Rethinking it for digital transformation
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Every part of a business needs technology to deliver new products and services, to make use of data, or to provide better experiences for customers, partners, and employees. In order to deliver this, IT can no longer function as the sole technology to the business; it must transform into an adaptive, responsive and nimble organization that can keep up with the pace of the digital era. This presentation will show you how to create that transformation, suggest roles and functions for the modern IT organization, and provide a real-world case study of one major company that made the shift.
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Rethinking it for digital transformation
- 1. All contents © MuleSoft Inc. Nilanga Fernando, Customer Success Director, MuleSoft Matteo Parrini, Customer Success Architect, MuleSoft From CoE to C4E: Rethinking IT for digital transformation
- 2. All contents © MuleSoft Inc. How IT is changing
- 3. All contents © MuleSoft Inc. The world is changing 3 The average lifespan of a company on the S&P 500 has decreased from 90 years in 1935 to 18 years today. 82% of organizations are making changes to their policies and IT infrastructure to support the proliferation of personal devices. Only 12% of the Fortune 500 firms in 1955 still were in business in 2015. 86% of ITDMs say they are under “moderate” to “extreme” pressure to deliver IT services faster than they did last year.
- 4. All contents © MuleSoft Inc. Today’s challenge 4 6.4 billion devices 5.6 billion terabytes of data 2,500+ SaaS applications
- 5. All contents © MuleSoft Inc. Disruption is much easier in 2016 5 Barriers to entry have evaporated with cloud, open APIs, open source Global reach through exponential growth in mobile and social Consumers want innovation and are willing to take more risks
- 6. All contents © MuleSoft Inc. The largest unsolved IT problem 6 Integration software spend $593B Addressable spend $26B1 $347B1 $220B2 Systems Integration services spend Internal IT integration spend One out of six IT dollars3 is spent on connecting applications, data & devices
- 7. All contents © MuleSoft Inc. Biggest challenge: IT cannot go fast enough 7 DemandsonIT IT delivery capacity Time Toda y
- 8. All contents © MuleSoft Inc. IT’s absolute imperative to change 8 DemandsonIT IT delivery capacity Time Toda y
- 9. All contents © MuleSoft Inc. Enabling IT to support business transformation 9 DemandsonIT IT delivery capacity Time Toda y • Create reusable assets • Enable the business to self-serve • Become a composable enterprise
- 10. All contents © MuleSoft Inc. Creating an environment for change with a Center for Enablement
- 11. All contents © MuleSoft Inc. An approach to unlocking your organization 11 Mainframe FTP, Files Databases Legacy SystemsSaaS apps Web services Central IT LoB Dev/IT App Dev Accessibility & Ownership Experience Layer: Innovation and digital products Process APIs: Agility and new value creation System APIs: Decentralized access to core assets
- 12. All contents © MuleSoft Inc. The C4E is a new operating model for IT • It enables IT and business units to fulfill connectivity needs through an API-led approach • It is not a project delivery team, nor is it an ivory tower, in the way that many Centres of Excellence (CoEs) have become • Its primary purpose is the enablement of project delivery teams to leverage the platform and work in a faster, more agile and scalable manner - whilst also driving reuse and mass adoption • It is an organisational way of working to drive multi-modal / multi-speed integration Achieving de-centralisation, federation and speed without losing control: This is the Centre 4 Enablement (C4E)
- 13. All contents © MuleSoft Inc. Business Enablement Business Enablement Business Enablement Local Project Leadership Local Project Leadership Local Project Leadership Achieving de-centralisation, federation and speed without losing control Centre 4 Enablement Platform Architects / DevOps Architects / API Architects / API Evangelists Platform DevOps Team Project Delivery Teams
- 14. All contents © MuleSoft Inc. Shifting the mindset 14 • Federated control, sharing with partners and those outside IT • Delegrating implementation to lines of business • Enabling self-service • Proposing business strategies • Having total control over all technology assets • Implementing everything • Order-taker for the business • Reacting to business needs
- 15. All contents © MuleSoft Inc. Desired Outcomes from a C4E 15 • Speeding up IT’s response to threats and opportunities - by building capabilities that can be leveraged directly and indirectly by the different departments across the organization. Faster time to market for IT • Providing reusable assets that can be consumed by audiences outside of IT, to allow businesses to self-serve technology projects. Establishing a core set of IT assets • Reducing the delivery time for these solutions, allowing LoB IT or an Business Analyst to configure the templates without any need for coding. • Retaining security and governance because these templates and APIs have security and governance built in. Creation of APIs and templates • Reducing the pressure on IT to deliver every technology project, freeing up time to work on more strategic projects. Scaling across partners
