Ensuring Cloud Native Success: Organization Transformation
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1 Ensuring Cloud Native Success: The Transformation Journey @cote
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Transcript of Ensuring Cloud Native Success: Organization Transformation
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Ensuring Cloud Native Success: The Transformation Journey @cote
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The three “journeys”
Greenfield
• Brand new• Little integration with
existing IT• Rarely “mission critical”
Legacy
• Makes all the money• Fragile, change is high
risk• Can consume all
corporate attention
Transformation
• Targets entire organization
• Benefits of scale• “Culture” change drives
successWatch ON Demand
Watch ON Demand
Dec 15th, 10am PT/ 12pm CT/ 1pm ET
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@cote – Director, Technical Marketing at Pivotal for Pivotal Cloud Foundry
Former industry analyst at 451 Research and RedMonk
Corporate Strategy & M&A at Dell Software developer Podcasts: cote.io/podcasts
More: http://cote.io or [email protected]
Hello!
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Why?
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“Silicon Valley is coming….We are going to work hard to make our services as seamless and competitive as theirs.”
-Jamie Dimon, CEO@JPMC, 2015 letter to shareholders
6Source: ”Cutter Benchmark Review, May 2015, n=80 organizations.
An IT department apocalypse is coming
What is your IT
organization's role in business
innovation?
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StrategyTransformation
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Know your strategy dichotomies, and which phase you’re in
Competitive Advantage/Transient Advantage
Bi-modal IT Agile vs. “waterfall” Pioneers, Settlers, Town Planners Explore/Exploit Master disengagement & deft
reallocation in portfolio managementSources: The End of Competitive Advantage, Rita McGrath, 2013 (see also “Transient Advantage,” HBR, 2013); bi-modal IT from Gartner; town planners &co. from Simon Wardly.
Calderon,Stephanie
What information from this slide is from Gartner?
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Discovering & delivering the software your customer actually wants
Changing your culture means changing behaviors
Learning organizations explore & experiment
“Failing fast” means “failing” is “learning”
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Management creates the game, hopefully they’re a good DM “Culture follows structure” Leading change
management Communicating your
strategy, principals Setting, communicating,
tracking goals Refactoring budgets &
incentivesSources: Larman’s Laws of Organizational Behavior; Leading the Transformation, 2015; “Management’s Job is orchestrating the ‘why,’” 2015; The Concise Executive Guide to Agile, 2010.
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PeopleTransformation
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Shifting to self-motivated teams, people Teams have end-to-end
responsibility
Open communications, “truth-telling”
Training, external help as needed
“People are our most valuable asset” – now it’s time act like it!
“Shipping code every day gives developers and IT teams a tangible sense that they’re doing profound work.”-Siobhan McFeeney, “The Real Meaning of Software Transformation for Businesses Today”
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Benchmark Your Skills
Distributed TeamsRefactoring
Continuous IntegrationAutomated Acceptance Testing
DevOpsContinuous Delivery
Test-Driven DevelopmentPair Programming
Behavior-Driven DevelopmentDesign
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INFRASTRUCTURESITE RELIABILITY
PLATFORM
Map your organization to what has business value
Innovation: Plan, design, develop and test business capabilities as deployable artifactsProduction Apps: config, deployment, QA, monitoring, scaling App Platform: upgrade platform, capacity planning, service mgmt., scale platformInfra Platform: Rack and stack, networking, data storage, etc.
ROLESCross-Functional
(Prod. Owner, Dev, QA)Application Operators
Platform OperatorsEngineering
(Storage, Security, Network, etc.)
AREAS OF FOCUS
BUSINESS CAPABILITY
Source: based on slide from Pivotal Cloud Foundry Solution team, discussions with GSA’s Diego Lapiduz.
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ToolsTransformation
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Standardize below the business value
Cloud – automation, operations, & infrastructure standardization
Development - standardized ALM and architecture principals
GRC - Compliance & regulation speedup with automation
Sources: Reducing GRC times from 9 months to days; CoreLogic transformation, slides and recording, CF Summitt 2015.
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Continuous DeliveryRelease once every 6 months
More Bugs in production
Release early and oftenHigher Quality of Code
DevOpsNot my problem
Separate tools, varied incentives, opaque process
Shared responsibilityCommon incentives, tools, process and
culture
MicroservicesTightly coupled components
Slow deployment cycles waiting on integrated tests teams
Loosely coupled componentsAutomated deploy without waiting on
individual components
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Cloud Native Framework
Application Framework
Runtime Platform
Infrastructure Automation
Infrastructure
Culture
Dev
Dev IT Ops
IT Ops
IT Ops
Tools
Spring Cloud Spring Boot
BOSH
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And many more...
Our customers demonstrate that transformation is possible
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What’s next? The greenfield journey covers team-
level tactics and strategy
Look for Cloud Native Journey booklet
Pivotal Conversations & Lord of Computing podcasts for more transformation “therapy”
Quick start with PWS: 2 months free!
Visit with Pivotal Labs to see how it’s done
See more in 2016 at Pivotal Workshops
Lean EnterpriseGreat omnibus of transforming how your organization uses IT, full of tactics, sources, and examples.
Leading the Transformation (2015) Excellent overview of goals and management tactics for doing Agile and DevOps in larger organizations
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Thanks!@cote | [email protected]
“We are uncovering better ways of developing software by doing it and
helping others do it.”- The Agile Manifesto, 2001
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