Guiding Digital Transformation
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Digital Transformation goes beyond your device and cloud strategy. These are mechanisms with which we deliver our digital assets but do not the actual transformation itself. This discussion focuses on the essentials to actually transform an enterprise when culture and environments will be barriers to speed of success. Using learnings from the book, Switch, by Chip & Dan Heath, we see how addressing three separate facets of change are truly necessary for genuine Digital Transformation. This is a basic discussion for all audiences: business, technical, strategic, and tactical. The slide notes (may need to download to see these) contain details in depth.
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Guiding Digital Transformation
- 1. GUIDING YOUR DIGITAL TRANSFORMATION Jim Wilt Sr. Principal Enterprise Architect Get Back the Weekend! January 2017 Digital Innovation, Strategy, Transformation
- 2. Surrender to Reason (Dream Theater) Are your weekends flooded with worries of legacy system failure?
- 3. It May Be Time To Transform… path rider elephant
- 4. 3 – Things to Consider Become Digital… (Iasa Business Technology Strategy pillar) • to increase agility & extend your customer reach Govern (yea, the “G” word)… (Iasa IT Environment pillar) • to foster a more effective and impacting business Go Bimodal… (Iasa Human Dynamics pillar) • to contain costs and accelerate adoption path rider elephant
- 5. Becoming a Digital Business (APIs are the gateway for any business becoming digital!) You're a taxi company but own no automobiles You're a hotel chain but own no property You're a retail outlet but have no storefront path
- 6. Becoming a Digital Business It’s for any business, really! Don’t wait, just start publishing your APIs!
- 7. Use Customer Journeys to Drive Digital Transformation
- 8. Govern – Because Nobody Else Will… You belong here rider
- 9. Governance is essentially about ensuring that business is conducted properly. It is less about overt control and strict adherence to rules, and more about guidance and effective and equitable usage of resources to ensure sustainability of an organization's strategic objectives. TOGAF TOGAF TOGAF® 9.1 Part VII: Architecture Capability Framework – 50. Architecture Governance Simply Stated… mic drop!
- 10. Patterns Ref Architectures Principles Standards Policy Maslow’s Hierarchy of Governance (to Digital Actualization) Policies – fired if broken Standards – boundaries for safety, consistency and reliability Principles – decision-making guidance Patterns – repeatable abstractions Reference Architectures – ideal-state recipes Self Assessment– [trust/verify] DevOp teams self-verify Guide&EnableProtect Self Asses s
- 11. Governance is Guidance Top Industry articles from top leaders on APIs, microservices, cloud, etc. Internal axioms, principles, reference architectures, checklists, 30-day challenges, etc. Great short (and a few long) videos to bring home Digital Transformation concepts. Incubation labs, sandboxes, and hackathons provide hands-on experiences.
- 12. Go Bimodal… …or die! • Many opinions for & against • Nobody wants to address talent issues – until it’s too late • It eventually becomes necessary, don’t fight it elephant
- 13. Deliver Your Digital Platform Bimodally Monolithic legacy systems are so tightly coupled, even a minor change is major A Sea Change in Enterprise IT - Geoffrey Moore, 2011 AIIM Loosely coupled stateless services connected via RESTful APIs for plug-n-play componentsvs.
- 14. Bimodal→Human Capital Talent Investment = really, really hard • Embrace Failure – 5 failures to 1 success will still be faster – there will be more iterations as you learn/transform. There will always be failures. • Reward Mode 2 and promote Mode 1→2 self- selected transformation. • Time & Budget – Mode 1 will need much support, encouragement, and venting – give appropriate time, space, and budget for supporting transformation education. Got a training plan? • Patience, it won't happen over night – it will take much longer (and cost much more) with greater pain than you can ever anticipate (think mile-20 in a marathon). Andy Ruth talked on human change for Digital Transformation today – get his slides!
