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Copyright © 2015, Intellyx, LLC
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Agile Architecture in Action
Jason BloombergPresident
@theebizwizard
Introducing Bloomberg Agile Architecture
• Bloomberg Agile Architecture™ reinvents Enterprise Architecture (EA) to drive business agility across the organization
• New architecture paradigm• EA technique focused on
architecting agility
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Bloomberg Agile ArchitectureMind Map
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BAA Technique
• The Bloomberg Agile Architecture™ (BAA) Technique offers a way of thinking about and doing architecture that is laser-focused on business agility as the fundamental business driver
• Approach to Enterprise Architecture• Not a framework or a methodology• BAA Technique works with & simplifies TOGAF or
SAFe or Zachman etc.• Lays out a particular path through all the options
that leads to greater business agility
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Cross-Cutting Architecture
• Organization, process, applications, data, infrastructure
• Role for Enterprise Architecture
• Wakeup call for EAs & their organizations
• Essential for addressing silos
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Architecting Human-Technology Systems
• Architecting technology isn’t enough
• You have to architect the people as well
• Organizational and process layers rightfully part of EA
• Business architecture also focuses on human behavior
• BAA streamlines and formalizes these approaches
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Architecting People?
• Governance: creating, communicating, and enforcing policies– Apply to both human & technology behavior– Policy-related processes
• Automated & lightweight• Focus on important policies
– Security– Regulatory compliance– Software interface standards
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Not a traditional approach to governance!Not a traditional approach to governance!
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Agile EA & Architecture Frameworks
• Architecture frameworks (TOGAF, Zachman, DoDAF, etc.) do not adequately address business agility– Difficult to use properly– Can help achieve baseline
or specific business outcomes
• Take subtractive approach– You need to figure out
which bits to use• BAA Technique is additive
– Works within context of frameworksCopyright © 2015, Intellyx, LLC8
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BAA Introduces “Meta” Thinking
• Remember, we’re architecting for change
• Agile architect doesn’t think about the thing, but about how it changes
• Metaprocesses– Processes for creating, managing,
changing processes• Metapolicies
– Policies for creating, managing, changing policies
– In other words, policies for how to do governance
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Avoiding the Hall of Mirrors
• If a metaprocess is a process for changing processes, how do we change metaprocesses?
• Leads to infinite repeating rat hole– Not really a problem,
more of an illusion– Only takes 2 mirrors
to create illusion of infinity
• Generally have only 2 layers, top one is manual
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Introducing the BAA Maturity Metamodel
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The Role of Maturity Models
• Coordinate efforts across the organization• Balance maturity across dimensions• Establish metrics for measuring maturity• In some cases,
compare maturity from one organization to another– Not appropriate for
architectural maturity
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Maturity Model vs. Maturity Metamodel
• Metamodel is a model for creating models• Use the BAA Maturity Metamodel to create your
own Maturity Model– May improve
over time– Even your
Maturity Model can mature!
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Be iterative & iconoclasticBe iterative & iconoclastic
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Elements of BAA Maturity Model
• Dimensions (rows)– Organization,
Process, Information, Technology
– Broad EA categorizations
• Levels (columns)– Chaotic State, First-
Gen SOA/Centralized, Next-Gen SOA/Cloud-Centric, Agile Architecture
– Agile Architecture is a journey
– SOA is part of the story– You don’t have to hit all
the levels all the time
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Improving Maturity in Practice
• Always start with business priorities
• Maturity Model drives your Agile Digital Transformation Roadmap
• Moving up levels should represent your goals, not be goals in themselves
• Too difficult? Iterate!
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Iterating a BAA Initiative
• Each iteration (sprint, for example) is well-defined, practical, and manageable
• Leverage iterative best practice from your methodology of choice
• If your problem of the day is too difficult or risky, break up your phases into smaller iterations
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Any goal, no matter how difficult, is achievable this way!
Any goal, no matter how difficult, is achievable this way!
