The document discusses content from STKI, an IT knowledge integration company, including information about their new website and content examples. It covers topics like digital disruption, the four industrial revolutions, predictions for 2023 in Israel, and how every company will need to become a software company. Across multiple pages, it provides definitions, predictions, recommendations, and perspectives on challenges and opportunities brought about by digital transformation and the fourth industrial revolution.
STEAM in the Public Library: Programs & Services for ChildrenAmy Koester
This webinar, presented for Infopeople, introduced STEAM and its place in public library youth services. Topics included programs and services for preschool and school-age children as well as a discussion of resources to support STEAM librarians.
STEAM in the Public Library: Programs & Services for ChildrenAmy Koester
This webinar, presented for Infopeople, introduced STEAM and its place in public library youth services. Topics included programs and services for preschool and school-age children as well as a discussion of resources to support STEAM librarians.
Recommended for CTOs, architects, IT Managers
COVID-19 has emphasized the fact that business agility and hence technology agility are the most if not the only factors for business success. However, technology agility in most IT departments is not the “strongest muscle”. Technology adoption of Cloud, Devops, Integration, Low-Code and Zero Trust are affecting all IT departments and even the entire organization. New
processes and relationships between the various branches of the IT department should emerge, forsaking old habits and technologies. New technologies and roles\responsibilities are taking their place.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
Recommended for CXOs and all IT Managers
If COVID-19 has demonstrated anything it is that organizations can no longer rely on traditional long-term strategic direction-setting, in order to succeed and grow. Today, organizations need to be able to quickly identify changes and respond with speed.
Adaptive enterprises have the technical and organizational agility to do this. In this session, we will present the organizational structure, technologies and concepts that make up an adaptive organization and discuss topics such as: Concierge hyper-personalization services; Personalized (PBC) Business Capabilities; adaptive organizational structure; Centers of Excellence; center office; hyper-automation and data centric organizations.
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Recommended for CTOs, architects, IT Managers
COVID-19 has emphasized the fact that business agility and hence technology agility are the most if not the only factors for business success. However, technology agility in most IT departments is not the “strongest muscle”. Technology adoption of Cloud, Devops, Integration, Low-Code and Zero Trust are affecting all IT departments and even the entire organization. New
processes and relationships between the various branches of the IT department should emerge, forsaking old habits and technologies. New technologies and roles\responsibilities are taking their place.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
Recommended for CXOs and all IT Managers
If COVID-19 has demonstrated anything it is that organizations can no longer rely on traditional long-term strategic direction-setting, in order to succeed and grow. Today, organizations need to be able to quickly identify changes and respond with speed.
Adaptive enterprises have the technical and organizational agility to do this. In this session, we will present the organizational structure, technologies and concepts that make up an adaptive organization and discuss topics such as: Concierge hyper-personalization services; Personalized (PBC) Business Capabilities; adaptive organizational structure; Centers of Excellence; center office; hyper-automation and data centric organizations.
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
The 28th edition of the annual research covering all aspects of the IT Market in Israel.
Volume 1: introduction, what is POSTCOVID19 Transformation and economic issues and market analysis
STKI researches and publishes once a year a complete Market Study about the Israeli Information Technology Scene. This is a version 2 that includes changes that were found after companies presented (again) their 2018 results and STKI analysts accepted the changes.
Presentation describes innovation process for IT, from digital transformation though data centric and finally automation revolution, outcome driven innovation and data, process and technical debt
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GenAISummit 2024 May 28 Sri Ambati Keynote: AGI Belongs to The Community in O...
STKI Summit 2022 presentation Jimmy
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STKI IT Knowledge Integrators
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Our new website and part of its contents:
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Our new website and part of its contents:
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examples of our content (video)
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Let's start with some definitions:
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Product-led
Organization
Digital Transformation Disruption
Xtreme (Post-digital) Adaptation
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intro
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My 2021-2022 reading list
I recommend the following:
Magazines & Books
(I read all of them)
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Product Management Books
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Product Management Books
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Business Books
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Economics Books
Forecasting books
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forecasting
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WHEN IT RAINS IT POURS:
global & local events affecting business technology in Israel
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• War between Russia and Ukraine
• Price of oil and gas increases
• Inflation maybe pushing the world into a recession.
