodal IT include preparing for cultural change, developing dual governance, making the business case, and developing the right talent. The document outlines how bimodal IT can provide business value through increased revenue, cost savings, and improved customer experience. It then describes the journey to achieving bimodal IT, including establishing governance and measuring returns. Proper platforms, architecture, and an emphasis on both long-term and short-term efforts are also highlighted.
Avoiding the Bimodal Disaster - New Life for Enterprise ArchitectureJason Bloomberg
As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways.
However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from 'slow' IT to 'fast' digital efforts.
Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in 'slow' IT, then 'fast' digital risks compliance breaches, security vulnerabilities and worse.
To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization -- experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?
Love it or hate it, bimodal IT has become a hot topic that every IT leader has to grapple with. Learn about these topics with this (delicious) slidedeck.
Bimodal / Two Speed IT and Cloud Serverless Microservice ArchitectureRobert Wilson
In a Bimodal IT, the high speed or Innovative Organisational IT allows a business to respond to or create disruption their market.
Two key enablers for this Innovative Organisational IT are:
1. Cloud Services and a Cloud Architecture, and
2. Cloud Serverless Microservice Architecture.
Digital Transformation with 2 Speed IT & Agile Scrumtoamitkumar
Amit Kumar and Amit Anand discuss digital transformation at an enterprise using a 2 speed IT approach. They describe challenges faced including resistance to change and outdated architectures. Their solution was to create an elite development team using agile practices, innovation-ready architecture, and DevOps. This allowed for weekly releases and one-click deployments. It improved conversion rates, reduced time to market, and increased productivity.
The document discusses the concept of bimodal IT and the need for organizations to adopt both traditional ("Mode 1") and more agile ("Mode 2") approaches to software delivery. It provides context around the increasing digital demands on organizations and the limitations of conventional IT methods. The document then defines bimodal IT and contrasts the characteristics of Mode 1 versus Mode 2. It also discusses some of the challenges to adopting more agile approaches and outlines a proposed roadmap for organizations to evolve towards a bimodal model of IT.
The document discusses the challenges facing CIOs in managing a "two-speed IT" environment where there is both traditional stable IT (Mode 1) and new digital innovative IT (Mode 2).
Some key points:
- Mode 1 IT focuses on stability and efficiency while Mode 2 focuses on agility and innovation to drive new business opportunities.
- This creates differing cultures, skills requirements, metrics, and ways of working between the two modes that can cause issues.
- A large portion of IT spending is now outside of the CIO's direct control as business units directly purchase new digital technologies.
- Pricing models, vendor relationships, contracts, and skills needed are very different between traditional
The document discusses the shifting landscape of business analytics and a roadmap for data warehouse modernization. It outlines challenges like traditional BI strategies no longer being sufficient and business taking over analytics. It then introduces the concept of bimodal IT, with Mode 1 focusing on reliability and Mode 2 on agility. The roadmap involves embracing self-service BI, using a cloud data platform like Google BigQuery, offering personal sandboxes, experimenting with citizen tools, building core datasets in the cloud, and migrating to a future data warehouse with a full data lake. The goal is providing a powerful environment combining personal sandboxes and core datasets.
How large companies can regain their ability to innovate and gain speed on the market. Get out of your box and concentrate on your idea, instead of following best practices, guidelines or compliance rules.
Presented to an internal audience on 4.14.17 regarding the implementation pros and cons of the Two Speed IT management approach and some modifications for it's successful implementation.
Centric is a management and technology consulting firm with over 500 consultants in the US and 200 globally. They have extensive experience delivering over 250 high-profile projects for major carriers throughout the US. Centric aims to provide seasoned consultants and favorable pricing through a lower overhead structure, while building long-term client relationships. Their services include business intelligence, process improvement, core systems modernization, and digital strategies.
Beyone Games: Using Mobile Payments to Jump-Start Customer EngagementCentric Consulting
Gaming developers have figured how to use in-app purchases to engage users and make money. Can business apps follow the same model to #ConquerAppFatigue?
In Beyond Games: Using Mobile Payments to Jump-Start Customer Engagement, hear Centric Consulting’s Digital and Mobile Practice Leader Jason Miller explain how mobile payments are emerging as a creative way to reach app-fatigued customers across industries.
You’ll learn:
• Five steps to get started with mobile payments, including how to sell it to your CEO
• Examples of how companies are using mobile payments for business apps
• Three things you can do today to decide if mobile payments are right for you
App Platforms and Bimodal Strategies Can Help CIOs Fuel Digital InnovationAppian
The technology demands of the modern enterprise are so great that IT departments can have a difficult time keeping up which makes digital innovation in technology and business processes critical.
