INNOVATION BLUEPRINTS FOR BIMODAL IT
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NVISIA Presentation at Technology Executives Club of Chicago - Technology Innovation Leadership Summit 2015
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INNOVATION BLUEPRINTS FOR BIMODAL IT
- 1. INNOVATION BLUEPRINTS FOR BIMODAL IT TECHNOLOGY INNOVATION & LEADERSHIP SUMMIT 2015 August 20, 2015 Agenda 1. Why the Digital Enterprise & Bimodal IT Matter 2. Key Bimodal Challenges 3. Insights for Mode 2 Scaling and Integration 4. Innovation Blueprints NVISIA® Confidential 20151
- 2. INTRODUCTION TRANSFORMING THE DIGITAL ENTERPRISE NVISIA® Confidential 20152 A digital enterprise is an organization that uses technology as a competitive advantage in its internal and external operations. As information technology (IT) has reshaped the infrastructure and operations of enterprises, digital enterprise has taken on different meanings. - Techtarget.com PROMISE: Improving processes Engaging talent, organization-wide Discovering and developing new business models DRIVERS: Exploit - Consumers expecting digital everything Defend - Fear of disruption & ability to respond Explore – New rules: first to market will dominate
- 3. EXPLORE EARLY SUCCESS AND DESIRE FOR MORE NVISIA® Confidential 20153 I like it. I love it. I want some more of it! Now we need to connect the innovative solution with the rest of the enterprise: Systems & Data People and Processes Excited about the promise of new business opportunities emerging from their early innovation efforts. SCALE & INTEGRATEINNOVATE CONFLICT WITH CORE IT: Innovation teams have their own cultures Innovation teams like to fail fast Innovations teams operate outside of traditional IT governance and standards Innovation teams are not as concerned with support or reliability
- 4. BIMODAL IT IN A NUTSHELL NVISIA® Confidential 20154 Gartner defines this problem space as Bimodal IT – Having 2 modes of IT, each to address different information and technology goals Traditional, emphasizing predictability, accuracy and stability MODE 1 MODE 2 Source: Gartner® 2015 Exploratory, emphasizing agility, speed.
- 5. BIMODAL IT YOU NEED MODE 1 & MODE 2 TO WIN NVISIA® Confidential 20155 MODE 1 MODE 2 Reliability Goal Agility Price for performance Value Revenue, brand, customer experience Waterfall, V-model, high-ceremony IID Approach Agile, Kanban, low-ceremony IID Plan-driven, approval-based Governance Empirical, continuous, process-based Enterprise suppliers, long-term deals Sourcing Small, new vendors, short-term deals Good at conventional process, projects Talent Good at new and uncertain projects IT-centric, removed from customer Culture Business-centric, close to customer Long (months) Cycle Times Short (days, weeks) Source: Gartner® 2015
- 6. BIMODAL IT GARTNER PREDICTION NVISIA® Confidential 20156 Sequential Stability Reliability Gartner ® predicts 75% of IT organizations will have a Bimodal IT capability by 2017. - Simon Mingay, VP Research at Gartner Bimodal IT: How to Have It All Without Making a Mess HOW WILL THEY MESS IT UP? Not dealing with Bimodal - assuming innovation (Mode2) teams are just Agile Not synchronizing traditional IT teams with innovation focused teams Leaving technical and team integration as an afterthought Starting without a “blueprint” (a lightweight plan) for innovation efforts Not renovating the core (Mode 1) with a differentiation layer as a bridge “…half will make a mess.”