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Change at the Meta Level
• In fact, your entire architecture subject to change
• BAA is a meta-architecture: an architecture for building inherently dynamic architectures
• The key to thinking like a Bloomberg Agile Architect!
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IT is the Business
• BAA is technology-driven• The business of today’s enterprises
is IT– Subtract IT from a bank, what’s left?
• Too many organizations have adversarial relationships between business stakeholders & IT– Part of the natural chaotic state of
the enterprise• BAA seeks to realign business & IT
– Continuous business transformation
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Continuous Business Transformation
• With BAA there is no to-be architecture– Not in the physical sense
• Instead, the focus of the architecture is expecting and supporting ongoing change by specifying technology that is inherently flexible
• Architects must begin at the Meta layer
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Digital Strategies & Chasing Rainbows
• Established enterprise challenges:– Innovator’s Dilemma – don’t want
to jeopardize existing revenues – Legacy Dilemma – how to become
a next-gen, “digital enterprise” given all the legacy technology?
• Disconnect between the next-gen digital vision and the reality of today’s IT
• Spending time and money on the former without a plan for dealing with the latter is simply chasing rainbows
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Enterprise as Complex Adaptive System
Where’s Our Business Agility?
• Organizations must be responsive, resilient, and innovative
• Business agility is a property of the enterprise• People and technology can be flexible as well,
but we must architect our organizations to be agile
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Introducing Complex Adaptive Systems
• Systems of systems that exhibit emergent properties– Properties of system
as a whole• Component systems
can be human, technology, etc.
• Self-organizing
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Enterprise as Complex Adaptive System
• Business agility is property of organization as a whole, hence an emergent property of the organization
• Enterprise is system of systems that exhibits emergent properties– System of people and
technology
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Business Agility as Emergent Property of Enterprise
• We want our organizations to be agile
• Individual subsystems (people or technology) can be flexible, but business agility is a property of the enterprise (or possibly portions of the enterprise)
• Innovativeness, resilience, responsiveness also emergent
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Engineering a Complex System
• Architecture focuses on the overall design of a system– How all components of the system
must work together to achieve business goals
• Engineering focuses on the best way to build and run a system– Lifecycle best practices (quality
assurance, deployment, updates, etc.)– Compliance with architecture
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Agile principle: respond to change over following a plan
Agile principle: respond to change over following a plan
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At the Heart of Agile Architecture
• Think of the enterprise as a system of systems– Component systems are people and technology
systems• We must architect the organization so entire
enterprise exhibits business agility
• We can only engineerbusiness agility via its component systems
• Change is constant & how changes to component systems affect the enterprise is unpredictable
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Complex vs. Traditional Systems
• Avoid emergent properties in traditional systems• Traditional system: given requirements, build
to requirements• Complex system: establish initial conditions
and rules for behavior of component systems, and emergence takes care of itself– Feedback loops are
common
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The Secret to Emergence
• Rules that affect behavior of component systems can be very simple
• Emergent behaviors often unpredictable
• Try something, see what happens, repeat
• Feedback loops & iterative approaches
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Sound Agile to You?Sound Agile to You?
Attractors for Complex Systems
• Stable– Emergent behaviors die out or
never occur– Not applicable to enterprise
• Cyclical– System bounces between two or
more well-defined states– Also not applicable
• Chaotic– Unpredictable, few discernable patterns– “Normal” state for enterprise
• Agile– Exhibiting desired emergent behaviors
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Architecting Complex Systems
• Coherence of system– If emerging behavior strays from desired outcome,
have pre-established means for bringing organization back in line
• Feedback loops– Gather & analyze data on emergent behavior to
correlate with initial constraints and determine next course of action
• Mimics natural selection– Favor desired behavior and discourage undesirable
behavior, and system will adapt to changed environment
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Agility vs. Flexibility
• Flexibility is the ability of a component system to deal with change within a specified set of parameters– People can be flexible vs. rigid in
their decision making– Software can be flexible if it is
configurable to behave differently given different requirements
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Does Flexibility Lead to Agility?