Read the full blog to learn how a digital transformation platform can help you keep up with the demand for digital innovation: http://ap.pn/2jazcze
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
The document discusses FleCX, a cloud-based contact center platform that allows agents to work from anywhere. It offers omnichannel capabilities, workflow automation, reporting and analytics tools, and security features to help companies improve customer experiences and agent productivity regardless of location. Setup is quick with no coding required through either a self-service or professional services option.
Presentation from IoT Solutions World Congress 2016 in Barcelona prepared and delivered by Lukasz Paciorkowski.
Abstract:
In this talk we will learn about two market leaders in two different industries - manufacturing and biopharma - how they used 2-speed IT to quickly capture market potential enabled by IoT. We will also look at benefits brought by moving from disconnected to smart enterprise, different IoT strategies and how to retain startup-like flexibility at the same time enabling market expansion on the global scale.
The document discusses scaling software innovation in large enterprises. It outlines two journeys: from the core to the edge, involving renovating legacy systems; and from the edge to the core, establishing innovation teams. A hybrid approach is needed to evolve an innovation capability while connecting teams to the IT core through practices like lean startup, agile development, and DevOps. The document provides examples of innovation projects and outlines challenges in bridging the edge and core.
Digitalizng MSMEs with Lean Digital Thinking : AatmaNirbhar Bharat & Industry...VSR *
1) Technology Fusion & Modern Cyber System
2) Modern Cyber System New Capabilities
3) Why Digitalize?
4) What to Digitalize?
5) Acquire Digital Mindset with Lean Digital Thinking
6) How to Acquire?
7) How MSMEs can contribute to AatmaNirbhar Bharat
Disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances.
The document discusses reasons for adopting Agile practices over traditional waterfall methods for software development projects. It notes that 38% of organizations frequently use Agile due to issues with requirements gathering and changing project objectives with waterfall. Agile allows for more flexibility and quicker delivery by taking an iterative approach with prioritized features rather than fixed timelines. However, Agile may not always be suitable and a hybrid approach combining Agile and waterfall elements can work for more complex or long-term projects. Successful adoption of Agile requires organizational culture change and preparation through training, selecting the right methodology, and executive sponsorship.
Enabling a Bimodal IT Framework for Advanced Analytics with Data VirtualizationDenodo
Watch: https://bit.ly/2FLc5I2
Being able to maintain a well managed and curated Data Warehouse, along with keeping up with all of the demands of a very sophisticated consumer group can be a challenge. The new user wants access to data, they want to experiment, fail fast and if they do find usable insights/algorithms they want them productionized. This puts pressure on an IT organization and pushes them closer to a Bimodal operation where the regular IT processes that are highly curated, well defined and managed contrast sharply with the demands of the more sophisticated user.
In the recently published TDWI Best Practices Report ,“Data Management for Advanced Analytics”, Philip Russom, DM for Advanced Analytics some of these newer requirements for the more sophisticated user are discussed in some length. How can IT support traditional demands around traditional BI and Reporting, whilst enabling the business with more demand for data and Advanced Analytics in mind?
Attend and learn:
- How data virtualization enables this Bi-Modal approach to Data Management.
- How data virtualization enables compelling use cases for data management and advanced analytics
- How we can achieve this important balance with process and technology.
Avoiding the Bimodal Disaster - New Life for Enterprise ArchitectureJason Bloomberg
As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways.
However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from 'slow' IT to 'fast' digital efforts.
Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in 'slow' IT, then 'fast' digital risks compliance breaches, security vulnerabilities and worse.
To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization -- experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?
Love it or hate it, bimodal IT has become a hot topic that every IT leader has to grapple with. Learn about these topics with this (delicious) slidedeck.
Bimodal / Two Speed IT and Cloud Serverless Microservice ArchitectureRobert Wilson
In a Bimodal IT, the high speed or Innovative Organisational IT allows a business to respond to or create disruption their market.
Two key enablers for this Innovative Organisational IT are:
1. Cloud Services and a Cloud Architecture, and
2. Cloud Serverless Microservice Architecture.
Digital Transformation with 2 Speed IT & Agile Scrumtoamitkumar
Amit Kumar and Amit Anand discuss digital transformation at an enterprise using a 2 speed IT approach. They describe challenges faced including resistance to change and outdated architectures. Their solution was to create an elite development team using agile practices, innovation-ready architecture, and DevOps. This allowed for weekly releases and one-click deployments. It improved conversion rates, reduced time to market, and increased productivity.