• Interest rates increasing after years of “free money”
• “STARTUP” BUBBLE , profit the new name of the game
• Massive layoffs will occur in startups and will get bad, very
quickly, likely sometime mid next year (in Silicon Valley more than 700
start-ups have laid off over 100,000 workers this year)
• Possibility that the health situation deteriorates
• 2022 election’s results & 2023 State Budget
• Several hyperscalers opening Israeli Regions
• Technical Debt low priority in budget allocations
• CEOs pushing IT (again) to be only an enabler
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Predictions That Were So Wrong
But I Will Do Some Anyway
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Predictions for Israel @ 2023
a year of market challenges, bold decisions, and disruptive innovation.
• Hybrid Workspace & Workers
• Hybrid-cloud Core Technology Stack
• SaaS Enterprise Solutions
• Smart Automation
• (processes, testing, operations, etc.)
• Cloud First Development
• Communication & Knowledge Software
• FinOps services
• Zero-trust SASE
• Product-led organizations
• IT as the Business
• Technology & Products Division
• AI & Data Science
• Ecosystems & Super Apps
• Blockchain
• AR (augmented reality) (not metaverse)
• Israeli-Based Hyper-scalers
• Industry-specific Clouds
• Open Industry Integration (APIs)
• Composable Software (center office)
• Regularly modified & tested BCP
• Self-service Analytics
• Outsourcing
• Staff Augmentation
• Managed Services
• Co-location services
• Low code (citizen developers)
• Metaverse
• CDOs (digital or data) powered by IT
• Software licenses to subscriptions
• CAPEX to OPEX
• Uniting NOC & SOC centers
• Technical Debt is starting to be paid:
• Old on-prem ERP to cloud
• Closing on-prem Data Centers
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Predictions for Israel @ 2023
a year of market challenges, bold decisions, and disruptive innovation.
• Hybrid Workspace & Workers
• Hybrid-cloud Core Technology Stack
• SaaS Enterprise Solutions
• Smart Automation
• (processes, testing, operations, etc.)
• Cloud First Development
• Communication & Knowledge Software
• FinOps services
• Zero-trust SASE
• Product-led organizations
• IT as the Business
• Technology & Products Division
• AI & Data Science
• Ecosystems & Super Apps
• Blockchain
• AR (augmented reality) (not metaverse)
• Israeli-Based Hyper-scalers
• Industry-specific Clouds
• Open Industry Integration (APIs)
• Composable Software (center office)
• Regularly modified & tested BCP
• Self-service Analytics
• Outsourcing
• Staff Augmentation
• Managed Services
• Co-location services
• Low code (citizen developers)
• Metaverse
• CDOs (digital or data) powered by IT
• Software licenses to subscriptions
• CAPEX to OPEX
• Uniting NOC & SOC centers
• Technical Debt is starting to be paid:
• Old on-prem ERP to cloud
• Closing on-prem Data Centers
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FOURTH INDUSTRIAL REVOLUTION
FOURTH INDUSTRIAL REVOLUTION
Most people don’t realize that
DIGITAL DISRUPTION is the FOURTH INDUSTRIAL REVOLUTION.
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First Industrial Revolution: The evolution of society in the eighteenth and nineteenth
centuries from mostly agrarian to industrial and urban, which was mostly driven by
mechanical innovations such as the steam engine.
Second Industrial Revolution: The explosive growth of industries from the late 1800s to
the First World War. This was driven by mass-production techniques, electric power, and the
internal combustion engine.
Third Industrial Revolution: The widespread change (mixing computing & communication
to the masses) beginning in the 1980s with PCs, cellular phones and internet, due to new
electronic technologies.