• If your people and your software are flexible, does that make your organization agile?– Necessary, perhaps, but
definitely not sufficient• Being able to change
inflexible software quickly doesn’t necessary make it flexible
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Architecting Enterprise as Complex System
• Architect people as well as technology– Very different sets of activities
• Emergent behaviors often unpredictable– Continual adjustment necessary– Automation critical for ensuring agility
• Small changes to component system behavior may lead to significant emergent behaviors– Butterfly effect
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Too slow and you’re not agile!Too slow and you’re not agile!
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Essential Tool: Self-Organization
• Component systems of complex systems are generally self-organizing
• Traditional hierarchical organizational models limit or eliminate self-organization– “Tightly connected”
• “Skunk works,” startups, and DevOps organizations work best when self-organized– “Loosely connected”
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Management challenge: when and howto facilitate self-organization
Management challenge: when and howto facilitate self-organization
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Agile Software Architecture
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The Agile Manifesto
Manifesto for Agile Software DevelopmentWe are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
– Individuals and interactions over processes and tools
– Working software over comprehensive documentation
– Customer collaboration over contract negotiation
– Responding to change over following a planThat is, while there is value in the items onthe right, we value the items on the left more.
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Context: Software Development
• Focus on small teams that crank out code
• Iterative, self-organizing, collaborative
• Focus on creating working software
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Well-run Agile development means producing a lot of good software
quickly
Well-run Agile development means producing a lot of good software
quickly
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What about Architecture on Agile Projects?
• We don’t need no stinkin’ architecture!
• Architecture lumped in with documentation (less is more)
• Architects slow down developers
• Architects produce artifacts that aren’t Agile– Lead to extra work
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Widespread belief that Agile and Architecture don’t mix
Widespread belief that Agile and Architecture don’t mix
But we Do Need Architecture!
• Software architecture– Appropriate
modularization of code
– Selection of appropriate components & libraries
– Integration strategy• Systems architecture
– Scalability of distributed application– Cloud deployment issues– Availability, caching, etc.
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Create Minimum Viable Architecture
• All documentation, artifacts, diagrams, etc. are means to an end
• Don’t architect more than the stakeholders want
• Problems:– Shortsighted– Leads to legacy
issues– Limits agility
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Plan for Technical Debt
• Bad technical debt– Sloppy work that has to be cleaned up later– Rarely if ever a good idea
• Good technical debt– Intentional simplifications or missing functionality– Often specific to individual iteration/sprint– Well-planned resolution as within backlog/Kanban
board
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Good technical debt an important part of Agile development
Good technical debt an important part of Agile development
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Team Responsibility for Architecture
• Lean principle: everybody is responsible for everything
• Everybody should understand architecture
• Anybody may contribute or refactor architecture
• Adjust based upon skill sets
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Everybody isn’t a competent architect!Everybody isn’t a competent architect!
Avoiding “Ivory Tower” Architectures
• Agile software architecture reaction to Ivory Tower architects who don’t work directly with developers
• Team may have specialists in architecture– Involved day-to-day with
Agile team– Regular or constant
feedback on architectural artifacts
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Solicit Stakeholder Participation
• Stakeholder participation on traditional Agile projects focuses on functional requirements
• Stakeholder participation in architecture focuses on nonfunctional requirements
• Expect intractable stakeholders
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The Lesson of Scrum Buts
• Statements of the form:– “We want to follow Scrum BUT retrospectives
are too difficult SO we won’t do them.”• Important part of Agile
– Responding to change over following a plan!• Problem: not always a good idea
– “We want to be iterative BUT it’s too much trouble SO we’ll do all our development in one massive sprint.”
• How do you tell which is which?
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Change-Case Agility Model
• Questions for your analysis– How much flexibility does your software need?– What features will be needed?– How flexible must
infrastructure be?– How dynamic will your
data be?– Etc.
