Digital Transformation is a strategy that industries have been embracing over the past several years. Efforts are maturing but organizations are continuing to struggle to capture new digital value and reflect it on the bottom line. Digital Transformation efforts for most legacy companies are struggling, as they are looked on as a Technology problem.
Any "Transformational" strategy must address all the stakeholders involved as well as have a focus on delivering value to these stakeholders at multiple levels. Success can and has been delivered through the creation of Digital Transformation Enablement Programs that address the multiple stakeholder dimensions (people, process, and technology) and ultimately lead to digital being just how we do business.
In this discussion I will specifically outline the steps that we have leveraged to deliver Digital Transformation Enablement and as a byproduct change the way people work, how they approach problems with the application of technologies, and ultimately drive new value for their organization and customers.
4. What is digital transformation?
Because digital transformation will look different for every company,
it can be hard to pinpoint a definition that applies to all. However, in
general terms, we define digital transformation as the integration of digital
technology into all areas of a business resulting in fundamental
changes to how businesses operate and how they deliver value to
customers. Beyond that, it's a cultural change that requires
organizations to continually challenge the status quo, experiment often,
and get comfortable with failure. This sometimes means walking away
from long-standing business processes that companies were built
upon in favor of relatively new practices that are still being defined.
● People
● Process
● Technology
Change
Our Job
● Empower
People
● Define
Strategy
● Execute
Tactics
● Build
Ecosystems
Digital Enablement
5.
6.
7. Digital Transformation Enablement Program Workstreams
7
ARCHITECTURAL TENETS
COMMUNITIES OF PRACTICE (C&P&T)
LIGHTHOUSE SERVICE/TEAM
EMBEDDED MVS RESOURCES
HACKATHONS
SKILLS ASSESSMENTS
TEAM ROTATIONS
FORMAL TRAINING
ENTERPRISE DESIGN PATTERN (P&T)
COMMUNICATION/USER GROUPS
BUSINESS & IT KPI’S/OKR’s
MVS ALIGNMENT AND PROGRESSION
DEVOPS (C&P&T)
Culture & People Enablement
Process & Measures
Technology & Skills
Cross Cutting Enablers
ECOSYSTEM CROWDSOURCE (C&P&T)
8. LIGHTHOUSE SERVICE/TEAM
EMBEDDED MVS RESOURCES
HACKATHONS
MVS ALIGNMENT AND PROGRESSION
COMMUNICATION/USER GROUPS
TEAM ROTATIONS
Culture & People Enablement
Change
COMMUNITIES OF PRACTICE (C&P&T)
DESIGN PATTERN (P&T)
DEVOPS (C&P&T)
Cross Cutting Enablers
ECOSYSTEM CROWDSOURCE (C&P&T)
13. 13
Environment State:
● 5 Environments
● RedHat Openshift Container Orchestration Platform (OCP) on
hyper-converged infrastructure
● Houston – Non-Prod and Prod, Dallas – Non-Prod and Prod,
Singapore - Non-Prod
● Azure DIY: Non-Prod and Prod (West Europe), Alibaba (China),
● SaaS implementation – RedHat managed OCP (AWS)
● Over 321 development teams on boarded with additional requests
being made weekly, 1610 containerized applications
Operating Model:
● Infrastructure as Code - Entire platform deployed via automation
through CloudForms, Ansible, and Puppet, Weekly Rebuilds
● Cattle vs Pets mentality - Problems are resolved through code and
servers are rebuilt vs one off fix per event (avoiding technical debt)
● Key enabler for Enterprise Architectural Mandates – API’s, modern
Auth and Cloud AIMS
● Orchestrated flexible failover for planned/unplanned outages
without business disruption
● 15 FTE Agile Team Managing 1600+ applications 300+ App teams
Lighthouse: Containers as a Service Example
14. Role:
Goal:
Outcome:
applying them on
something important to them
HACKATHONS
DESIGN PATTERN (P&T)
MVS ALIGNMENT AND PROGRESSION
DEVOPS (C&P&T)
COMMUNICATION/USER GROUPS
COMMUNITIES OF PRACTICE (C&P&T)
16. NetApp
Provisioning
Zero day provisioning playbook for NetApp
Storage
Storage Zero day configuration of NetApp devices BA
NetApp CIFS
provisioning
Netapp CIFs share provisioning with default
provisioning
Storage Remove handover from provisioning share to WO
for Storage Ops to apply folder permissions
KL
Gitlab runners on
Openshift
Setting up CI/CD pipeline using an alternative tool,
Gitlab Runners
Network
Automation
Enable continuous integration and delivery for
automation
BA
Update profile on
all the VPN
gateways
Update profile configurations for VPN gateways Internet
Hosting
Once per month. 5 minutes per gateway (manual),
40 of them. ~2hrs. Eliminate mistakes and human
errors. Reliability: GME users cannot access to VPN
in the event of corrupted profile being
created/updated to gateway manually.
KL
Gather Gateway
device statistics
1. Gather the Gateway VPN data (number of
connected users per site/gateway) and then create
a report from statistics
2. Gather the ASA device performance information
(cpu/memory utilization, throughput, model, RAM
Size and serial number) then create a report
Internet
Hosting
VPN usage visibility – capacity planning/usage
pattern. Trend analysis
Alert on high utilization. Inventory info.