- 15. Build a Roadmap for All Three Reference Architecture Tools & Repositories Gateways & Platforms Digital Pipeline Training Standards Boot Camps & Hackathons Checklists Bimodal Self- assessments Critical Mass 2-Pizza Teams Automated Governance digital maturity Basic Standardized Rationalized Dynamic IdealState targeted outcome Non-Mission Critical Low Impact Non-Mission Critical High Visibility Mission Critical Low Impact Mission Critical High Impact
- 16. Govern Appropriately (How much? When?) digital maturity Basic Standardized Rationalized Dynamic governance level/bias DeliverfortheTeam (show) DeliverwiththeTeam (do) Guide/AdvisetheTeam (review) targeted outcome (Mode 1) Non-Mission Critical Low Impact (Mode 1+) Non-Mission Critical High Visibility (Early Mode 2) Mission Critical Low Impact (Made 2) Mission Critical High Impact TeamDelivers&GuidesOthers (teach) Provideguidance,examples,assistance Stayoutoftheway!
- 17. Reap Benefits • Reduced costs/greater footprint • Increased agility, more customers • More effective/profitable business Play on the weekend!
- 18. Appendix A: Example Videos Event Sourcing using CQRS State in a Stateless WorldStateful vs. Stateless Rest API
- 19. Appendix B Example Reference Links APIs API Checklist API Gateway API University API Security Guidelines CQRS CQRS Explained CQRS Pattern CQRS Tutorial Data Streaming 101 Streaming 102 Digital Transformation Terms, Tools, and Apps The Twelve-Factor App Microservices Rules of Thumb Tradeoffs Defined Serverless Architectures Economy AWS Lambda
Hinweis der Redaktion
- Digital Transformation - wow, it's real! Transformations are when bleeding edge technologies and practices transform into mainstream. They go from pocket-sized isolated teams into an enterprise-wide if not an industry-wide movement. Digital Transformation is #6 for me in my career (#1-mainframe to mini, #2-to PC/LAN-client/server, #3-to distributed network architectures/SOA, #4-to internet, #5-to cloud). Each transformation has its uniquenesses, its own timeline, however, there are also consistent patterns that occur. (for those interested, #7 will be IoT/Blockchain together, but that’s another talk!) My business partner and mentor at Metrics Reporting, Bill Guest, once taught me that you cannot teach experience to others – experience is learned by doing. So, while this discussion is coming from a base of experience (both in prior transformations and with the uniquenesses experienced in #6 – digital transformation) – it will be more pragmatic and tied to a true north in strategic change management.
- Ever lost a weekend to a "war-room" monthly release? Your test environment doesn't match production, so production is ultimately your real test environment – but things just aren't working out? Oh – wait, you can't roll back? Now you truly are under water! Historically – monolithic tightly-coupled systems have had so many dependencies that it is almost impossible to ever get a clean production release without some level of anxiety. It's why we pick a time for the release to minimize customer impact – you know, that small window on an off-time that we push to release and if necessary, rebuild our production environments with the new systems. How do we reduce this anxiety? How can we get away from planned monthly releases to the ability to release any time we want?
- In the book, Switch, Chip & Dan Heath address the conundrum of making change occur when change seems impossible. Unlike formal change management (e.g., Kotter, ADKAR, etc. that are purposeful from the top down), I categorize their work more in the realm of how to make necessary change when it's absolutely necessary but nobody is willing to change. They describe the three elements of change which all must occur. The Rider is our rational side – knowing that digital transformation and all it entails is the right thing to do. The Elephant is our emotional side – knowing that we only will do that with which we are comfortable. We may hate our war-rooms but we are most comfortable in them. The Path leads to our desired destination – digital transformation – that will allow us to be a digital company with continuous releases, delivery, integration and so many more exciting things. Traditionally – we address only one or maybe two of these elements at best. This is why we fail. All three must be addressed.
- Tying Switch to Digital Transformation, these components also tie back to the IASA 5-pillars.
- The Path Consider Amazon’s retail customer digital business model. Amazon’s content — what is consumed — includes digital products like movies and software, as well as information about the physical products it sells or brokers. And many of these digital products have challenged the status quo at Amazon and other companies. For example, Amazon’s e-books outsold its physical books for the first time in May 2011. Airbnb, Uber, Lyft, are all recognized as modern "digital" successes. We all struggle to get to that high degree of digital execution we find in Netflix. However...