- 16. All contents © MuleSoft Inc. Activities with the C4E - ‘Steady State’ Technology Platform • Provide the platform to deliver an API led approach, application and license management and central product roadmap influence Enablement & Evangelisation • Persuade and evangelise APIs in the community, coordinate training and certification, thought leadership and feature / function awareness. Productization • Best practice ‘how to’ guides on how to design, document and brand APIs. Manage the central marketplace / store to discover and consume APIs services, repurpose and resupply Service Ownership • Provision of the necessary tools, analysis and processes to allow effective ownership and continuous improvement Architecture • Thought leadership and standards to achieve API led connectivity within the organisation Automated Governance • Automate governance as much possible. Coordinate collaboration with business and IT leadership, information security, risk and audit Monitoring • Provide a single view of all APIs, their endpoints, their utilization, their parameters and their adoption across the business Accelerators • Provision and ownership of core APIs, templates, connectors and patterns with a high degree of reusability across the business to create synergistic value C4E Technology Platform Architecture Automated Governance Accelerators Service Ownership Monitoring Enablement & Evangelisation Productization
- 17. All contents © MuleSoft Inc. How to set up a Center for Enablement
- 18. All contents © MuleSoft Inc. The correct scope for a C4E 18 Principles: ● Be prepared to experiment, fail fast and learn from feedback ● Own Products over taking order (product > project mindset) ● Be a strategic adviser to the business, not a servant to the business ● Own the feature set and prioritise the roadmap ● Focus more on the ‘what’ and ‘why’ than the ‘when’ - take an ‘outside-in’ approach ● Focus on customers, trends, NPS, adoption of the platform ● Ensure direct involvement and input of customers (the business) in initiatives ● Understand the business as well as the user experience of C4E customers ● C4E team is evaluated on the success and adoption of the platform itself (KPIs)
- 19. All contents © MuleSoft Inc. What’s the difference between a CoE and a C4E? 19 IT as owner (CoE) IT as enabler (C4E) Goal Reliability Agility Approach Waterfall, V-Model Agile, Kanban, Minimum Viable Product Governance Continuous, process-based Plan-driven, approval-based Cycle Time Long (months, years) Short (days, weeks) Sourcing Enterprise suppliers, long term deals Enterprise and niche, responsive short term deals Culture IT-centric, removed from customer Business-centric, close to customer, fail fast Talent Good at traditional projects Good at new and uncertain projects
- 20. All contents © MuleSoft Inc. Integrating C4E in the wider organization 20 The five must-have capabilities for successful C4E integration:
- 21. All contents © MuleSoft Inc. Roles we envision in the C4E 21 Role Typical Responsibilities C4E Developers Develop C4E assets. C4E Analysts / Analysts Generate appropriate demand for the C4E by triaging project requirements into priority self-serve candidates C4E Coaches & Evangelists Evangelise and coach teams across the business to think differently and adopt the C4E’s ways of working API Product Owners / C4E Asset Owners Champion the API, engage the rest of the business to reach mass adoption. Keep API operational and optimise through API lifecycle (inception through to deprecation) C4E Architect(s) Provide ‘enough’ governance over the design and operation of the actual C4E assets. These architects could be part of a wider community, and not just sit within the C4E. C4E Lead / Sponsor(s) Manage the overall success of the C4E, manage operation on a daily basis, measure ROI and performance, manage senior stakeholder and management perception, manage budget and funding.
- 22. All contents © MuleSoft Inc. Federation of integration disciplines Role Typical Responsibilities Core Asset Developers Unlock the business’ data assets and initiate population of the C4E asset base. Act as quality entry point for any incoming assets into the C4E. Most likely within the C4E. Application Developers Meet the business requirements for their initiatives quickly and in the most effective, engaging way. Drive demand and feedback into the C4E. Integration Developers Most likely part of the C4E community, whether in Central IT, ETS or across the business. Meet business requirements for their initiatives. Provide a key input into the C4E for demand generation, as well as create reusable integration assets for other consumers. ‘Citizen Integrators’ Improve their own and their teams’ productivity by getting access to data quickly and in a way they feel they control. Drive demand and feedback into the C4E. 22
- 23. All contents © MuleSoft Inc. Four Maturity Stages of the C4E 23 1. C4E Established 2. C4E Early Adoption 3. C4E Federated 4. C4E Mass Adoption
- 24. All contents © MuleSoft Inc. Customer Success Story
- 25. All contents © MuleSoft Inc. Unilever - speeding delivery and lowering cost with a C4E 25 Unilever is one of the largest CPG companies in the world; it owns over 400 brands and its products are available in over 190 countries. Unilever’s IT architecture currently consists of 12,000 integration interfaces, connecting over 1600 endpoints, and processes on average over 1.6 million transactions per day. The classic systematic, centralized approach could not achieve the speed and agility the business demanded, and could not address the growing number of mobile app and cloud service needs. We partnered with them to create an in-house adaptive integration capability, which operates in a DevOps framework, focused on self-service-oriented API connectivity and supported by a Center for Enablement approach.
- 26. All contents © MuleSoft Inc. Top Takeaways
- 27. All contents © MuleSoft Inc. Top Takeaways 27 ● The business world is changing dramatically - if you want to be able to compete, your IT department has to change as well. ● IT can’t change without a shift in mindset from a technology provider to a strategic partner. ● To create a business-enabling, self-service oriented IT department with federated control, we recommend a structure called a Center for Enablement. ● A C4E is a transformative type of organization that offers security and governance over technology assets while allowing the business to deliver its own tech assets. ● Set up properly, a C4E can achieve dramatic outcomes in improving TTM and lowering operational costs.
- 28. All contents © MuleSoft Inc. Thank you