The document discusses the concept of bimodal IT and the need for organizations to adopt both traditional ("Mode 1") and more agile ("Mode 2") approaches to software delivery. It provides context around the increasing digital demands on organizations and the limitations of conventional IT methods. The document then defines bimodal IT and contrasts the characteristics of Mode 1 versus Mode 2. It also discusses some of the challenges to adopting more agile approaches and outlines a proposed roadmap for organizations to evolve towards a bimodal model of IT.
The document discusses the challenges facing CIOs in managing a "two-speed IT" environment where there is both traditional stable IT (Mode 1) and new digital innovative IT (Mode 2).
Some key points:
- Mode 1 IT focuses on stability and efficiency while Mode 2 focuses on agility and innovation to drive new business opportunities.
- This creates differing cultures, skills requirements, metrics, and ways of working between the two modes that can cause issues.
- A large portion of IT spending is now outside of the CIO's direct control as business units directly purchase new digital technologies.
- Pricing models, vendor relationships, contracts, and skills needed are very different between traditional
The document discusses the shifting landscape of business analytics and a roadmap for data warehouse modernization. It outlines challenges like traditional BI strategies no longer being sufficient and business taking over analytics. It then introduces the concept of bimodal IT, with Mode 1 focusing on reliability and Mode 2 on agility. The roadmap involves embracing self-service BI, using a cloud data platform like Google BigQuery, offering personal sandboxes, experimenting with citizen tools, building core datasets in the cloud, and migrating to a future data warehouse with a full data lake. The goal is providing a powerful environment combining personal sandboxes and core datasets.
How large companies can regain their ability to innovate and gain speed on the market. Get out of your box and concentrate on your idea, instead of following best practices, guidelines or compliance rules.
Presented to an internal audience on 4.14.17 regarding the implementation pros and cons of the Two Speed IT management approach and some modifications for it's successful implementation.
Centric is a management and technology consulting firm with over 500 consultants in the US and 200 globally. They have extensive experience delivering over 250 high-profile projects for major carriers throughout the US. Centric aims to provide seasoned consultants and favorable pricing through a lower overhead structure, while building long-term client relationships. Their services include business intelligence, process improvement, core systems modernization, and digital strategies.
Beyone Games: Using Mobile Payments to Jump-Start Customer EngagementCentric Consulting
Gaming developers have figured how to use in-app purchases to engage users and make money. Can business apps follow the same model to #ConquerAppFatigue?
In Beyond Games: Using Mobile Payments to Jump-Start Customer Engagement, hear Centric Consulting’s Digital and Mobile Practice Leader Jason Miller explain how mobile payments are emerging as a creative way to reach app-fatigued customers across industries.
You’ll learn:
• Five steps to get started with mobile payments, including how to sell it to your CEO
• Examples of how companies are using mobile payments for business apps
• Three things you can do today to decide if mobile payments are right for you
App Platforms and Bimodal Strategies Can Help CIOs Fuel Digital InnovationAppian
The technology demands of the modern enterprise are so great that IT departments can have a difficult time keeping up which makes digital innovation in technology and business processes critical.
Read the full blog to learn how a digital transformation platform can help you keep up with the demand for digital innovation: http://ap.pn/2jazcze
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
The document discusses FleCX, a cloud-based contact center platform that allows agents to work from anywhere. It offers omnichannel capabilities, workflow automation, reporting and analytics tools, and security features to help companies improve customer experiences and agent productivity regardless of location. Setup is quick with no coding required through either a self-service or professional services option.
Presentation from IoT Solutions World Congress 2016 in Barcelona prepared and delivered by Lukasz Paciorkowski.
Abstract:
In this talk we will learn about two market leaders in two different industries - manufacturing and biopharma - how they used 2-speed IT to quickly capture market potential enabled by IoT. We will also look at benefits brought by moving from disconnected to smart enterprise, different IoT strategies and how to retain startup-like flexibility at the same time enabling market expansion on the global scale.
The document discusses scaling software innovation in large enterprises. It outlines two journeys: from the core to the edge, involving renovating legacy systems; and from the edge to the core, establishing innovation teams. A hybrid approach is needed to evolve an innovation capability while connecting teams to the IT core through practices like lean startup, agile development, and DevOps. The document provides examples of innovation projects and outlines challenges in bridging the edge and core.
Digitalizng MSMEs with Lean Digital Thinking : AatmaNirbhar Bharat & Industry...VSR *
1) Technology Fusion & Modern Cyber System
2) Modern Cyber System New Capabilities
3) Why Digitalize?
