This document discusses ASSA ABLOY's cloud transformation journey and lessons learned. It summarizes: 1) ASSA ABLOY moved development and testing environments to the cloud to gain agility, automate processes, and innovate using modern technologies like microservices and Docker. 2) Early adopters at ASSA ABLOY convinced management of the cloud's benefits by evaluating providers and showing how the cloud solved existing frustrations. 3) Adopting the cloud improved creativity, quality, productivity and allowed ASSA ABLOY to modernize its software delivery and architecture. 4) Ongoing challenges include cloud knowledge, administration, costs and overprovisioning. Management buy-in increased to support production use.

1. © 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Claes Jonsson, Solutions Architect, ASSA ABLOY AB
Darren Mowry, Head of AWS Nordics & Baltics
May 2016
Keeping Cloud Transformations
on Track

2. Most transformation programs
will stall in the field

3. Stall [stawl] verb
1.1 stop or cause to stop making
progress
1.2 (of a motor vehicle or its engine) stop
running, typically because of an overload
on the engine

4. accelerate
through the
stall
10%
experience a
prolonged stall
at around 20%
adoption
70%
never
recover
20%

5. accelerate
through the
stall
10%
experience a
prolonged stall
at around 20%
adoption
70%
never
recover
20%

6. That’s hundreds of
millions of dollars in
delayed transformation
each year

7. What if you could
escape the stall?

9. S-curves are made up of groups of buyers

10. Early Adopters
• It is new to the market
• It is the fastest product
• It is the easiest to use
• It has elegant architecture
• It has unique functionality
What they want is different
Early Majorities
• It is the de facto standard
• It has the largest installed base
• It has most third-party
supporters
• It has great support
• It has low cost of ownership

11. What does all this mean for you?

12. Managers in enterprises BEHAVE THE
SAME as consumers in consumer
markets

13. Accelerating through the Great Stall
is the same as Crossing the Chasm

14. 10 things you need to do differently
in your cloud transformation
program…

15. Be realistic about the situation and what you
are facing
01Why will the initiative or project matter to the
organization?

16. Motivate and incent team members
02Ensure your team is educated and motivated to make
the change happen…and KEEP THEM with you!

17. Identify the quick wins and projects
03You need a Quick Win that you can complete and
show the organization. Your victory will impress
follow-on Early Majority decision-makers.

18. Look ahead to identify future projects
04Don’t boil the ocean. It’s about momentum, not
volume.

19. Re-position / Re-communicate often
05Change the communication and message as needed
to speak to the needs of the organization and other
decision-makers.

20. Continuously align the offering to needs
06Deliver the product that meets the needs at that
moment – not necessarily the needs you started
looking to solve.

21. Know the challenges & address them
07Clear barriers proactively, and don’t bring a knife to a
gunfight – bring in the right resources.

22. Be heard and be seen
08Communicate wins. And then communicate wins.
After that, communicate wins.

23. Lead
09Leaders must stay engaged and visible.

24. Automate & Innovate
10It was fine to do things manually in the early phase,
but what happens as demand increases and your
team is asked to deliver even more?

25. Claes Jonsson, ASSA ABLOY AB

26. About ASSA ABLOY
ASSA ABLOY is the global leader in door opening solutions.
ASSA ABLOY Shared Technologies
Group function based in Stockholm, Sweden, that focuses on
developing common product platforms.

27. Identifying the Drivers for Cloud
 The idea that software itself could drive revenue.
 A desire to gather data from millions of devices and systems.

28. Beginning the Cloud Journey
Big Data project started in the beginning of 2014 resulting in a
need for a) cloud, and b) modern software delivery.

29. Convincing Management
Evaluate various Cloud providers on key factors:
 Costs
 Market share
 Innovation capacity
 Number and quality of offerings

30. Clearing away existing frustrations
 Development environment
 IT environment
 No control over commissioning and decommissioning of hosts
 Little control of host configurations
 Shared test environments
 Special concerns due to sharing network with office

31. Development in the Cloud
So we put EVERYTHING but our laptops in the Cloud :
 Shared Services and Repositories
 Continuous Integration servers (TeamCity/Jenkins)
 Test environments

32. Team-Specific Services
Continuous integration / delivery services was key, including:
 TeamCity
 Jenkins
 Test environments
 Continuous Delivery Pipelines

33. Becoming an Internal Thought-Leader
We became the envy of the rest of the organization…asked
questions like:
• You can create your own repositories?
• In less than 5 seconds?
• You can create your own environments / hosts in a few
minutes?
• And tear down and set up new ones at will?
• You can version-control your environments / hosts?

34. Challenges for the Teams
We faced many challenges along the way, including:
• Cloud and infrastructure knowledge
• Administration
• IAM users
• Users in the various Team Services
• User in the Shared Services
• Cost awareness
• The “candy store” effect

35. Management involvement in the beginning
Management were not particularly involved, which actually made
the journey smoother. It certainly made the journey faster.
We had the time to evolve into efficient and
secure IT, before nearing production.

36. Management involvement now
Management involvement is necessary in order to be able to go to
production and gain greater buy-in.
Cloud/Shadow IT being folded into supported IT without losing the
benefits of:
• Rapid self provisioning
• Mandate to create and use resources at will
• Folded into newly created CloudOps team for production
Shared Tech passed ISO 27001 certification

37. Positive impact on the organization
 Much more creativity
 Much more control over quality
 Much higher productivity
 Ability to use much more modern software delivery
 Ability to use a much more modern architecture
 Microservices were introduced very quickly
 Docker even before Docker version 1.0.0 (June 2014)
 Ability to deploy redundant, auto-healing software
 Ability to deploy auto-scaling software

38. Looking Ahead to the Future
• More business units are looking to expand on initial progress.
• Working to continue to innovate and improve projects and
processes.
• Assa Abloy is benefiting from the lessons learned by Shared
Tech globally.