Digital Transformation Case Study | anynines
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The slides are part of our talk about the "Digital Transformation Case Study" held by CEO of anynines - Julian Fischer (Twitter: @fischerjulian) - at the Pivotal Digital Transformation Forum 2016 in Istanbul.
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Digital Transformation Case Study | anynines
- 2. Introduction
- 4. Case Study
- 6. Building an Industry 4.0 Platform based on Cloud Foundry
- 7. Disrupt or be disrupted.
- 8. International competitors are already in a digital transformation.
- 9. Digital Transformation is a must.
- 11. Learn how to become disruptive.
- 15. 🤔 What?
- 16. Culture Methodology Technology Dimensions of a Digital Transformation
- 17. Paradigms map to values. Values influence behavior. Behavior comprises culture.
- 18. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 19. Culture Methodology Technology Dimensions of a Digital Transformation
- 20. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go The highest goal is to satisfy the customer. Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 21. Digital Transformation is about changing your organization’s culture!
- 22. …with additional impact on methodology and technology.
- 23. It’s simpler than you think. Digital transformation essence. Paradigms overlap in value.
- 24. Focus on the customer (value)
- 25. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 26. Sustainability
- 27. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 29. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 30. Feedback, Learning & Adoption
- 31. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 33. Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 34. Cloud Foundry Lean Agile Cloud Automation Continuous Integration Continuous Deployment Continuous Delivery Configuration Management Devops Automation Self-Healing Scalability On-demand self-service Pay as you go Satisfy the customer! Early and continuous delivery of valuable software. Welcome changing requirements Integrate business people and developers changing requirements Trust a motivated team to get the job done Provide the required work environment and support Working software is the primary measure of progress Agile processes promote sustainable development Sponsors, devs and users are able to keep the pace Continuous attention to technical and design excellence Simplicity. Maximizing the amount of work done Best work results come from self-organizing teams Regular team reflection: self-improvement Look at the customer value from customer’s perspective Identify value stream > Visualize your workflow Optimize the flow. Pull system. Continuous improvement Culture of self-responsibility. Mission Ctrl. vs. Cmd & Ctrl. Leaderships is service to the employee Open information and feedback processes Waste reduction. Focus on value Cross-functional teams It’s about the people Learning Org. Build/Measure/Learn. Validated learning Sustainability
- 35. When approached with the right mindset and methodology Cloud Foundry can boost your productivity by living lean and agile values.
- 36. Ways to approach a Digital Transformation
- 37. Culture Methodology Technology Dimensions of a Digital Transformation People Processes & Habits Languages, Frameworks, … What you want to change What you have to influence
- 38. Culture Methodology Technology Transformation Choices People Processes & Habits Languages, Frameworks, … Educate or hire. Change or bootstrap.
- 41. Transformation Digital Transformation Awareness ✅ Customer Division A Product Management Software Development Software Operations C-Level Management … Disruptive Stack Blueprint Lean Agile Cloud Cloud Cloud Cloud Cloud Cloud Cloud
- 42. Transformation Digital Transformation Awareness ✅ Customer Division A Product Management Software Development Software Operations C-Level Management … Disruptive Stack Blueprint Lean Agile Cloud Cloud Cloud Cloud Cloud Cloud Cloud
- 43. Transformation Digital Transformation Awareness ✅ Customer Division A Product Management Software Development C-Level Management … Disruptive Stack Blueprint Lean Agile Cloud Cloud Cloud Cloud Cloud Software Operations Cloud Cloud
- 44. Beware of anti-patterns: The Waterscrumfall
- 45. Classic Value Chain Management Product Management Development Operations 💡 📄 💾
- 47. Classic Value Chain Management Product Management Development Operations 💡 📄 💡 💡💡 What to do with these ideas? Ignore recent learning?
- 48. Adding iterative development helps but doesn’t fix the entire problem.
- 49. Classic Value Chain Management Product Management Development Operations 💡 📄 💾 Waterfall Scrum = Waterscrumfall
- 50. • Antipattern • = Sequential, directed, one-way processes before and after an „agile development“ phase of the value chain • Software engineering maybe slightly improved Waterscrumfall
- 51. This is not lean. This is not XP. This is not agile.
- 52. Classic Value Chain Management Product Management Development Operations 💡 📄 💾 💡 💡 💡💡 💡 💡 💡💡 💡 💡 💡 💡
- 53. Learning happens all along the way.
- 54. Embrace learning along your entire value chain by working with iterations and allow feedback to change your original plan!
- 55. The Lean Engine of a Learning Organization
- 57. Measure Learn Build DEV OP 💾💾💾 Each iteration results into a product Tested and evaluated against the actual
- 58. To avoid a waterscrumfall…
- 59. …the entire value chain needs transformation.
Hinweis der Redaktion
- Platform companies tend to be the fastest growing companies. e.g. airbnb against hilton.
- Current climate
- Many possible.
- What a chaos
- It goes down to
- Values are your compass and help you navigate!
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Because the customer is the only reason we exist
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- You want to keep manufacturing and not burn out after a few iterations.
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Because our plans are always flawful. We need to build against an environment that delivers fast feedback. We can’t predict the future.
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Enumerate values. Show how paradigms are connected. Extract the essence. Conclude that it is not exactly important which one you pick as long as you cover the essence!
- Fund or buy tech-startups and cannibalize your existing organization with a new one. > Create a new business culture from scratch by hiring the right people. > No resistance.
- Create a blueprint. Select paradigms.
- Create a blueprint. Select paradigms.
- Create a blueprint. Select paradigms.
- Conclusion. Explained in the following.
- That’s how you do it better.
- This is a paradigm describe an alternative approach.