becoming cloud native part 1

1. How to embrace the full opportunity from cloud
Becoming Cloud Native
CWIN17, 23 Nov 2017, Khushil Dep

2. 2© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Who am I?
Summary
 15 years of experience spanning development, cloud, devops
and agile.
 Strong experience with large scale architecture on Azure and
AWS.
 Setup and leading multi-skilled devops and product teams to
build solutions, accelerators and enterprise deliveries.
 Passionate cloud native and no-ops advocate.
Consulting & Delivery Experience
• Defining and implementing cloud transformation approach for
large automotive financial services client,.
• Defining and implementing complex Azure deployment for large
insurance services client.
• Providing DevOps transformation advice and input for large
automotive financial services client.
• Engineering leadership for national postal service on digital
transformation programme.

3. 3© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Why Cloud?
COST REDUCTION
From -10% to -60%* on different parts of your IT budget
(Infra/middleware managed services, custom apps dev & managed
services)
AGILITY
“To think of a new software idea on Monday and have it running in
production by Friday”
Positive answers from the CIO to LOB IT requests
NEW REVENUE
Monetize enterprise valuable business assets (data, services) through
external APIs / new apps / new services

4. 4© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Small Technologies
Stay focused on the technological reality on the ground. Line up
the engineering tasks with the business objectives. A shift in
engineering should be a conscious decision as a result of
decisions made by both technical and business leaders in order
to better deliver on the business value. Technical debt can be
discarded when the engineering objectives change. Remember
all technology is transient and that pride cometh before a fall.
Don’t lose sight of the strategy when executing the details.

5. 5© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Fundamentals Of Transformation
Transformation is about getting from a starting frame to another.
• What are you trying to transform?
• Why are you trying to transform?
• How do you want to execute the transformation?
• Who do you need to execute the transformation?
People, Process Tools.

6. 6© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Critical Success Factors
Cloud Target
Operating
Model
1.Business visible, impactful benefits
2.Technical solutions that deliver the business case
3.Empowered, dedicated cloud services team
4.Cloud service vending machine
5.Blueprint for integrating cloud into established IT
6.Automated application and infrastructure pipelines
These CSFs ensure cloud adoption and
realized business benefits

7. 7© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Building a Cloud Target Operating Model
Understand Current State
and Problem Statements
Define CTOM Principles,
Services and Capabilities
Design Future State
Processes, Org, Governance,
KPIs, Tools and Levers
Design and Prove Pilot
Define Roadmap and Benefits
Case
Define Gap Closure Plan
Capgemini CTOM
Development Process
2. IT Strategy
3. Capabilities &
Services Focus
4. Design
Criteria
5. Operating
Principles
1. Business
Strategy
6. Organization
& Interactions
8. Processes &
Tools
7. Governance
Structures
9. Metrics and
Reporting
Critical
Inputs
Capgemini CTOM
Framework
Target Operating
Model Iterations
Identify and Action ‘Quick-
Wins’

8. 8© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
Multi-Speed Integration Example
Organization
Enterprise PMO
Strategy&
Planning
Dev. Infra Ops
CIO
QC
Product 1 Product 2 Product 3
CTB RTB
Dev. Infra OpsQC
CTB RTB
Dev. Infra OpsQC
CTB RTB
Service
Catalogue
Processes
Governance
Metrics &
Measures
Technology
Product Roadmap
Design
Solutions
Build – Test
Operationalise
Build
Invest Budget
Business Case
Plan
Commissioning Suppliers
Provisioning
PdM roles
RFS Blueprint roles
Client Engagement
Product Strategy Product Performance
Demand Management
Product Strategy
Service Management
Product Performance
Capacity Management
Product Portfolio
Management
Infra IT Strategy
Chief Architect
Service Management
New Product
Design
Solutions
Build – Test
Operationalise
Build
Invest Budget
Business Case
Plan
Commissioning Suppliers
Pricing

Provisioning
Catalogue
Management
Prioritised Product
Build plan
CTO Enterprise roles
Commissioning
Costing
Costing
Launch
Design
Principles
TOM
Design
Principles
Sourcing
Target
Operating
Model
Metrics &
Measures
Governance
Sourcing
Processes
Service
Catalogue
Technology
Design
Principles
Organization
Service Integration Model
The CTOM project uses industrialized
Capgemini TOM and Service Integration
reference models to design and blueprint
how cloud services will integrate with IT’s
established ways of working.

9. 9© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
The Vending Machine
Cloud Target
Operating
Model
The typical vending machine is an extraordinary model of service request efficiency. We use its key
concepts to design the Cloud Service portal.
• Self-service – At a convenient time to them, users can individually access the portal to complete
their cloud service request.
• Institutive navigation – Steps to perform a cloud service request so follow expected user
behaviors that user instructions or practice are not required
• Product selection – Available cloud services are aligned to current user needs and bundled as
appropriate to eliminate users having to assemble a box of parts. The portal does not include
obsolete services that users have to navigate pass.
• Pricing information – The portal provides clear, understandable details on cloud service prices.
• Financial approval – The portal recognizes users with “preauthorizations” or “debit cards” and
where requested executes rapid manager approval workflows.
• Immediate delivery – The portal initiates automated workflows that immediately or rapidly deliver
the requested cloud service(s)
• Stock replenishment – The portal manages stock levels, communicates any replenishment
needs and clear shows users any out-of-stock conditions.
• Continuous operations – The portal is fully monitored and managed so any performance or
available issues can be resolve with little to no user interruption.

10. A global leader in consulting, technology services and digital transformation,
Capgemini is at the forefront of innovation to address the entire breadth of clients’
opportunities in the evolving world of cloud, digital and platforms. Building on its
strong 50-year heritage and deep industry-specific expertise, Capgemini enables
organizations to realize their business ambitions through an array of services from
strategy to operations. Capgemini is driven by the conviction that the business
value of technology comes from and through people. It is a multicultural company
of 200,000 team members in over 40 countries. The Group reported 2016 global
revenues of EUR 12.5 billion.
About Capgemini
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