Revamping Development and Testing Using Docker – Transforming Enterprise IT by Henk Kolk (ING Bank)

Editor's Notes

• #2: # Storyline keynote DockerCon Thursday, December 4th 2014 - Agenda: http://europe.dockercon.com/agenda.php - When: Thursday, December 4th, 9:30 - 10:00 - Duration: 30 minutes - Address: Science Center NEMO, Oosterdok 2, 1011 VX Amsterdam - Sound & presentation check: Wednesday Dec 3rd, 17:00 - 12 slides - 2/3 minutes average per slide # Summary 1. “Software is eating the world”, and technology companies eat existing enterprise for breakfast :-) 2. Technology companies know “Speed = Market Share” 3. Technology companies use military strategies like the “OODA loop” to move with speed and agility 4. Technology companies focus on “removing friction” for customers in industries they attack 5. The challenge for existing enterprises is to radically reduce legacy complexity, and, perhaps foremost, radically changing legacy belief systems 6. ING is an example of an enterprise that radically changed its belief systems (or culture, if you will). 7. ING beliefs in an engineering culture, we are more and more a (pretty large) technology company (journey in the last 3 years) 8. Amongst many other things, ING is pursuing speed, and the continuous delivery pipeline is a crucial pillar in our strategy 9. To make the CD Pipeline even faster, we are introducing Docker in specific CD stages 10. The result of a Docker enabled pipeline is that we become even faster 11. Summary of the above, and thank you
• #3: - Technology companies are having existing enterprises for breakfast - Kudos Marc Andreessen — Co-creator of the first web browser, Mosaic — Co-Founder of Netscape — Board member of HP, FaceBooks, eBay — Cofounder of Venture Capitalist Andreessen Horrowitz “My own theory is that we are in the middle of a dramatic and broad technological and economic shift in which software companies are poised to take over large swathes of the economy. More and more major businesses and industries are being run on software and delivered as online services — from movies to agriculture to national defence. Many of the winners are Silicon Valley-style entrepreneurial technology companies that are invading and overturning established industry structures. Over the next 10 years, I expect many more industries to be disrupted by software, with new world-beating Silicon Valley companies doing the disruption in more cases than not.” [Software is eating the world](http://online.wsj.com/articles/SB10001424053111903480904576512250915629460) In the Financial Services Industry our competitors counted more than 3000 startups who intend to disrupt the industry. Quote CEO Domestic NL Nick Hue from the Management meeting on : “We are becoming more and more a technology company”. In his speech to 700 managers Nick gave various examples of software companies disrupting existing industries from his own experience. [Quote CEO ING Group Ralph Hamers from his speech on October 30th in ’The Economist’: “The challenge is the digital revolution that is going on (…) banking is in general in the digital domain“; “The main challenge I see, for us and for all other banks, is to become future-proof, that is: to remain fast, agile and innovative enough for the ever changing expectations of our customers.](http://www.ing.com/web/file?uuid=58b72380-01f3-4ddc-8f0a-7c46ade0ae3c&owner=087e41ac-0b7a-424f-9e1a-4740d759e49f)
• #4: - Kudos Adrian Cockroft (next Speaker) — Example: Netflix (Check if Adrian talks about this, otherwise just do a reference to the next speaker, which is Adrian) — Example: Etsy — Example: Paypal
• #5: Kudos Adrian Cockroft and John Boyd Kudos Jim Boyd — Maverick Figther Pilot — Observe, Orient, Decide, Act (Attack) — Often focused on friction for our customers — Startups and tech companies like the metaphor of the OODA loop. People like (again) Adrian Cockroft made sure that OODA has become culture for Tech startups. Have a great idea, get feedback, measure what customers like, if not, pivot. In the Korean war, Colonel Boyd of the USAF (the Sun Tsu of the modern era) was teaching his pilots how to be the one that comes home from a dogfight. “You have to get inside your opponent’s OODA loop to disorient them”. If they could see what was happening, orient themselves, decide what to do and act faster than their opponents, then the opponent would be reacting to what they did previously and would be outmanoeuvred. In a competitive business context you want to look for a land grab opportunity, see a competitive move or notice a customer pain point. To orient yourself you need to analyse the idea and model alternatives. Next plan the response, get buy-in from everyone and commit the resources to do the work. Finally, implement the idea, deliver it, engage customers with an A/B test, email campaign or online ad-buy, and loop back around by measuring their response. The first of these is called Innovation by many companies, especially those that can’t