• Must perform analysis at the meta level to avoid overbuilding
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The Challenge of Updating Software
• Cascading & complicated dependencies
• Requirement for coordinated updates
• Challenge updating consumers/clients out of your control
• Backward compatibility/ deprecated functionality challenges
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Instant Legacy
• Difficult to upgrade• Systems are
inflexible• Impossible to
replace• Difficult to
customize• Challenge to
integrate• Expensive over time
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Extending the Agile Manifesto
• Individuals and interactions over processes and tools– As a system of people & technology,
the enterprise is more about people• Working software over comprehensive
documentation– Technology must actually work to
enable agility• Customer collaboration over contract
negotiation– Slice across the silos
• Responding to change over following a plan– Architect for change
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Scaling Agile for the Enterprise
• Enterprise Architecture context– Organization,
process, technology, and information
• Legacy context– Existing applications,
middleware, systems of record• Business focused, iterative, get stuff
to work, iconoclastic
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Bloomberg Agile Architecture in Practice
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Revisiting BAA Layers of Abstraction
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META Dealing with Change (metaprocesses, metapolicies, etc. )
DYNAMICAbstract Models (dynamic schemas, dynamic APIs,
etc.)
ABSTRACTED (LOGICAL)
Abstracted Technology (schemas, software interfaces, etc.)
PHYSICAL Technology (software, middleware, databases, etc.)
BAA Initiative Phase 0: Getting Prepared
• Understand business hot spots– Problems the business is willing to spend money to
solve• Understand as-is technology
– Focusing on problem areas – don’t get bogged down
• Understand political context for transformation– Transformation means
changing human behavior
• Clean up your mess!
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Clean Up Your Mess
• Organizations with legacy issues who want Cloud, mobile, etc.– Lack business agility – Desperate need of
architecture • Focus initially on
establishing the appropriate separations of concerns
• Sketch out a roadmap – Tackle issues iteratively
• Establish baselineCopyright © 2015, Intellyx, LLC55
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Good role for TOGAF
Good role for TOGAF
Physical Layer
•What are your:–Current assets?–Current problems?–Current business drivers?–Political context?
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PHYSICAL Technology (software, middleware, databases, etc.)
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BAA MM: Technology
Chaotic StateFirst-Gen
SOA/CentralizedNext-Gen
SOA/Cloud-Centric Agile Architecture
Coupling
Tight coupling/point-to-point integration predominant
Modest loose coupling based on Service contracts
Uniform interface for HTTP interactions Dynamic Coupling
APIs Rats' nest Web Services REST-based Dynamic APIs
PlatformLegacy middleware ESB
RESTful/stateless intermediaries
Tool-building platform
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Meta Layer
•Top-down & bottom up at the same time
•Architect should always focus on how things change
Copyright © 2015, Intellyx, LLC58
META Dealing with Change (metaprocesses, metapolicies, etc. )
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Abstracted (Logical) Layer
• Is SOA in place?– No really, what do you mean by SOA?
• How do you abstract data?• What is role of the process abstraction in
your organization?• Look for areas of inflexibility• Keep an eye on agility drivers
– What should be inherently flexibleCopyright © 2015, Intellyx, LLC59
ABSTRACTED (LOGICAL)
Abstracted Technology (schemas, software interfaces, etc.)
Dynamic Layer
• Core to the BAA Technique–Least mature part of technique at
organizations overall• Where much of your work will fall• Expect gradual progress as your
architecture matures
Copyright © 2015, Intellyx, LLC60
DYNAMICAbstract Models (dynamic schemas, dynamic APIs,
etc.)