Fourth Industrial Revolution: Modeling & mixing the physical, digital, and biological worlds
through algorithms (AI) & technologies. The major driver is the availability of massive
computing capacity from Hyperscale Cloud Technology Providers
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Availability of Hyperscale Cloud Technology’s massive computing capacity
is one of the biggest technological shifts of our lifetime;
it is going to fundamentally change everything.
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• The GOOGLE effect: separation of humans and information
• The WHATSAPP effect: Free communications, death of distance
• The ZOOM effect: Virtualization of family, classroom & business meetings
• The WOLT effect: Virtualization of food delivery experience
• The FACEBOOK effect: Virtualization of human relationships
• The AIRB&B effect: Virtualization of short-term accommodations
• The LINKEDIN effect: Virtualization of specialized knowledge and employment opportunities
• The AMAZON effect: Virtualization of customer experience
• The WAZE effect: Virtualization and crowdsourcing of automobile travel
• The SPOTIFY, APPLE MUSIC effect: Personalization of music consumerist
• The INSTAGRAM, SNAPCHAT, YOUTUBE effect: Virtualization of content sharing
• The YELP, TRIPADVISOR effect: Virtualization of Consumer Reviews
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Customers loved pandemic-era services and
want them to continue, even if they’d never
used them pre-pandemic.
Customers loved pandemic-era services and
want them to continue, even if they’d never
used them pre-pandemic.
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• The GOOGLE effect: separation of humans and information
• The WHATSAPP effect: Free communications, death of distance
• The ZOOM effect: Virtualization of family, classroom & business meetings
• The WOLT effect: Virtualization of food delivery experience
• The FACEBOOK effect: Virtualization of human relationships
• The AIRB&B effect: Virtualization of short-term accommodations
• The LINKEDIN effect: Virtualization of specialized knowledge and employment opportunities
• The AMAZON effect: Virtualization of customer experience
• The WAZE effect: Virtualization and crowdsourcing of automobile travel
• The SPOTIFY, APPLE MUSIC effect: Personalization of music consumerist
• The INSTAGRAM, SNAPCHAT, YOUTUBE effect: Virtualization of content sharing
• The YELP, TRIPADVISOR effect: Virtualization of Consumer Reviews
24
Customers loved pandemic-era services and
want them to continue, even if they’d never
used them pre-pandemic.
Customers loved pandemic-era services and
want them to continue, even if they’d never
used them pre-pandemic.
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“every
company
(including
yours)
will be a
software
company”
No matter what industry
a company is in, it relies
on software to plan and
deliver on key business
objectives.
• means through which
we communicate,
collaborate, and
execute.
• factor that shapes
both the employee
and customer
experience.
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“every
company
(including
yours)
will be a
software
company”
No matter what industry
a company is in, it relies
on software to plan and
deliver on key business
objectives.
• means through which
we communicate,
collaborate, and
execute.
• factor that shapes
both the employee
and customer
experience.
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FinTech:
Software firms that automate the delivery of financial services
Innovation has long been focused on the consumer banking. Business banking
remains stuck in neutral and business services such as real time treasury,
payments and receivables will be available first by FinTechs
Competing directly with TRADITIONAL BANKS & FINANCIAL INSTITUTIONS
InsurTech:
Software firms that make it possible for customers to research and buy insurance
online. Digital tools had made it easy to write auto insurance profitably online, 15 minutes to save
15%.
Competing directly with TRADITIONAL INSURANCE COMPANIES
creative destruction disruptive innovation
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FinTech:
Software firms that automate the delivery of financial services
Innovation has long been focused on the consumer banking. Business banking
remains stuck in neutral and business services such as real time treasury,
payments and receivables will be available first by FinTechs
Competing directly with TRADITIONAL BANKS & FINANCIAL INSTITUTIONS
InsurTech:
Software firms that make it possible for customers to research and buy insurance
online. Digital tools had made it easy to write auto insurance profitably online, 15 minutes to save
15%.