- 7. BIMODAL IT PRESENTATION GOALS NVISIA® Confidential 20157 Bimodal IT Discussion BIMODAL IT DISCUSSION: Mode 1 versus Mode 2 Mode 1, Mode 2 and Pace-Layered architecture Mode 2 development is typically different Different kinds of Mode 2 projects Innovation Blueprints position you to scale your Mode 2 efforts INNOVATION BLUEPRINTS: Mode 2 Blueprints - Intro Sample Blueprinting Stories Blueprint process Templates getting started on your Blueprint Actionable Plan
- 8. Systems of Record Layer Differentiation Layer Innovation Layer BIMODAL IT PACE LAYERING CONTEXT NVISIA® Confidential 2015 8 MODE 2 MODE 1
- 9. BIMODAL IT MODE 2 IS NOT JUST AGILE NVISIA® Confidential 20159 Sequential Stability Reliability MODE 2 MODE 2 IS NOT JUST AGILE: Empirical Creativity Bullets Before Cannon Balls Get representative features into the wild and measure your results Fail fast Fail forward Manage Technical Debt Don’t over-engineer experimental areas Make sure debt is necessary
- 10. BIMODAL IT MODE 2 DEVELOPMENT IS TYPICALLY DIFFERENT NVISIA® Confidential 201510 Sequential Stability Reliability BIG CHANGES IN THE INNOVATION LAYER: Rise of the App Microservice Architectures (Anti-monolithic) DevOps Containers MODE 2 MODE 1
- 11. BIMODAL IT COMMON MODE 2 FORMS NVISIA® Confidential 201511 Systems of Record Layer Differentiation Layer Innovation Layer ISOLATED CONNECTED INTEGRATED Scale and Integrate Mode 2 INNOVATION BLUEPRINTS
- 12. BIMODAL IT INNOVATION BLUEPRINTS NVISIA® Confidential 201512 Sequential Stability Reliability INNOVATION BLUEPRINTS ARE: One-Page Architectural Snapshot Key Layers – High-level Design Mode 1 & 2 Touch Points Define Base Images for Mode 2 Development Client (Browser tech stack) Server (Service Containers Stack) Development tools (IDE, version control…) Testing Tools (Client and server) Deployment Tools Sample Functioning Application
- 13. BIMODAL IT CREATING INNOVATION BLUEPRINTS NVISIA® Confidential 201513 • Survey mode 2 teams • Survey innovation layer tech • Snapshot - arch, tools, tech & process • Executive kickoff • Scope (dev/ops/data/reqs/pm) • Set expectations • Collaborate on scorecard criteria • Create innovation scorecard • Summit on blueprint - release candidate • Prototype application using blueprint • Pilot mode 2 project template • Publish mode 2 project template Kickoff Survey Score & Summit Launch
- 14. INNOVATION BLUEPRINT LARGE HEALTHCARE BENEFITS NVISIA® Confidential 2015 14 MODE 1 MODE 2 iOS Android Native HTML5 Apache CXF RESTful API JQuery Mobile Apigee API Spring MVC IBM WebSphere Portal DB2 HibernateEJB Tools, Tech & Process Maven CVS Spring Tool Suite Java/Javascript Keynote DeviceAnywhere WebTrends Campaign Central Jenkins Member Benefits Claims Authenti cation Payment History
- 15. INNOVATION BLUEPRINT SMALL MANAGEMENT CONSULTING FIRM NVISIA® Confidential 2015 15 MODE 1 MODE 2 Any JSON Client RESTful API Spring Security oAuth2 Spring Data JPA SQL Server SPROCs .NET/MVC Tools, Tech & Process Git Gradle Groovy Java Spring Boot JUnit
- 16. INNOVATION BLUEPRINT MIDSIZED HEALTH CARE ORGANIZATION NVISIA® Confidential 2015 16 MODE 1 MODE 2 AngularJS HTML5 RESTful API Responsive CSS Spring MVC JSP s/Adobe Oracle DB PowerBuilder Cobol Oracle Weblogic Tools, Tech & Process Spring Tool Suite Sublime Chrome DevTools Git Bower Gradle Grunt Junit Mockito Jasmine + Karma Docker Selenium – Browser Testing H2 In-Mem DB Informix Microservices Spring Security Spring Data JPA Hibernate
- 17. • Survey mode 2 teams • Survey innovation layer tech • Snapshot - arch, tools, tech & process • Executive kickoff • Scope (dev/ops/data/reqs/pm) • Set expectations • Collaborate on scorecard criteria • Create innovation scorecard • Summit on blueprint - release candidate • Prototype application using blueprint • Pilot mode 2 project template • Publish mode 2 project template Kickoff Survey Score & Summit Launch BIMODAL IT GET STARTED WITH YOUR BLUEPRINTS NVISIA® Confidential 201517 ISOLATED CONNECTED INTEGRATED 1-5 Days 1-3 Weeks 2-6 Weeks 1-2 Weeks 3-5 Weeks 4-8 Weeks 3-5 Weeks 4-13 Weeks 12-26 Weeks
- 18. NEXT STEPS Mark Panthofer, mpanthofer@nvisia.com Josh Birenbaum, jbirenbaum@nvisia.com NVISIA® Confidential 201518 Start with a simple Mode 2 Technology Survey (Tech stacks and dev tools) Review survey and create a simple scorecard Hold your innovation summit to share scorecards and plan the prototype or pilot Expand the scope and iterate…
Hinweis der Redaktion
- SITUATION - THE IT ENTERPRISE IS BEING TRANSFORMATED Opportunities to leverage technology for true competitive advantage can’t be ignored. Mostly see this with customer experience b2b, b2c and b2e Exploit Approach – This is not sustainable… Driver: B2B, B2C and B2E IT customers expect seamless access to systems and data Past Action: Buy point solutions and build web and mobile applications Approach: Defend Driver: Competitors are delivering more features at a faster pace Result: Pace Layering to organize IT assets, modernize core systems, skills and compress release cycles – Sustaining Innovation Approach: Explore Driver: First to market dominates – the days of learning from new market pioneers failures and jumping in with later no longer works Result: Lean start up – Disruptive Innovation Opportunities to leverage technology for true competitive advantage can’t be ignored. Mostly see this with customer experience b2b, b2c and b2e IT customers are coming to expect a seamless access to enterprise systems across web and mobile devices. Analyst surveys show that even executives are increasingly interest in technology and plans to leverage it --- Is anyone in the audience are not feeling any of this pressure ? --- Additional resources… http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
- PROBLEM – INNOATION IS NECESSARY, BUT SCALING AND INTEGRATION CHALLENGES Explore, true innovation is popping up. Pockets of innovation have driven desire to scale and integrate innovation Some has been internal and others through acquisition. Isolated innovation teams can make exciting breakthroughs, but tying these new applications into the architecture and culture can be challenging.