figure out what to do next and have a cultural “innovation problem”. The orientation phase is basically “Big Data” and the key difference from traditional business intelligence is that I want to know the answer to a question that has never been asked before, and want an answer as soon as possible! That means rapidly processing huge log files or unstructured data sources to find out exactly how many customers have the same pain point you noticed, or might be interested in what your competitor is now offering. The decision process at a company is driven mainly by company culture. If every decision has to be reviewed by a series of committees, or the CEO has to review everything that gets done then you have major road blocks slowing you down. Flat high trust organisations that share what they are doing but don’t seek approval or try to block things can move incredibly quickly. If the first three steps are going quickly, you don’t want to get bogged down waiting for resources for development and deployment, so the last part is where cloud comes in. You develop on the same exact platform with unlimited resources as needed to create test environments and scale to production. Most of the mass-mailing and ad-management applications are delivered as SaaS and can be enabled very quickly. If the idea works, you can tune the code and optimise the resources later. If it doesn’t you can turn it off and stop paying for it any time. In the Korean war, Colonel Boyd of the USAF (the Sun Tsu of the modern era) was teaching his pilots how to be the one that comes home from a dogfight. “You have to get inside your opponent’s OODA loop to disorient them”. If they could see what was happening, orient themselves, decide what to do and act faster than their opponents, then the opponent would be reacting to what they did previously and would be outmaneuvered. In a competitive business context you want to look for a land grab opportunity, see a competitive move or notice a customer pain point. To orient yourself you need to analyze the idea and model alternatives. Next plan the response, get buy-in from everyone and commit the resources to do the work. Finally, implement the idea, deliver it, engage customers with an A/B test, email campaign or online ad-buy, and loop back around by measuring their response. The first of these is called Innovation by many companies, especially those that can’t figure out what to do next and have a cultural “innovation problem”. The orientation phase is basically “Big Data” and the key difference from traditional business intelligence is that I want to know the answer to a question that has never been asked before, and want an answer as soon as possible! That means rapidly processing huge log files or unstructured data sources to find out exactly how many customers have the same pain point you noticed, or might be interested in what your competitor is now offering. The decision process at a company is driven mainly by company culture. If every decision has to be reviewed by a series of committees, or the CEO has to review everything that gets done then you have major road blocks slowing you down. Flat high trust organizations that share what they are doing but don’t seek approval or try to block things can move incredibly quickly. If the first three steps are going quickly, you don’t want to get bogged down waiting for resources for development and deployment, so the last part is where cloud comes in. You develop on the same exact platform with unlimited resources as needed to create test environments and scale to production. Most of the mass-mailing and ad-management applications are delivered as SaaS and can be enabled very quickly. If the idea works, you can tune the code and optimise the resources later. If it doesn’t you can turn it off and stop paying for it any time. [Article on Jim Boyd / OODA Loop](http://www.fastcompany.com/44983/strategy-fighter-pilot)
• #6: Kudos Ben Thompson In the App Store, friction is gone for the customers. This makes live much harder for app developers. It has become so very easy for customers to find, buy and delete apps that it has become much harder to keep the customer. [Ben Thompson: Friction was the foundation of sustainability, and now friction is gone](http://stratechery.com/2013/friction/) [Ben Thompson: More Friction articles](http://exponent.fm/episode-017-lets-end-it-there-updated/)
• #7: - Existing Enterprises need to reduce a lot of complexity — Legacy way of organising, both structure and skills — Legacy Way of Working (processes), => from manual to simplified and automated — Legacy IT Systems, both applications and infra - Most complicated perhaps: Legacy Belief Systems — From IT is a cost centre to IT is the value driver — From IT enables the business to IT drives the business — From procuring average Engineering Services to hiring the best talent
• #11: Kudos: Natalino Busa, ING
• #15: - Kudos to Adriaan Gollings and Wouter Danes who are leading this work at ING