Competing directly with TRADITIONAL INSURANCE COMPANIES
creative destruction disruptive innovation
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• All of you (today) offer a variety of software
services that make it easier (self service) for
costumers to solve their specific “problem”
• You will offer more and more software
products (as will your traditional and tech
competitors) giving more & more value to
customers
YOUR COMPANY will have to be a
SOFTWARE COMPANY
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• All of you (today) offer a variety of software
services that make it easier (self service) for
costumers to solve their specific “problem”
• You will offer more and more software
products (as will your traditional and tech
competitors) giving more & more value to
customers
YOUR COMPANY will have to be a
SOFTWARE COMPANY
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DIGITAL DISRUPTION:
Migration from the Third to the Fourth Industrial Revolution Era.
re-defines the value proposition of the business using technology products
that significantly change customer behavior and market conditions.
Most companies will become
product-based software companies
DIGITAL TRANSFORMATION:
Effects of the Fourth Industrial Revolution
Continue transforming business activities, processes & competencies
delivering products that deliver value
drive advantages (impacts) for companies and customers.
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distinguishing between:
disruption takeoff and sustained transformation :
• Successful DISRUPTION is the tipping point for successful
operation of the enterprise from one generation of the
industrial revolution to the next,
• TRANSFORMATION during the industrial revolution needs to
sustain the new business model. The disruption is incomplete
if the new business model cannot be built with an eye toward
perpetual evolution.
70% of enterprises fail in the disruption/transformation efforts:
There are two ways in which they can fail.
• first, fail to take off
• second, to maintain momentum, and they end up crashing.
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distinguishing between:
disruption takeoff and sustained transformation :
• Successful DISRUPTION is the tipping point for successful
operation of the enterprise from one generation of the
industrial revolution to the next,
• TRANSFORMATION during the industrial revolution needs to
sustain the new business model. The disruption is incomplete
if the new business model cannot be built with an eye toward
perpetual evolution.
70% of enterprises fail in the disruption/transformation efforts:
There are two ways in which they can fail.
• first, fail to take off
• second, to maintain momentum, and they end up crashing.
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• Imagine attaching a World War II airplane engine to a modern commercial jet aircraft.
The old engine would not have the power needed for the plane to take off and stay aloft.
• And yet, most enterprises undergoing digital transformation do exactly that ,when they rely on
older versions of IT organizational structures and capabilities to power the change
• The digital enterprise needs a new design of engine (i.e., IT function) to power takeoff and staying aloft,
just as modern aircraft needed a new breed of engines in the 1950s.
• The modern engines for digital are the new “Product Teams” based organization
and cloud-based solutions.
This can be fatal for a fully
synchronized digital transformation.
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Is Your IT Function a Piston Engine or a Gas-Turbine Engine?
Different enterprises have different names:
• CIO, מנמ
"
ר , VP Technologies, CISO
• Chief Data Officer, Chief Digital Officer,
• Chief Business Services, Chief Transformation Officer,
Most enterprises also have or are thinking about multiple organizations
doing these functions.
STKI strongly believes that all these enabling functions need to come
together. That is the major part of the “engine upgrade”
IT technologies, IT scope of operations, and IT skills all have incredibly
short life cycles. What’s new is that the
piston-engine version of IT has reached an inflection point.
IT needs a consciously different engine. We’re no
longer talking evolution; we’re talking about a
dramatically different redesign.
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old IT
new IT
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• The new IT function is not just about new technology
platforms, a new charter of work, or newer skills; it is
about leading all the other functions and business units
in the company to new product-enabled business models.
• The digital enterprise needs digital to be understood by
every function, but powered by the new IT.
• Which is why STKI believes that the new function needs a
totally new charter and a new name
• Products and Technologies Division .
וטכנולוגיות מוצרים חטיבת
Products and Technologies Division.
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Evolution of software
development
1990 -2022
Over the past 30 years, STKI has seen a rapid evolution in:
• how we ORGANIZE,
• DISCOVERY of what we want TO DO and what
we need NOT TO DO
• DELIVERY of the final product
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1990s:
Business leaders owned discovery and a
project manager with programmers tried to
deliver it on schedule and on budget
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The Evolution of Modern Software “Discovery & Delivery”
Discovery happened once a year in an annual budgeting process
Projects with fixed timelines were assigned to specific development teams.
