As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways. However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from 'slow' IT to 'fast' digital efforts. Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in 'slow' IT, then 'fast' digital risks compliance breaches, security vulnerabilities and worse. To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization -- experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?

1. Avoiding the Bimodal
Disaster
New Life for EA
Jason Bloomberg
President
jason@intellyx.com
@theebizwizard
Copyright © 2016, Intellyx, LLC

3. About Jason Bloomberg
• President of industry analyst firm
Intellyx
• Agile digital transformation thought
leader
• Write for Forbes, several blogs, biweekly
newsletter the Cortex
• Buy my latest book,
The Agile Architecture
Revolution
Copyright © 2016, Intellyx, LLC3

4. What is Bimodal IT?
• Traditional IT (Mode 1) is
slow, focused on reliability
over agility, removed from
customer
• Fast IT (Mode 2) focuses on
agility, takes Agile/Kanban
approach, business-centric
• Digital Transformation
efforts are driving this split
Copyright © 2016, Intellyx, LLC4
Everyone agrees this situation is
common – the disagreement is
what to do about it
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5. The Digital Mandate
• The web drove ebusiness
reinvention in the 1990s
• Mobile disrupted
technology consumption
worldwide
• Additional touchpoints
exploded the digital
challenge
• Now the IoT is layering on
further complexity
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6. What is Digital?
Customer preferences & behavior
drive technology choices
Range of technology touchpoints is exploding
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PhotoCredit:RevolWebhttps://www.flickr.com/photos/revolweb/

7. What about
Transformation?
Internal organizational change is necessary
to maintain focus on the customer in today’s
digital world
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PhotoCredit:Pascalhttps://www.flickr.com/photos/pasukaru76/

8. What is Digital
Transformation?
• Customer pressures
driving technological and
organizational change in
companies
• Enterprises rethinking:
– How they serve
customers
– The role IT plays
– How they build & manage
teams
– How they innovate
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9. Today’s Agile Imperative
Organizations must
capitalize on
disruption to
achieve greater
innovativeness
and resilience in
the face of digital
transformation
priorities
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10. Gartner’s Advice
• Both modes are
essential
• Slow, Mode 1 IT should
co-exist with fast Mode 2
• If your IT organization
isn’t bimodal, it should
become bimodal
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Vendors of Mode 1 gear
pay most of Gartner’s bills
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11. Let’s Poke Some Holes…
• Gartner says: Mode 1 IT
shouldn’t focus on agility
– But: IT must be agile to
support changing end-to-
end digital needs of
enterprise
• Gartner says: It’s fine for
Mode 1 to take waterfall
approach
– But: waterfall fails over 85%
of the time! The definition of
insanity…
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12. Three Dimensions of
Digital Diversity
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PhotoCredit:AlexM.https://www.flickr.com/photos/outsider434/
• Front to back
– End-to-end from the
customer to the systems
of record
• Breadth of interaction
– Diversity of customer
touchpoints an form
factors
• Depth of community
– Broad ecosystems of
vendors and services

13. Let’s Poke Some More
Holes…
• Gartner says: Mode 1 should be IT-
centric, removed from customer
– But: in the digital world, everyone
must focus on the customer
• Gartner says: Mode 1 governance
should be plan-driven, approval
based, while Mode 2 governance is
empirical, continuous, & process-
based
– But: traditional approaches to
governance will either slow
everyone down or lead to Shadow
IT issues
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PhotoCredit:NicMcPheehttps://www.flickr.com/photos/nicmcphee/

14. What About Governance?
• IT governance should focus on
security, compliance, and
alignment with business goals
generally
– Slow processes for enforcing
slow policies the “scar tissue”
holding back agility & innovation
• Dividing security & compliance
into “slow” & “fast” a recipe for
vulnerabilities & breaches
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Security & compliance must be
comprehensive to be effective
PhotoCredit:SarahJoyhttps://www.flickr.com/photos/joybot/

15. But Wait, There’s More…
• Separating slow, “dull”
IT from fast,
“interesting” IT
– Everyone wants to be on
the interesting side!
– Leads to morale issues
– Very difficult to recruit
new people for “dull” IT
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PhotoCredit:RossDunnhttps://www.flickr.com/photos/rdb466/

16. Big Mistake: Shifting
Digital Away from IT
• Leads to digital efforts
disconnected from IT
• ‘Legacy’ systems of
record act as limitations
• No effective cooperation
between Digital & IT
(CDO & CIO for
example)
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PhotoCredit:ErikPittihttps://www.flickr.com/photos/epitti/
Don’t fall for bad bimodal advice!