4) What to Digitalize?
5) Acquire Digital Mindset with Lean Digital Thinking
6) How to Acquire?
7) How MSMEs can contribute to AatmaNirbhar Bharat
Disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances.
The document discusses reasons for adopting Agile practices over traditional waterfall methods for software development projects. It notes that 38% of organizations frequently use Agile due to issues with requirements gathering and changing project objectives with waterfall. Agile allows for more flexibility and quicker delivery by taking an iterative approach with prioritized features rather than fixed timelines. However, Agile may not always be suitable and a hybrid approach combining Agile and waterfall elements can work for more complex or long-term projects. Successful adoption of Agile requires organizational culture change and preparation through training, selecting the right methodology, and executive sponsorship.
Enabling a Bimodal IT Framework for Advanced Analytics with Data VirtualizationDenodo
Watch: https://bit.ly/2FLc5I2
Being able to maintain a well managed and curated Data Warehouse, along with keeping up with all of the demands of a very sophisticated consumer group can be a challenge. The new user wants access to data, they want to experiment, fail fast and if they do find usable insights/algorithms they want them productionized. This puts pressure on an IT organization and pushes them closer to a Bimodal operation where the regular IT processes that are highly curated, well defined and managed contrast sharply with the demands of the more sophisticated user.
In the recently published TDWI Best Practices Report ,“Data Management for Advanced Analytics”, Philip Russom, DM for Advanced Analytics some of these newer requirements for the more sophisticated user are discussed in some length. How can IT support traditional demands around traditional BI and Reporting, whilst enabling the business with more demand for data and Advanced Analytics in mind?
Attend and learn:
- How data virtualization enables this Bi-Modal approach to Data Management.
- How data virtualization enables compelling use cases for data management and advanced analytics
- How we can achieve this important balance with process and technology.
Grails & DevOps: continuous integration and delivery in the cloudGR8Conf
Nowadays, companies require very short release cycles, especially in lean startup environments.
But to release often:
deployments should be routine, not terrifying.
configuration should require a few clicks, not a thousand-line shell script.
problems should be easy to spot, not buried in a log file.
You are a developer that need to release every week or every day with a single git commit and zero-downtime? Easily spot release performance or bugs issues? If required, roll back to previous version in few seconds and one click? And you don't want to manage any dedicated repository, monitoring, build, staging, production servers? So this talk is for you!
We will explore Lean startup and DevOps concepts and share our experience on how to create a simple and fully automated build pipeline for Grails apps with a live demo, based on SaaS/cloud services: GitHub, Travis CI, NewRelic, AWS (ElasticBeanstalk, CloudFront), etc.
DevOps provides the ability to increase time to market to an new level. The question is no longer if we need to speed up our delivery. The challenge is to find the right „pace“ for your product. Not every organization and every product needs to run at the speed of Netflix and Spotify, even if we’d like it to be like this. We need to adjust the organization, processes and tools appropriatly and to identify the real bottlenecks in the delivery pipeline continuously. And by the way, we need to justify our investment in the DevOps mission. Are we just automating the current processes or can we use this DevOps thing to really support our business? In this talk, I’d like to discuss with you how to find the right design for your delivery process and your organization to behave as a business enabler and how you can scale DevOps within your organization without loosing agility. Let’s explore how we can listen carefully to the unknown customer out there and to build software they really like in the speed of your business.
The document discusses Lean 4.0, an algorithmic platform that uses digital tools like a digital twin, VR/AR, IoT, and AI algorithms to optimize production decisions and processes. It compares the traditional and digital approaches across specification, technology selection, implementation, and optimization. The digital approach provides real-time data, simulations, and recommendations to support rapid decision making, continuous improvement, and reducing errors. Implementing Lean 4.0 could reduce development time by 30%, capital costs by 20%, and increase productivity by 50% compared to traditional methods.
The document discusses Lean 4.0, an algorithmic platform that uses digital tools like a digital twin, VR/AR, IoT, and AI algorithms to optimize production decisions and processes. It compares the traditional production lifecycle to one supported by Lean 4.0, showing reductions in time, cost and errors. Key benefits of Lean 4.0 include increased efficiency, faster prototyping, reduced design errors, and algorithmic support for decision making. Outcomes include process optimization, rapid data-driven decision making, and algorithms that improve recommendations over time.
Agile Integration with APIs and Containers Workshop Nicole Maselli
The document provides an agenda for a Red Hat Agile Integration workshop. The agenda includes sessions on agile integration concepts and use cases, hands-on developer demos, and labs on contract-first API development. Participants can choose between an API design and management track or an API development and security track. The workshop aims to provide an introduction to agile integration using Red Hat products like OpenShift, Fuse, 3scale, Apicurio and Microcks.