A project manager managed the work, budget, and schedule.
Waterfall project management was used (mapping into distinct, sequential phases).
Projects were often delivered late and over budget.
Business needs often trumped customer needs.
The enormous time lag between business requirements and the delivery of technology
that answered those needs, led to the cancelling of many projects.
Business requirements, and customer requisites changed during this time, and the
final product did not meet the then current needs.
Teams learned that many times customers never used it (offered limited value)
1990s: Business leaders owned discovery (they decided what to build)
project manager with programmers tried to deliver it on schedule and on budget
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2001: A group of software engineers (in a
mountain retreat) proposed the Agile manifesto.
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2001: A group of software engineers (in a mountain retreat)
proposed the Agile manifesto.
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software (continuous delivery of value)
Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Businesspeople and developers must work together daily throughout the
project.
Build projects around motivated individuals. Give them the environment and
support they need and trust them to get the job done.
The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.
Cont. 2 : Evolution of Modern Software “Discovery & Delivery”
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Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity the art of maximizing the amount of work not done.
The best architectures, requirements, and designs emerge from self-organizing
teams.
At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Cont: Manifesto for Agile Software Development
Cont. 3 : Evolution of Modern Software “Discovery & Delivery”
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2002-2019: Agile in name only
Faking Digital
You aren't Agile or Digital because of what you call yourself.
You are Agile or Digital because of what you do.
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2002-2019: partial agile (agile in name only) & faking digital
Discovery and Delivery are completely separate functions
Business leaders didn’t give up ownership of “discovery” they kept their original ideas
Most “delivery” teams weren’t good at estimating unpredictable work (time or budget)
Biweekly sprints killed any chance of finding a continuously sustainable pace or innovation
ideas
Continued operating on an annual budgeting cycle, making flexibility nearly impossible.
Teams measured by features they delivered, not whether anyone used it or if it created any
value
Very few projects were successful and used by clients for over 5 years (Chaos Report)
Faking Digital is the practice of implementing technologies for operational & financial
effectiveness and adding new “front-end” applications without changing the business itself.
Cont. 4 : Evolution of Modern Software “Discovery & Delivery”
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• The digital age began 75 years ago, (invention of the
transistor)
• Digital calculators & watches introduced 50 years ago
• Internet is more than 50 years old
• First browser created 30 years ago
• IBM PC was introduced 40 years ago.
• Apple is 45 years old
• STKI is 30 years old
• Google is 25 years old
• iPhone is 15 years old
NOW is the time to move beyond the
digital transformation buzzword
Disruptions at the start of a New Industrial Revolution Era
demand a different game plan than simple
transformations of the current business model.
Digital is an “old mantra”
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Let’s not confuse
Faking Digital with Digital Disruption
Faking Digital
is the practice of implementing technologies for operational
& financial effectiveness and adding new “front-end”
applications without changing the business itself.
Corporate immune system working at full speed.
DIGITAL DISRUPTION
is the Xtreme Adaptation of the organization’s
business model by changing the
DNA-culture of both the enterprise & industry
digital
disruption
Faking
Digital
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The Standish Group
published a study called
the “Chaos Report,” which
cited that
nearly 84 percent
of projects will
either fail or go
over budget.
.
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The Chaos Report also
said that
“most features are
rarely or never used.”
During this era, it's not
just that we were not
building software
predictably; we were
not even building the
right things.