17. Follow the Money
• Budgets for separate Mode 1
& Mode 2 efforts can squeeze
Mode 1 budgets
– Carving off part of IT as the
“business-focused” part leads
to poor allocation of funds
– The digital mandate requires
customer-driven, end-to-end
budgeting
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18. Shifting the Center of
Gravity
Center of gravity is
the IT infrastructure
Center of gravity
is the customer
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PhotoCredit:seanfonellihttps://www.flickr.com/photos/seanoneill/
Traditional IT
The Digital World

19. Essential Tool: Self-
Organization
• Traditional hierarchical
organizational models
limit or eliminate self-
organization
• “Skunkworks,” startups,
and DevOps organizations
work best when self-
organized
• Should digital efforts be
self-organized?
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PhotoCredit:Jo-AnDeArkTorreshttps://www.flickr.com/photos/jo-an-torres/

20. Self-Organization Thrives
on Disruption
• DevOps-style self-organization essential
for agile, innovative digital transformation
• Challenge: scale up
self-organization
from small team
level up to
enterprise level
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PhotoCredit:EricaJoyhttps://www.flickr.com/photos/ericajoy/
Innovation hangs in the balance

21. The DevOps Mentality
• Self-organized
teams deploy when
ready
• Deployments are
increasingly
granular
• “Fail fast” mentality
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PhotoCredit:DennisHamiltonhttps://www.flickr.com/photos/orcmid/
Resilience becomes part of
the culture

22. The DevOps Virus
• DevOps proves
self-organization
can scale across
organizational silos
• Digital
transformation
requires end-to-
end reorganization
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Let DevOps infect your organization
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PhotoCredit:Pascalhttps://www.flickr.com/photos/pasukaru76/

23. EA Shouldn’t Be City
Planning
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PhotoCredit:AlexM.https://www.flickr.com/photos/outsider434/
• The more planned
a city is, the less
agile it becomes
• How do we get the
results we want
from an unplanned
city?
Facilitate & Leverage
Self-Organization

24. The Center of Digital
Enablement
• Team responsible for
end-to-end best
practice across digital
effort
• Where the enterprise
architects fit in
• Essentially becomes an
innovation competency
center
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PhotoCredit:SonnyAbesamishttps://www.flickr.com/photos/enerva/
Let CODE self-organize

25. Getting to ‘Square Zero’
• Digital transformation can’t
start in earnest until you
clean up the worst messes
– Does IT know what apps it’s
responsible for?
– Does IT know which systems
talk to which?
• Fix what’s broken
– Iteratively
– With constant focus on
customer priorities
– Avoid being dogmatic
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PhotoCredit:StevenDepolohttps://www.flickr.com/photos/stevendepolo/

26. Rise of Self-Service IT
• Rise of the
‘citizen’
– Citizen integrator
– Citizen data
analyst
– Citizen developer
• IT empowering
self-service across
the board
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The ‘app store’ model for IT
services
PhotoCredit:SalimVirjihttps://www.flickr.com/photos/salim/

27. “Demise” of Enterprise IT
Department
• Out:
– IT as cost center
– IT as gatekeeper, slowing
things down
– IT as owner of all technology
• In:
– IT as service
provider
– IT as
marketplace
– IT as facilitator
of security,
governance,
and access to
systems of
record
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PhotoCredit:BillBradfordhttps://www.flickr.com/photos/mrbill/

28. The Core Business Goal
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Agile
Digital
Transformation

29. Jason Bloomberg
President, Intellyx
jason@intellyx.com
@theebizwizard
Send email NOW to newlife@intellyx.com to
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Thank You!
Copyright © 2016, Intellyx, LLC