- …it's not all that hard and you don't need to be a start-up. Any organization can become digital. Alaska Airlines is Digital. You start by publishing (and selling access to) your information via APIs. So get started and do it! Today!
- How do you know what to publish (API-wise)? Start with your customers and the experience they wish to have (The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success by Tony Alessandra & Michael J. O'Connor). A customer journey map is a great way to depict that ultimate experience so you can easily identify technology interfaces in support of automating and delivering the best outcomes.
- The Rider What's missing in this comic? It's promoting change and seeking leadership without any guidance – meaning you've got to have a plan/path. While nobody ever wants governance, everyone wants change, nobody ever is willing to change, but everyone wants it. Enter governance. Governance done properly will enable change to occur. The next slide shows what governance really is and after that, how it is achieved through proper delivery.
- Done properly, governance is guidance over control. You want to create self-governance in such a way that those self-governing seek you out for this guidance.
- This is more about an investment in individuals than becoming a police-state. The bottom 2 layers protect the business and the remaining top layers guide individuals to a state of seeking self/peer verification/validation on their own. Focus discussion on where each of these will play in the various stage gates of the solution delivery life-cycle and how increasing maturity will enable higher layers of "Digital Actualization".
- This is the water. They will not drink. If you’re going to lead a horse to water, (a) there better be water there and (b) it better be drinkable. This means multiple types of “water” will be necessary and it better taste good! A portal can supply everything needed to inform and guide so long as it provides multiple flavors of consumption (internal references, external guidance, videos, etc.). An incubation/innovation lab with coded examples, sandboxes, and hack-a-thons will promote adoption through hands-on means – when your talent is ready, they will seek this guidance out! Appendix A & B have examples of these links! Important: An investment in professional communications in the form of organization themed videos, guidelines, and 30-day challenges will often be more effective than even your own portals. Consider the involvement (introductions, cameos, etc.) of your highest ranking leadership when making these.
- The Elephant There is much controversy on this topic from Gartner to CIO magazine to popular icons in the industry like Martin Fowler. Stepping away from traditional technology separations, it does carry weight in terms of Human Capital Talent Readiness. You will enter into this necessary realm either proactively or reactively. Either way, at some point of your transformation, it will become necessary. Bimodal addresses an approach to cultivate necessary Culture change – getting them to drink the water! This will be the single most difficult challenge in Digital Transformation. It doesn’t matter how many great articles you may study and try to apply to enable culture change, they will not drink on their own. You must use resources that already drink to show (a) it can be done, (b) how it’s done, and (c) the proper/correct way to do it.
- The technology/people view: Systems of Engagement and Systems of Record connected through API interfaces using microservices. The API-First economy seeks to monetize on the publishing of APIs to information of value to targeted consumers. Mode 1 talent will always be necessary to manage and advance legacy systems of record. This is good. Mode 2 talent will focus on creating that optimal customer/consumer experience using the modern technologies at bay (API-first, microservices, cloud, etc.).
- The Human factor: https://en.wikipedia.org/wiki/Human_Capital_Supply_Chain As stated earlier, this is the single hardest component of Digital Transformation. You must make failure your best friend. Coming from traditional IT, failure is a most difficult milestone to achieve. Enable it! Change takes time and most Mode 1 resources will not transform – and that’s OK. There will always be need of Mode 1 resources to maintain and integrate with legacy systems. Don’t ever attempt to make everyone Made 2. Rather, let Mode 1 resources self-select to change and give them plenty of space to do it – they are going to need it! Think of learning how to ski. Today – lessons at ski resorts only teach parallel skiing. In the old-days, they first taught snow-plowing and those folks had a much harder time learning to parallel ski than newbies today because of the old snow-plow habits the first learned. It’s no different for Mode 1 resources, Digital transformation won’t be just harder, it will be significantly harder because of the monolithic practices they've engrained in their practices over the years. This is the elephant by definition.
