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The Next Generation (of) IT
The document discusses the evolution of IT in relation to economic darwinism, emphasizing the need for adaptation to customer demands and technological changes. It outlines principles for a next generation of IT, prioritizing innovation, decentralized management, and adaptable structures over traditional cost-minimization strategies. Key components include diverse technologies, continuous improvement processes, and a shift towards self-dependent and cross-functional teams.
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The Next Generation (of) IT
- 1. The Next Generation(of) IT A guide to the enterprise IT revolution Uwe Friedrichsen, codecentric AG, 2012-2014
- 2. @ufried Uwe Friedrichsen |uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
- 3. Once upon atime …
- 4. Charles Robert Darwin (1809– 1882)
- 5. „Survival of theFittest“
- 6. fitness (ˈfɪtnɪs), n 1. the state of being fit 2. (Biology) biology a. the degree of adaptation of an organism to its environment, determined by its genetic constitution b. the ability of an organism to produce viable offspring capable of surviving to the next generation Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003 http://www.thefreedictionary.com/fitness
- 7.
- 8. Economic Darwinism Everyone isaffected by Economic Darwinism • All sectors • Growing globalization on all levels • Internet business • More competitors per customer • Higher customer expectations • Lower customer loyalty à In the long run only those will survive who meet the customer needs and demands best
- 9. IT is thenervous system IT is vital • All companies • IT is not just supporter or „cost center“ … • … but it is the central nervous system • Even short IT outages considered critical • No business change without IT • No new products without IT à IT limits the maximum possible adaption rate of a company
- 10. IT is akey success factor for belonging to the survivors of the economic darwinism
- 11. What business needsfrom IT …
- 13. How IT servesbusiness …
- 15.
- 16. Source: Dein Freundder Baum
- 17.
- 18. But there ismore …
- 19. Lean Enterprise Product shaping/optimization Innovation Measure &analyze Accelerating OODA loop Quick customer feedback cycles
- 20.
- 21. IT as aProduct Virtualization of products IT-centric business models Disruptive new business models
- 22. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product IT Technology-related Change Drivers
- 23.
- 24. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product Cloud IT Technology-related Change Drivers
- 25. Zero Downtime Peer Multiplication Mobile& IoT Deep Process Integration Unreliable Communication Unpredictable Load Patterns
- 26. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product Cloud IoT Mobile IT Technology-related Change Drivers
- 27. … and more BigData Analysis Amplifiers Social
- 28. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers
- 29. What has traditionalIT to offer to respond to those challenges?
- 30. Design Implement Execute Monitor Op5mise BPM Cycle
- 31.
- 32. So, that shouldbe easy for IT, right?
- 33. Then, why the@$#%! … ?
- 34. We base ouroptimization efforts on the wrong goals and principles
- 35. Analysis Architecture Development Build Test Deployment Operations Management Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Rudimentary connection via artefacts Isolated optimizations, no overall vision Fault avoidance as driver Artefacts Process Framework Artefacts Artefacts Artefacts Artefacts Artefacts Artefacts Artefacts
- 36. Fault avoidance as superiorgoal Local optimization Cost minimization Process frenzy Long-term planning Central control Standardization
- 37.
- 38. What are thenew goals?
- 39. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers
- 40. Short cycle times Continuousoutput High flexibility High reliability Equally Valued Goals Holistic consideration Goals of a Next Generation (of) IT
- 41. Where can welearn how to implement it?
- 42. Let’s learn fromthe wild ones
- 43. Economic Darwinism Business-related Change Drivers Lean Enterprise IT asa Product Cloud IoT Mobile IT Big Data Analytics Social Technology-related Change Drivers ü
- 44. Short cycle times Continuousoutput High flexibility High reliability Equally Valued Goals Holistic consideration Goals of a Next Generation (of) IT ü
- 45. What are thenew principles?
- 46. Principles of aNext Generation (of) IT The Core Principles Maximizing innovation instead of minimizing costs Controlled experiments instead of fault avoidance at any cost Decentralized, self dependent teams instead of central control and goal sheets Flexible adaption instead of static planning Accepting complexity on all levels Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
- 47. Principles of aNext Generation (of) IT The Technical Principles Diversity & lightweight tools instead of monoculture & integrated solutions Resilience instead of stability Microservices instead of monoliths Elasticity instead of upfront capacity planning Consistent automation of routine tasks Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
- 48. And what arethe building blocks?
- 49.
- 50. Feature Flow (No Projects) Lean Agile DevOps Architectureby Constraints (No Blueprints) Process
- 51.
- 52.
- 53.
- 54. Decentralized Control Management by Values &Goals Governance Beyond Budgeting Focus on Results (not Processes) Continuous Adaptation
- 55. Relative Targets Quick Feedback Loops Adaptation SystemicOptimization Continuous improvement
- 56. So well, andwhat do we get from this?
- 57. Target state Self-dependent, cross-functionalteams instead of functional organizations Features instead of projects Quick delivery instead of complete solutions Result focus instead of process focus T-shaped people instead of subject experts Architectural constraints instead of blueprints Values & goals instead of command & control Re-implementation instead of re-use Diversity instead of standardization Resilience instead of stability …
- 58. Currently the oldwisdom becomes stale and hypes become essentials Fashions become Fundamentals
- 59. It’s the mostdisruptive and exciting change we have seen in IT for many years Join the IT revolution!
- 60. @ufried Uwe Friedrichsen |uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com