My slides from IoT conference Athens 2017 keynote presentation, discussing the common problems with enterprise IoT projects / digital transformation and key failure points: Waterfall vs Agile methodology and open source vs closed approach/technologies. Also presenting an example agile approach of a multi-tenant IoT Solution for a Refrigerator Manufacturer.
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
This document provides an agenda and overview of Micro Focus products and directions. It introduces John Delk as the GM of Product Group at Micro Focus. It discusses Micro Focus' history of innovation, acquisitions, and working across silos. It outlines guideposts giving confidence in Micro Focus' product strategy, including a history of innovation, making additional investments, and working across silos. It provides highlights of directions for identity and security, collaboration, file and networking, endpoint management, and a call to action to attend sessions.
This document provides an overview of Air Reply and NetSuite. It discusses:
1. Air Reply is a NetSuite Solution Provider and member of the SuiteCloud Developer Network. They specialize in designing and implementing innovative cloud-based ERP solutions using NetSuite.
2. NetSuite is a cloud-based ERP platform that integrates various business functions like ecommerce, CRM, inventory management into a single system. It is designed for modern businesses needing flexibility, analytics, and agility.
3. Air Reply provides end-to-end support for NetSuite implementations including consultancy, custom application development, integration, maintenance and management services to companies in Italy and Europe.
This document provides an overview of Air Reply and NetSuite. It discusses:
1. Air Reply is a NetSuite Solution Provider and member of the SuiteCloud Developer Network. They specialize in designing and implementing innovative cloud-based ERP solutions using NetSuite.
2. NetSuite is a cloud-based ERP platform that integrates various business functions like ecommerce, CRM, inventory, financials into a single system. It is designed for modern businesses needing flexibility, real-time insights, and omni-channel capabilities.
3. Air Reply's mission is to support companies' digital transformations through NetSuite implementations. They offer consultancy, custom application development, integration, maintenance and management services for
The document discusses the transformation of devices, services, and applications. It notes that established client-server patterns are giving way to emerging patterns where modern business applications are directly engaging consumers through edge-facing services. This allows for faster delivery of new features and capabilities through shortened development cycles. The modern application lifecycle aims to deliver better applications faster and cheaper by leveraging cloud-based services and data centers.
Pivoting event streaming, from PROJECTS to a PLATFORMconfluent
The document discusses how companies are adopting event streaming platforms to drive business value by processing data in real-time. It outlines a typical customer journey from initial projects to building a centralized event streaming platform. Migrating from discrete projects to a platform allows companies to achieve operational efficiencies, improve customer experiences, and explore new business models by processing data as it happens across the organization on a single, unified infrastructure. The document argues that as software and data become more important, event streaming platforms can serve as the "central nervous system" for digital businesses by powering a wide range of real-time applications.
Differentiating Digital Banking with API MonitoringSmartBear
We'll walk through some key problems in the industry and how to tackle digital transformation. Monitoring can differentiate your user experience, this session will help guide you through how you can get started with API monitoring.
Webinar: Accelerating digital transformation practical insightsThe Digital Insurer
The document discusses accelerating digital transformation for insurers. It includes an agenda for a panel discussion on practical insights for digital transformation. The panel will discuss how insurers can accelerate their digital transformation agendas in 2021, including through the use of new technologies, meeting increased customer expectations, and prioritizing speed, cost, or flexibility. A polling questions gauges participants' views on their firm's digital transformation progress and greatest needs. The discussion focuses on the impact of COVID-19 and priorities like IoT, AI, customer experience and digital strategy.
Jesse Pulfer Pivotal Overview June 2018VMware Tanzu
This document provides an introduction to Pivotal and discusses their perspectives on trends in IT like decentralized workloads, accelerating digital transformation, and increasing focus on security. It outlines Pivotal's objectives of focusing on business outcomes, increasing agility, improving developer experience, establishing a standard operating model, and increasing infrastructure utilization. Examples are given of companies that have successfully transformed with Pivotal's help. Pivotal's value proposition is described as providing operational efficiency, developer productivity, comprehensive security, and high availability. Facts about Pivotal are listed and their platform evolution and products like Pivotal Application Service, Pivotal Container Service, and Pivotal Function Service are briefly outlined.