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2020: Lessons from the
pandemic era and startup
knowledge spillover
Implementing the “real” thing
-”lean and agile development”-
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It is time to press ahead with Digital Disruption,
learning from and applying the techniques from Start-ups,
transitioning into a “software company”
Start-ups are all about Xtreme adaptation based on
PRODUCTS and EMPOWERED TEAMS
change change change
large established business
make millions of excuses and obstacles for
not adapting
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During the covid-19 era most projects were led by junior managers,
moved fast, didn’t wait for meetings, business & IT merged and gave impressive results
Merging DISCOVERY and DELIVERY into ONE team
PROJECTS moved toward PRODUCTS
(IT moved from enabler of the business to being the business itself) :
• Collective-business wisdom of the zoom IT crowd-cloud
• Business knowledge of most front-line team members
• Comfortable offering non-standard processes and solutions for business outcomes
• Challenged assumptions giving honest and constructive feedback
2020 - : Lessons from the pandemic era
Cont. 4 : Evolution of Modern Software “Discovery & Delivery”
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Questioning how discovery (what to build) decisions were made
Pushing discovery decisions from business to product managers and the whole product team.
Rather than just validating ideas, teams are co-creating with customers (from the beginning)
Combining the team’s knowledge of what’s technically possible with the customer’s knowledge of
their own needs, pain points, and desires to build better products.
Teams are adapting to changes in the market, in customer needs, and in technology, in real time.
Adding Lean Practices to Agile Principles
Include Value Stream Management
Optimize the whole process. Without having a view of the whole process/system, we won’t know
what to optimize.
add activities, processes, and automation that validate that the software meets the customer’s
needs.
Cont. 5 : Evolution of Modern Software “Discovery & Delivery”
2020 - : Lessons from startup knowledge spillover (LEAN + AGILE)
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The whole PRODUCT team contributes to
Continuous “Discovery & Delivery”
Continuous
Discovery
Continuous
Delivery
Product
life cycle
Design Thinking
The whole team is involved in customer interviews, mapping the customer
journey, ideating on solutions, discussing delivery options, developing the
code, supporting the product and responsible for outcomes
not a one-time activity, it is never
done, it must evolve
build, rebuild, ship & support
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Software products today “SHOULD” be conceived, designed, built, and
delivered by a cross-functional team that is part of the value stream
Team’s actors
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Software products today “SHOULD” be conceived, designed, built, and
delivered by a cross-functional team that is part of the value stream
Team’s actors
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Software products today “SHOULD” be conceived, designed, built, and
delivered by a cross-functional team that is part of the value stream
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Recently, STKI analysts received many questions from teams
chasing frameworks, tools or methodologies,
dreaming that each new innovation will suddenly magically,
effortlessly unlock the door for the
move from project to product based
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OUTCOME ORIENTED mindset (outcomes rather than features / outputs)
CUSTOMER-CENTRIC mindset places the customer at the center & that the
purpose of every business is to create and serve a customer.
COLLABORATIVE mindset requires cross-functional nature of product work and
rejects the siloed model
VISUAL mindset stepping beyond spoken and written language and into the
power of spatial thinkers by drawing, externalizing thinking mapping knowledge.
EXPERIMENTAL mindset encourages scientific-thinking by identifying assumptions
and gathering evidence.
EVOLVE FROM A PROJECT MINDSET TO A CONTINUOUS MINDSET infuse
discovery continuously throughout your delivery.
Product Team success
not just tactics or tools but the need to change the mindset.
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PROJECT PRODUCT
FUNDING Annual
Continuous with frequent
checkpoints for funding and
resources changes
TIMELINE Formal start and end dates
Continuous, ongoing, no firm end
dates but when not needed it is
retired
TEAMS
Matrix orchestration across
departments and technical
domains (silos)
Multidisciplinary, breaking
functional & specialization silos,
most of the team is full time
METRICS
On-time and on-budget
(sometimes also business
outcomes)
Business centric metrics
(customer satisfaction, profit,
market share, etc)
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FEATURE
based
on-prem
“application”
PROJECT
development
cost
OUTCOME based
PRODUCT
development cost
yearly
“USAGE PLUS
SUBSCRIPTION”
variable cost
(SaaS
consumption
model)
yearly usage
variable
expenses cost
on-prem cloud
PROJECT PRODUCT
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Three different types of Product Teams
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Platform Teams
provide common services to be implemented once but used in
many places, help in managing complexity by encapsulating
particularly difficult or specialized areas of the product.
