IT Agility is no Longer an Oxymoron
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IT Agility is no Longer an Oxymoron at I Love APIs 2015 by VP of engineering at Trustpilot (https://www.trustpilot.com/) and enterprise architect at GLH hotels (http://www.glhhotels.com/)
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IT Agility is no Longer an Oxymoron
- 1. 1 IT Agility is No Longer an Oxymoron Matthew Newton Enterprise Architect @ glh. Hotels Ole Dallerup VP of Engineering @ Trustpilot
- 3. Who is Trustpilot 3©2015 Apigee. All Rights Reserved. Founded in 2007 > 450 employees in 4 locations • Copenhagen • New York • London • Melbourne > 15 million review of > 110,000 businesses
- 4. Who are glh. Hotels 4©2015 Apigee. All Rights Reserved. London's largest owner-operator hotel company with over 4,800 bedrooms
- 5. Who are glh. Hotels: The Vision 5©2015 Apigee. All Rights Reserved. WORLD'S BEST MANAGED GLOBAL HOSPITALITY COMPANY Leaders in guest satisfaction and employee engagement Doubling prime value and economic profit every 3-5 years
- 6. Who are glh. Hotels: Technology Goal 6©2015 Apigee. All Rights Reserved. Lead the industry in customer facing technology, infrastructure and decision sciences
- 8. Ambitious Growth Goals 8©2015 Apigee. All Rights Reserved.
- 9. A Challenging Marketplace 9©2015 Apigee. All Rights Reserved.
- 10. Constraints 10
- 11. Avoid Complete Breakdown 11©2015 Apigee. All Rights Reserved. • One big code repository • Merge conflicts • Keeping up with product ambition and growth balance is hard • New people can't find their way • Senior people get highly business critical • Technical debt
- 12. Our Enterprise Scale Team 12©2015 Apigee. All Rights Reserved.
- 13. Changing up 13
- 14. Getting Out Of Trouble 14©2015 Apigee. All Rights Reserved. From: 1 code repository No APIs Ship: 1-2 times per week Today: 150+ code repositories APIs first Shipping independently and daily
- 15. Guest Centered = A Digital Center 15©2015 Apigee. All Rights Reserved.
- 17. Teams 17©2015 Apigee. All Rights Reserved. • Independent Services • Continuous deployment • Independent teams • Fully empowered teams
- 18. Through the IT 'Ages' 18©2015 Apigee. All Rights Reserved.
- 19. Evolving Our Skills 19©2015 Apigee. All Rights Reserved.
- 20. The Common Ground 20 Embrace Constraints Change CHANGE Develop all Operators
- 21. 21 Thank You Need correct heart Ole Dallerup VP of Engineering @ Trustpilotcontact: ods@trustpilot.com Linkedin: https://www.linkedin.com/in/dallerup Matthew Newton Enterprise Architect @ glh. Hotels Matthew.newton@glhhotels.com linkedin: https://uk.linkedin.com/in/matthewjnewton
Editor's Notes
- drive traffic increase conversion customer success tools more and happier customers
- 2011-2013 we where 3x year over year Now we are only adding +80% You have no idea on the ride you are up for
- It’s always been a tough world out there even when you’re highly specialised…..but there is now no denying that we are sharing the waters with some very developed, specialised and determined species. If we are going to survive we need to become a better type of penguin (stick with me here!)
- merge conflict people setting on each other toas Huge code repository new people can’t find their way and ramp up time is hurt senior people become very critical to the business
- This is our key technical constraint. They are the cards we’ve been dealt for the past decade and we can’t expect them to change soon. We have fielded the same size perm team (in headcount terms) for the past decade It is, as with many things in life, what you do with what you have. Sports teams get better by changing personnel appropriate to the opposition. You don’t get to throw on a few extra players just because the other team is superior. This constraint helps in a stange way - we have to think through our next steps, we have to bring people through as well if we are going to have to start at ground zero each time
- microservices and apis Separate each service and create small code repositories Interface with apis Decoupled infrastructure only when it makes sense (example db not very often, libs and programming language more often) New people can quickly get an overview of a single service and start add value to the team senior people move from being business operations critical to add business value which is where we want them to be, though still critical.
- Driving the business through integration interoperability Connecting with customers directly Removing the friction at all points Personalising the experience each time Connecting glh. teams to the information they need at the point at which it has the most impact - i.e. the first time its needed Automating the commodity stages (that often are the biggest cause of concern/anxiety) - freeing up time to really listen
- Over past decade glh. IT have transitioned through 3 key phases (or ages) to the where we are now Proliferation - building out the machinery; extending the coverage; ‘connecting’ the enterprise Standardising - bringing an order to the ‘chaos’; adding on service management and project management to the operational mindsets; refining benefits through predictable/supportable/survivable delivery models; joining business groups/organisations together; getting our fingers burnt! Platforming - relocating the standardised delivery models to most effective platform (cloud in the main) to really deliver stability and performance; move away from ‘policemans’ role of containment (deliberate or accidental) to one of ‘direct, guide and support’; embrace shadow IT and work together (looking back at the start of this phase we were already 50% in the cloud without the burden of a formal cloud strategy….shadow IT had delivered that!!); putting out the fires Integration - The ‘now”. Joining the data; creating direct connection capabilities for our customers and partners; reducing the number of spinning plates that business users are having to manage and monitor; delivering features at work that are commonplace in our colleagues home life; collaborating; having fun
- We are now at 90% cloud and rising. Aim to be 98% cloud by the end of the calendar year. It’s always the last few pounds that are the hardest! The new platform needs new skills - certainly very different from those we needed 5-7 years ago. No policemans hat, far less operator issues. Now its about engaging and challenging the business to take the opportunities to change!!! It is their turn to say no - if they want to! it is devops not Dev - Ops Everyone stands up Everyone is ‘front-of-house’ Everyone improves daily work Everyone goes out and engages Everyone collaborates (OODA) Increase: throughput and understanding Decrease: risk, friction and unplanned work