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INNOVATION BLUEPRINTS FOR BIMODAL IT
1. INNOVATION BLUEPRINTS
FOR BIMODAL IT
TECHNOLOGY INNOVATION & LEADERSHIP SUMMIT 2015
August 20, 2015
Agenda
1. Why the Digital Enterprise & Bimodal IT Matter
2. Key Bimodal Challenges
3. Insights for Mode 2 Scaling and Integration
4. Innovation Blueprints
NVISIA® Confidential 20151
2. INTRODUCTION TRANSFORMING THE DIGITAL ENTERPRISE
NVISIA® Confidential 20152
A digital enterprise is an
organization that uses
technology as a competitive
advantage in its internal and
external operations. As
information technology (IT)
has reshaped the
infrastructure and
operations of enterprises,
digital enterprise has taken
on different meanings.
- Techtarget.com
PROMISE:
Improving processes
Engaging talent, organization-wide
Discovering and developing new business models
DRIVERS:
Exploit - Consumers expecting digital everything
Defend - Fear of disruption & ability to respond
Explore – New rules: first to market will dominate
3. EXPLORE EARLY SUCCESS AND DESIRE FOR MORE
NVISIA® Confidential 20153
I like it. I love it. I want some more of it!
Now we need to connect
the innovative solution with
the rest of the enterprise:
Systems & Data
People and Processes
Excited about the promise of
new business opportunities
emerging from their early
innovation efforts.
SCALE & INTEGRATEINNOVATE CONFLICT WITH CORE IT:
Innovation teams have their own
cultures
Innovation teams like to fail fast
Innovations teams operate outside of
traditional IT governance and standards
Innovation teams are not as concerned
with support or reliability
4. BIMODAL IT IN A NUTSHELL
NVISIA® Confidential 20154
Gartner defines this problem space as Bimodal IT
–
Having 2 modes of IT, each to address different information and technology goals
Traditional,
emphasizing
predictability, accuracy
and stability
MODE 1 MODE 2
Source: Gartner® 2015
Exploratory,
emphasizing agility,
speed.
5. BIMODAL IT YOU NEED MODE 1 & MODE 2 TO WIN
NVISIA® Confidential 20155
MODE 1 MODE 2
Reliability Goal Agility
Price for performance Value Revenue, brand, customer experience
Waterfall, V-model, high-ceremony
IID
Approach Agile, Kanban, low-ceremony IID
Plan-driven, approval-based Governance Empirical, continuous, process-based
Enterprise suppliers, long-term
deals
Sourcing Small, new vendors, short-term deals
Good at conventional process,
projects
Talent Good at new and uncertain projects
IT-centric, removed from customer Culture Business-centric, close to customer
Long (months) Cycle Times Short (days, weeks)
Source: Gartner® 2015
6. BIMODAL IT GARTNER PREDICTION
NVISIA® Confidential 20156
Sequential
Stability
Reliability
Gartner ® predicts 75% of IT organizations will have a Bimodal IT capability by 2017.
- Simon Mingay, VP Research at Gartner
Bimodal IT: How to Have It All Without Making a Mess
HOW WILL THEY MESS IT UP?
Not dealing with Bimodal - assuming innovation (Mode2) teams are just Agile
Not synchronizing traditional IT teams with innovation focused teams
Leaving technical and team integration as an afterthought
Starting without a “blueprint” (a lightweight plan) for innovation efforts
Not renovating the core (Mode 1) with a differentiation layer as a bridge
“…half will make a mess.”