KL
DNS Updates As part of DNS servers decommissions, need to
update DNS entries on Linux servers
Linux Target non-puppetized servers KL
17. Role:
Goal:
Outcome:
MVS ALIGNMENT AND PROGRESSION
DESIGN PATTERN (P&T)
LIGHTHOUSE SERVICE/TEAM
TEAM ROTATIONS
BUSINESS & IT KPI’S/OKR’s
FORMAL TRAINING
18. Current Role Emerging Role 1 Emerging Role 2
Business Analyst Digital Business Consultant Delivery Lead
Architect Feature Design Architect Service Design Architect
Developer Full-Stack Engineer Site Reliability Engineer
System Admin Site Reliability Engineer
Project Manager Delivery Lead Product Owner
Tower Manager Service Delivery Architect Digital Business Consultant
Vice President Value Chain Owner
Director Service Portfolio Owner
21. CONFIDENTIAL
1. Business is taking a larger role
a. Net New (Onboarding)
i. Kick the tires (Start-up) discovery MVP/PoC
1. Low touch 1-2 request (tickets)
2. 90% 101 or 201 docker
ii. Large Project/Product Teams - Resource
1. Care and maintenance required ongoing
2. Service dependent on CaaS service
iii. COTS customer - App Migration
1. Bundled with dependencies (orchestration)
2. Container Ready vs. Not container ready
b. Current Customer (Day 2, Versioning)
i. Low Touch
1. Optimizing Services (Namespace, Network, Resources, Registry)
ii. Large Product/Project Team
1. Need Consulting (Architecture/Capabilities ex. Continuous Availability, Multi-datacenter/cloud )
2. Need Consulting (Modernization ex. Refactoring, Pipeline, etc.)
iii. COTS customer
1. Need Consulting (Modernization ex. Refactoring, Pipeline, etc.)
2. Day 2 Operations ex. New Version/Lifecycle Management
c. License to Operate/Shared Services (ex. Security, Logging)
i. Individual PBI items based on group
25. 25
Storage CI/CD Path to Production Jenkin Build Pipeline
Build & Unit
test &
Isolation Test
Quality Gate
Build Image
with
Dockerfile
Playbook
Commit
Save Image
in image
stream and
tag
Deploy to
DEV
Verify DEV
API Test on
DEVDeploy to QAVerify QA
Deploy to
ACC Verify ACC
PO /
Stakeholders
Trigger Prod
Pipeline
Deploy to
PROD
Actual Jenkins
Pipeline
26. Lifecycle Environments
Containers
CONTINUOUS DELIVERYDEVELOPMENT ITERATIONSUSER STORIES
FEATURES
Orchestration
OpenShift - Additional
Services for Kubernetes
Cluster:
RBAC: Role Based Access
Control
Kibana - Log analysis
Fluentd - Log data collector
ElasticSearch - Log storage
ALERTING
CI/CD Pipeline
GitLab - Storing Code
Sonarqube - Checking
Code Quality
Gradle - Automating
Code Packaging
Jenkins - CI to
Production
Nexus - Storing
Executables
Monitoring Tools
Grafana - Visualization of
Performance Metrics
Istio - Managing
Deployed Services
Jaeger - App
Troubleshooting
Prometheus - App
Performance/Alerting
Outcome:
Prioritize
Capacity
Mgmt
Outcome: Working
Software
Outcome: Monitoring &
Support of Product Apps
Kanban - Story Backlog
Swagger -
Documentation
DEV QA UAT PRO
D
35. CONFIDENTIAL
● Who is your
customer(internal/ext
ernal)?
● What does success
look like for them?
● Are you WOWing
them?
● Is your customer
loyalty increasing?
● Do they feel like you
are responding to their
needs?
● Who is your primary IT
stakeholder?
● How can we deliver
stuff more efficiently?
● How do we increase
velocity?
● How do we increase
quality?
● How do we increase
repeatability?
● How do we respond
faster to issues?
Customer - Buy the Stuff Culture - Deliver the Stuff
● Who is your primary
business Stakeholder?
● Is what we are doing
transformational?
● Are we delivering
better (reliability,
profitability, ROCE,
cost efficiencies,
usage)?
● Are we optimizing
business process?
Business - Pay the Bills
36. CONFIDENTIAL
Mode & Method?
Smith
Automation COP (FI)
Rainer Cristi
John Smith
Business Sponsor
Culture:
Dashboard
Culture KPI’s
Reuse (Use the same service)
Feature Release (Duration)
MTTR
Failure %
Throughput (Feature request to
Production)
Business KPI’s
# of automated Transactions
(Frictionless %)
Recommendation Accuracy
Vision: Facilitate Accurate Supply Management and Allocation Process between for
Customer
Objective: Service Separation While maintaining 100% service/feature coverage parity
KR: Sustainable CI/CD Pipeline
KR: 90% Unit Test Coverage
KR: Front end decoupled from backend and modernized to Angular 7
Customer KPI’s
Net Promoter Score (NPS)
Service Uptime (Customer Cannot
Load)
Response Time (Customer Order
Experience) (Time to complete order)
Who gets what information and at what frequency?
Rainer/Smith:Business/Customer (At Key Milestones)
Rainer/Cristi: Culture (Continuously)
Business/Cust:
Email Report
How to get
KPI Data?