- THE PROBLEM SPACE IS BEING RESEARCHED AND ADDRESSED Recreated from: July 8th Gartner Webinar – Slide 6 Bimodal IT —Bimodal IT: How to Have It All Without Making a Mess Simon Mingay Bimodal IT is a way to realize the digital enterprise… Mode 2 is popping up in almost every organization whether you want it or not. If you don’t acknowledge it and deal with it now, your chances are small that you’ll be in the right 50%. Analyst surveys show that even executives are increasingly interest in technology and plans to leverage it Additional resources… http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
- MODE 1 AND MODE 2 ARE DIFFERENT Recreated from: July 8th Gartner Webinar – Slide 11 Bimodal IT —Bimodal IT: How to Have It All Without Making a Mess Simon Mingay
- YOU ARE GOING TO NEED TO DEAL WITH BIMODAL OR MESS IT UP Bimodal IT is a way to realize the digital enterprise… Mode 2 is popping up in almost every organization whether you want it or not. If you don’t acknowledge it and deal with it now, your chances are small that you’ll be in the right 50%.
- USE BIMODAL AS BACKDROP TO SHARE OUR INSIGHTS ON STAYING OUT OF THE MESS Isolated innovation teams can make exciting breakthroughs, but tying these new applications into the architecture and culture can be challenging.
- Layer descriptions… How Bimodal fits - Sometimes it’s helpful to think of Bimodal with a Pace Layered Architecture backdrop. Mode 2 most often aligns itself in the innovation layer and innovative, fast changing technologies… Modes can align and overlap layers… Differentiation layer often becomes important touch point (domain driven model/services/Microservices) Exploit, Defend and Explore approach explained – assets, technology and skills may transcend modes. Renovating the core – pulling mode 1 up. Deep exploration, pulling Mode 2 down…
- Things are different in Mode 2 and changing fast… Add links to Gartner Articles referenced.
- Gartner Source: Assessing Microservice Architecture for Scalable Application Delivery Published: 30 January 2015 (G00270697)
- Disruptive Innovation and Sustaining Innovation Standalone Application Data Shared Batch Style Real-time APIs +Message Based Additional resources… http://www.mckinsey.com/insights/business_technology/a_two_speed_it_architecture_for_the_digital_enterprise http://www.mckinsey.com/insights/organization/the_seven_traits_of_effective_digital_enterprises http://sloanreview.mit.edu/article/infographic-transforming-the-digital-enterprise/
- Arch Snapshot: Address Mode 1 & sync Snapshot of overall design Base Image: Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all) Jumpstart Mode 2 teams
- Arch Snapshot: Address Mode 1 & sync Snapshot of overall design Base Image: Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all) Jumpstart Mode 2 teams
- Need to tell a story… Here’s how a blueprint turned out in the healthcare industry Share struggles and outcome.
- Need to tell a story… Here’s how a blueprint turned out in the healthcare industry Share struggles and outcome.
- Need to tell a story… Here’s how a blueprint turned out in the healthcare industry Share struggles and outcome.
- Arch Snapshot: Address Mode 1 & sync Snapshot of overall design Base Image: Manage unnecessary debt (reconciling 10 different UI architectures where 1 would have worked for all) Jumpstart Mode 2 teams