7. BIMODAL IT PRESENTATION GOALS
NVISIA® Confidential 20157
Bimodal IT Discussion
BIMODAL IT DISCUSSION:
Mode 1 versus Mode 2
Mode 1, Mode 2 and Pace-Layered
architecture
Mode 2 development is typically different
Different kinds of Mode 2 projects
Innovation Blueprints position you to scale
your Mode 2 efforts
INNOVATION BLUEPRINTS:
Mode 2 Blueprints - Intro
Sample Blueprinting Stories
Blueprint process
Templates getting started on your Blueprint
Actionable Plan
8. Systems of Record Layer
Differentiation Layer
Innovation Layer
BIMODAL IT PACE LAYERING CONTEXT
NVISIA® Confidential 2015
8
MODE 2
MODE 1
9. BIMODAL IT MODE 2 IS NOT JUST AGILE
NVISIA® Confidential 20159
Sequential
Stability
Reliability
MODE 2
MODE 2 IS NOT JUST AGILE:
Empirical Creativity
Bullets Before Cannon Balls
Get representative features into the wild
and measure your results
Fail fast
Fail forward
Manage Technical Debt
Don’t over-engineer experimental areas
Make sure debt is necessary
10. BIMODAL IT MODE 2 DEVELOPMENT IS TYPICALLY DIFFERENT
NVISIA® Confidential 201510
Sequential
Stability
Reliability
BIG CHANGES IN THE INNOVATION LAYER:
Rise of the App
Microservice Architectures (Anti-monolithic)
DevOps
Containers
MODE 2
MODE 1
11. BIMODAL IT COMMON MODE 2 FORMS
NVISIA® Confidential 201511
Systems of Record Layer
Differentiation Layer
Innovation Layer
ISOLATED CONNECTED INTEGRATED
Scale and Integrate Mode 2
INNOVATION BLUEPRINTS
12. BIMODAL IT INNOVATION BLUEPRINTS
NVISIA® Confidential 201512
Sequential
Stability
Reliability
INNOVATION BLUEPRINTS ARE:
One-Page Architectural Snapshot
Key Layers – High-level Design
Mode 1 & 2 Touch Points
Define Base Images for Mode 2 Development
Client (Browser tech stack)
Server (Service Containers Stack)
Development tools (IDE, version control…)
Testing Tools (Client and server)
Deployment Tools
Sample Functioning Application
13. BIMODAL IT CREATING INNOVATION BLUEPRINTS
NVISIA® Confidential 201513
• Survey mode 2 teams
• Survey innovation layer tech
• Snapshot - arch, tools, tech & process
• Executive kickoff
• Scope (dev/ops/data/reqs/pm)
• Set expectations
• Collaborate on scorecard criteria
• Create innovation scorecard
• Summit on blueprint - release candidate
• Prototype application using blueprint
• Pilot mode 2 project template
• Publish mode 2 project template
Kickoff
Survey
Score &
Summit
Launch
14. INNOVATION BLUEPRINT LARGE HEALTHCARE BENEFITS
NVISIA® Confidential 2015
14
MODE 1
MODE 2
iOS
Android
Native
HTML5
Apache
CXF
RESTful
API
JQuery
Mobile
Apigee
API
Spring
MVC
IBM
WebSphere
Portal
DB2
HibernateEJB
Tools, Tech & Process
Maven
CVS
Spring Tool Suite
Java/Javascript
Keynote DeviceAnywhere
WebTrends
Campaign Central
Jenkins
Member
Benefits
Claims
Authenti
cation
Payment
History
15. INNOVATION BLUEPRINT SMALL MANAGEMENT CONSULTING FIRM
NVISIA® Confidential 2015
15
MODE 1
MODE 2
Any
JSON
Client
RESTful
API
Spring
Security
oAuth2
Spring
Data JPA
SQL
Server
SPROCs
.NET/MVC
Tools, Tech & Process
Git
Gradle
Groovy
Java
Spring Boot
JUnit
16. INNOVATION BLUEPRINT MIDSIZED HEALTH CARE ORGANIZATION
NVISIA® Confidential 2015
16
MODE 1
MODE 2
AngularJS HTML5
RESTful
API
Responsive
CSS
Spring
MVC
JSP
s/Adobe
Oracle
DB
PowerBuilder
Cobol
Oracle
Weblogic
Tools, Tech & Process
Spring Tool Suite
Sublime
Chrome DevTools
Git
Bower
Gradle
Grunt
Junit
Mockito
Jasmine + Karma
Docker
Selenium – Browser Testing
H2
In-Mem
DB
Informix
Microservices
Spring
Security
Spring
Data JPA
Hibernate
17. • Survey mode 2 teams
• Survey innovation layer tech
• Snapshot - arch, tools, tech & process
• Executive kickoff
• Scope (dev/ops/data/reqs/pm)
• Set expectations
• Collaborate on scorecard criteria
• Create innovation scorecard
• Summit on blueprint - release candidate
• Prototype application using blueprint
• Pilot mode 2 project template
• Publish mode 2 project template
Kickoff
Survey
Score &
Summit
Launch
BIMODAL IT GET STARTED WITH YOUR BLUEPRINTS
NVISIA® Confidential 201517
ISOLATED CONNECTED INTEGRATED
1-5
Days
1-3
Weeks
2-6
Weeks
1-2
Weeks
3-5
Weeks
4-8
Weeks
3-5
Weeks
4-13
Weeks
12-26
Weeks
18. NEXT STEPS
Mark Panthofer, mpanthofer@nvisia.com
Josh Birenbaum, jbirenbaum@nvisia.com
NVISIA® Confidential 201518
Start with a simple Mode 2 Technology
Survey
(Tech stacks and dev tools)
Review survey and create a simple
scorecard
Hold your innovation summit to share
scorecards and plan the prototype or pilot
Expand the scope and iterate…
Editor's Notes
SITUATION - THE IT ENTERPRISE IS BEING TRANSFORMATED
Opportunities to leverage technology for true competitive advantage can’t be ignored.