Pini Cohen
Experience Teams
responsible for how the product is experienced (getting a
solution for the problem) by users in the form of apps, UIs,
solutions, or journeys.
Galit Fein
Data Product Teams
Focus on the process of collecting, organizing, storing, and sharing
data within an organization, they use that data to build a feature
for an experience team or build a whole data product.
(types: output data as a service, data-enhanced products, and data as
insights)
Einat Shimoni
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The goals of EXPERIENCE AND DATA TEAMS are
to solve problems for users and customers,
The goals of a PLATFORM TEAM is to enable the
experience and data teams to better solve problems
TEAM OBJECTIVES not the only work that a product
team is responsible for, also “keep‐the‐lights‐on”
We do need to keep an eye on this ongoing work because,
if it spikes, the team won't be able to make much progress
on their team objectives.
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Beware of
“Group-Think”
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Outcomes vs Outputs (features)
Lessons from Top Tech Companies
an OUTCOME is a CHANGE in human
behavior** that DRIVES business results.
** “human behavior” can apply to users’ behavior, customers’
behavior, or staff and employee behavior
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• In the old days setting project goals wasn’t that hard.
• If you’re making cars, you’re done when they roll off the
assembly line.
• But when making software products, done is less obvious.
• When is Microsoft word done? When is google done?
• Software systems are never done. We just decide to stop
working on them, or make an endless list of features and ask
our teams to work on that list—forever?
• The problem is that features can be finished and delivered and
“work perfectly” but still deliver NO VALUE
how many of these
buttons do you
use in real life?
Our world is full of “features” that work as specified
and yet deliver no value.
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Starting with outcomes, rather than outputs, is
what lays the foundation for product success.
By shifting focus to the impact on both
customers and business results (outcomes) the
team is clearly communicating the value it will
create.
When the businesspeople leave it up to the
team to explore the best outputs that might
drive the outcome, they are giving the team
the latitude they need to create value for the
customer.
from an output (features) mindset to an outcome (business) mindset
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Don’t mix
Assumptions with Knowledge
MVP is just a buzzword that
means “experiment”
in order to turn
assumptions into knowledge.
run
experiments
what are the customer
behaviors that drive
business results?
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Outcomes (human behaviors that drive business results) is what happens
when you deliver the right features.
You could manage a team by telling them what to make:
that’s called managing outputs. It’s a problem because
features don’t always deliver value.
You could manage a team by asking them to target some
high-level business result That’s called managing
impact. It’s a problem because it’s not specific enough.
What you want is to manage with outcomes: ask
teams ”what is the customer behavior change that we
are looking for?” That allows them to find the right
solution
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Product Manager combines (numerous inputs) into a coherent Product Roadmap
outcome
based
roadmap
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Products and Technologies Division
Disruption & Transformation Road Map
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Products and Technologies Division
Disruption & Transformation Road Map
(where are you?
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Traditional IT with steroids
The Digital Disruption & Transformation Road Map
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1. Traditional IT with steroids
• Moving from “data processing” to “information technology”
• You’re finally budgeting and prioritizing “technical debt” payment
• You’re trying to upgrade technology to the latest platforms (from
older (on-prem to SaaS applications) including cloud, AI, etc.
• Business (CEO, CFO) don’t see ROI in upgrades (misunderstanding
of technical debt)
• Enterprise applications are not connected
• Infrastructure department is over-staffed (too many technologies)
• No Industrial Engineering group to optimize processes
• You’re not really “transforming the enterprise.”
• You’re “digitalizing” some operations. And seeing benefits.
• You have some fake digital products, customer relations, or
operations.
The Digital Disruption & Transformation Road Map (2)
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This is the cost of having to work on:
• Outdated infrastructure (software/ hardware)
• Outdated software (several versions behind latest vendor version or
old onprem versions)
• ERP and/or CRM
• Core systems based on outdated technologies (not in itself broken
systems) but are critical to day-to-day operations
• Outdated data management tools (ETL, DW, BI)
• Upgrading and automating old processes and killing non-necessary
ones
• Inability to integrate applications or processes (in-house or partners)
• Missing documentation
• Un-commented configuration
• Un-documented code changes
Traditional IT with steroids:
Finally paying our “technical debt”?????