- * Money Slide * First & foremost, know what “ideal state” for your organization is. It may change over time, but have a “true north” to align all your activities to. A roadmap is necessary and will generally be unique to every organization and culture. The roadmap must address all three elements and it must take into account the organizational and personal maturity levels so that achievable results are attained. A sound and reasonable targeted outcome should be chosen at each stage. A common mistake is to choose a mission critical target before the team has matured to a level that can deliver causing the transformation to fail because they could not deliver what they promised. The success of this model is based on the fact that early attempts will most certainly fail. Each subsequent attempt will become more successful than the prior building confidence each iteration. This is why targets are laid out from non-mission critical/low impact to mission critical /high impact. By the time teams get to Rationalized maturity, they will have reached critical mass and are now a powerful Mode 2 force. Important: Different teams and different parts of the organization will move at different paces. This is good because you’ll want to adjust your roadmap as the org. matures and moves forward. Even within the teams, maturity of digital transformation aspects will evolve at different paces. API, microservice, cloud, automated build, and deploy will occur differently in every team. Have a roadmap as guidance and then let teams evolve at their own priority and pace.
- The desire for Mode 1 personalities to transform into Mode 2 execution not included in this specific deck. Looking at the Roadmap on slide 15, we can grow maturity through social interactions following the see-one, do-one, teach-one model: Basic – Deliver non-mission critical/low impact Digital “for” them (show) alleviating anxieties that accompany the transformation. Standard – Deliver non-mission critical/high visibility Digital “with” them (do) establishing their ability to transform. Rationalized – They independently deliver mission critical/low impact Digital with available assistance (review). Dynamic – They deliver mission critical/high impact while helping/mentoring others (teach). No forward motion? If Mode 1 teams aren’t transforming in any way or form (defiant behavior is often observed), then the investment in their transformation may be wasted moving further, so consideration of locking them in as permanent Mode 1 is now on the table.
- The weekend is meant for family, friends, and fun!
- Simple videos make the initiation and introduction to Digital Transformation approachable. CQRS: https://youtu.be/A0goyZ9F4bg Rest API: https://youtu.be/7YcW25PHnAA Stateful vs. Stateless: https://youtu.be/NrMM3s7Mbjo State in a Stateless World: https://youtu.be/kvGykSLyzOE
- Many industry materials exist and they will be most helpful guidance, however, you will too soon find that your teams may not be able to find your great library of helpful links (it’s human nature). So, make a point of going one-on-one with individuals to lead them to your library of references – it’s a worthy investment! API Checklist: https://pages.apigee.com/eBook-A-Checklist-for-Every-API-Call-reg.html?int_source=resources-main&int_medium=website&int_campaign=ebook&int_content=a-checklist-for-every-API-call API Gateway: http://microservices.io/patterns/apigateway.html API University: https://www.programmableweb.com/api-university API Security Guidelines: https://dzone.com/articles/top-5-rest-api-security-guidelines CQRS Explained: https://martinfowler.com/bliki/CQRS.html CQRS Pattern: https://msdn.microsoft.com/en-us/library/dn568103.aspx CQRS Tutorial: http://cqrs.nu/tutorial/cs/01-design Data Streaming 101: https://www.oreilly.com/ideas/the-world-beyond-batch-streaming-101 Data Streaming 102: https://www.oreilly.com/ideas/the-world-beyond-batch-streaming-102 Terms, Tools, and Apps: https://github.com/mfornos/awesome-microservices/blob/master/README.md The Twelve-Factor App: https://12factor.net/ Microservice Rules of Thumb: https://www.ibm.com/developerworks/community/blogs/Marc/entry/services_microservices_apis_what_granularity_when_and_which_ones?lang=en Microservice Tradeoffs: https://martinfowler.com/articles/microservice-trade-offs.html Microservices Defined: https://martinfowler.com/articles/microservices.html Serverless Architectures: https://martinfowler.com/articles/serverless.html Serverless Economy: http://redmonk.com/jgovernor/2016/07/01/the-serverless-economy-why-you-should-care-about-serverless/ Serverless AWS Lambda: https://github.com/brianwaustin/serverless-microservice-aws-lambda