Mostly see this with customer experience
b2b, b2c and b2e
Exploit Approach – This is not sustainable…
Driver: B2B, B2C and B2E IT customers expect seamless access to systems and data
Past Action: Buy point solutions and build web and mobile applications
Approach: Defend
Driver: Competitors are delivering more features at a faster pace
Result: Pace Layering to organize IT assets, modernize core systems, skills and compress release cycles – Sustaining Innovation
Approach: Explore
Driver: First to market dominates – the days of learning from new market pioneers failures and jumping in with later no longer works
Result: Lean start up – Disruptive Innovation
Opportunities to leverage technology for true competitive advantage can’t be ignored.
Mostly see this with customer experience
b2b, b2c and b2e
IT customers are coming to expect a seamless access to enterprise systems across web and mobile devices.
Analyst surveys show that even executives are increasingly interest in technology and plans to leverage it
--- Is anyone in the audience are not feeling any of this pressure ? ---
Additional resources…
http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise
http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises
http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
PROBLEM – INNOATION IS NECESSARY, BUT SCALING AND INTEGRATION CHALLENGES
Explore, true innovation is popping up. Pockets of innovation have driven desire to scale and integrate innovation
Some has been internal and others through acquisition.
Isolated innovation teams can make exciting breakthroughs, but tying these new applications into the architecture and culture can be challenging.
THE PROBLEM SPACE IS BEING RESEARCHED AND ADDRESSED
Recreated from:
July 8th Gartner Webinar – Slide 6
Bimodal IT —Bimodal IT: How to Have It All Without Making a Mess
Simon Mingay
Bimodal IT is a way to realize the digital enterprise…
Mode 2 is popping up in almost every organization whether you want it or not. If you don’t acknowledge it and deal with it now, your chances are small that you’ll be in the right 50%.
Analyst surveys show that even executives are increasingly interest in technology and plans to leverage it
Additional resources…
http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise
http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises
http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
MODE 1 AND MODE 2 ARE DIFFERENT
Recreated from:
July 8th Gartner Webinar – Slide 11
Bimodal IT —Bimodal IT: How to Have It All Without Making a Mess
Simon Mingay
YOU ARE GOING TO NEED TO DEAL WITH BIMODAL OR MESS IT UP
Bimodal IT is a way to realize the digital enterprise…
Mode 2 is popping up in almost every organization whether you want it or not. If you don’t acknowledge it and deal with it now, your chances are small that you’ll be in the right 50%.
USE BIMODAL AS BACKDROP TO SHARE OUR INSIGHTS ON STAYING OUT OF THE MESS
Isolated innovation teams can make exciting breakthroughs, but tying these new applications into the architecture and culture can be challenging.
Layer descriptions…
How Bimodal fits - Sometimes it’s helpful to think of Bimodal with a Pace Layered Architecture backdrop. Mode 2 most often aligns itself in the innovation layer and innovative, fast changing technologies…
Modes can align and overlap layers… Differentiation layer often becomes important touch point (domain driven model/services/Microservices)
Exploit, Defend and Explore approach explained – assets, technology and skills may transcend modes. Renovating the core – pulling mode 1 up. Deep exploration, pulling Mode 2 down…
Things are different in Mode 2 and changing fast…
Add links to Gartner Articles referenced.
Gartner Source:
Assessing Microservice Architecture for Scalable Application Delivery Published: 30 January 2015 (G00270697)
Disruptive Innovation and Sustaining Innovation
Standalone Application
Data Shared Batch Style
Real-time APIs +Message Based
Additional resources…
http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise
http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises
http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
Arch Snapshot:
Address Mode 1 & sync
Snapshot of overall design
Base Image:
Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all)
Jumpstart Mode 2 teams
Arch Snapshot:
Address Mode 1 & sync
Snapshot of overall design
Base Image:
Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all)
Jumpstart Mode 2 teams
Need to tell a story…
Here’s how a blueprint turned out in the healthcare industry
Share struggles and outcome.
Need to tell a story…
Here’s how a blueprint turned out in the healthcare industry
Share struggles and outcome.
Need to tell a story…
Here’s how a blueprint turned out in the healthcare industry
Share struggles and outcome.
Arch Snapshot:
Address Mode 1 & sync
Snapshot of overall design
Base Image:
Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all)
Jumpstart Mode 2 teams