The Digital Disruption & Transformation Road Map (3)
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This is the cost of having to work on:
• Outdated infrastructure (software/ hardware)
• Outdated software (several versions behind latest vendor version or
old onprem versions)
• ERP and/or CRM
• Core systems based on outdated technologies (not in itself broken
systems) but are critical to day-to-day operations
• Outdated data management tools (ETL, DW, BI)
• Upgrading and automating old processes and killing non-necessary
ones
• Inability to integrate applications or processes (in-house or partners)
• Missing documentation
• Un-commented configuration
• Un-documented code changes
Traditional IT with steroids:
Finally paying our “technical debt”?????
The Digital Disruption & Transformation Road Map (3)
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The Digital Disruption & Transformation Road Map (4)
SILOED IT
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2. SILOED IT
• Bureaucracy, old processes, technical debt hinder
automation, transformation and disruption at scale
• Parts of the organization are experimenting with
transformational business models and products
• Experimenting with data products
• Moving to best-of-breed enterprise applications
• There is no enterprise-wide product strategy to
completely transform your business model itself.
• Very strong Disruption DNA firewall
The Digital Disruption & Transformation Road Map (5)
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Upon returning, had to declare to
customs the items he was
bringing back from the moon:
mainly rock and dust samples.
Aldrin was reimbursed exactly $ 10 for “travel
expenses. Luckily, he was not responsible for
paying for actual transportation from Earth
to the moon—or even to Cape Kennedy,
Florida, where Apollo 11 launched, as he
had a government planes for that.
OLD PROCESSES NEVER DIE:
Bureaucracy, old processes for NASA astronaut Buzz Aldrin when he came back from the moon
The Digital Disruption & Transformation Road Map (6)
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IT Dilemma:
managing the middle way
The Digital Disruption & Transformation Road Map (7)
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3. IT Dilemma: managing the middle way
• Your enterprise has a mix of old and new digital business
models, processes, and products.
• Implementing
• self-service data services
• Data Science projects
• API gateways and management tools
• All new applications are following a corporate-wide strategy.
• Disruption DNA firewall still exists
• Management is not convinced of the need of disruptive
applications (Parmenides Fallacy)
The Digital Disruption & Transformation Road Map (8)
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The Digital Disruption & Transformation Road Map (9)
(especially xxxtech startups)
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Enlightened IT
The Digital Disruption & Transformation Road Map (10)
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4. Enlightened IT
• You’re delivering industry-leading customer results, innovative
digital products, and best-in-class operational efficiency.
• Implementing enterprise-wide data & digital literacy programs
• Hippo vs data
• Implementing open industry standards
• You’re not winning always
• You’re digitally optimized for the moment.
• Re-organizing the business-technology relationship
by building “PRODUCT TEAMS” and the new
“Products and Technologies Division”
וטכנולוגיות מוצרים חטיבת
The Digital Disruption & Transformation Road Map (11)
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The Digital Disruption & Transformation Road Map (12)
Hippo Dominated Vs Data Obsessed
data literacy programs
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Products and Technologies Division
וטכנולוגיות מוצרים חטיבת
The Digital Disruption & Transformation Road Map (13)
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5. Products and Technologies Division
וטכנולוגיות מוצרים חטיבת
• Experience, Data and Platform teams deliver business impacts
• Value as the main outcome with an enterprise-wide product strategy
• Transformation is fully synchronized & disruption is in the DNA
• The organization has transformed into a software company
• The organization is:
• Data-driven
• Cloud first development
• SaaS Enterprise Solutions
• Simplifies business processes using intelligent automation
• Provides personalized concierge value as-a-service
• Experiments with Blockchain and Augmented Reality
• Orchestrates ecosystems in order to build B2B and B2C super apps
• All this powered by the Products and Technologies Division
The Digital Disruption & Transformation Road Map (14)
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Any questions
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