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Assembling the Pieces of Agile Architecture
• Architecting for change requires working at higher levels of abstraction
• Abstract models resolvable to capabilities at run time– Dynamic coupling– Dynamic schemas– Extreme late binding
Copyright © 2015, Intellyx, LLC61
Architect for ChangeArchitect for Change
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Dynamic Coupling
• Tight coupling– Must code all nodes at
once• Loose coupling
– Interfaces abstract underlying code
• Dynamic coupling– Interfaces resolved at run
time
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BAA MM: Information
Chaotic StateFirst-Gen
SOA/CentralizedNext-Gen
SOA/Cloud-Centric Agile Architecture
Big Data Isolated BI apps Big Data pilotsStrategic Big Data initiatives
Data-driven feedback across organization
Semantics Fully siloed
Limited fixed abstractions that support some interoperability
Emerging RESTful semantic media types
Abstracted semantic resolution
Syntax Siloed data models
MDM/canonical data model initiative in progress
Widespread use of schemaless data Dynamic Schemas
Copyright © 2015, Intellyx, LLC63
Dynamic Schemas
• Rigid data schemas– Entity-Relational
Model, XML Schemas• Schemaless data
– Problem of implied schemas
• Dynamic schemas– Metadata modeled at
design time, resolved at run time
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The Schemaless Data Trap
• JSON often favored over XML because it is schemaless
• No fixed metadata representing data syntax or semantics
• Problem: interpretation of data falls to underlying logic
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Another shell gameAnother shell game
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Dynamic Schemas
• WSDL files, URIs, HTTP verbs, and Internet Media Types don’t contract message semantics
• Metadata describing such semantics scattered about– Reintroduces tight coupling &
inflexibility• Dynamic schemas abstract all
such semantic metadata in a consistent way
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Resolve Dynamic Schemas at Run Time
• Abstract representations of semantic metadata
• Platform resolves metadata references at run time
• Perhaps the most advanced (and powerful) part of the BAA Technique
Copyright © 2015, Intellyx, LLC67
Late Binding
• Mechanism in which the method being called upon an object is looked up by name at runtime (Wikipedia) – Useful in Microsoft’s
Component Object Model (COM), because compilers wouldn’t have to reference libraries at compile time
• Related to dynamic dispatch– Selecting which imple-
mentation of a polymorphic operation to call at runtime
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How Late is your Binding?
• Early binding– Traditional integration
• Late binding– Web Service discovery– Content-based routing on
ESBs– DNS resolution for RESTful
endpoints• Extreme late binding
– Fully dynamic discovery– Resolve URIs & metadata
references in real timeCopyright © 2015, Intellyx, LLC69
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Extreme Late Binding
• Metadata-driven, late-bound schemas
• Schemas (and all other metadata) bound in real time– Across the organization– Regardless of change
• Business entities maintain separate, dynamic business contexts
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Copyright © 2015, Intellyx, LLC
71
Supporting Digital Transformation with
BAA
Who is the Digital Professional?
• Old days:– Web programmers, graphic
designers, UI/UX people, information architects
• Today:– All of the above, plus
marketing/product people, Agile teams, operations people, enterprise architects, etc.
Copyright © 2015, Intellyx, LLC72
If you touch something your customer touches, you’re a digital professional
If you touch something your customer touches, you’re a digital professional
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The Importance of the Consumer
• Consumer behavior & preferences driving digital– Even for B2B providers
• The Facebook effect– Everybody expects
personalization, asynchronous interaction, & high performance
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The Buck Stops with the ConsumerThe Buck Stops with the Consumer
Omnichannel: Retail’s Digital Challenge
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The customer sees only one channelThe customer sees only one channel
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Omnichannel: Beyond Retail
• Healthcare– Phone/tablet/desktop/medical device integration
for physicians• Utilities, logistics,
etc.– Field technicians
• Manufacturing– Factory controls
• Too many others to list!
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Optimization Pitfall
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The Problem of Local OptimaThe Problem of Local Optima
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Process for Innovation?
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Disrupt Innovate
Innovation is not a typical business process!
Innovation is not a typical business process!
How do You Manage?
• Each Line of Business/Division has its own goals & business outcomes
• LoB Management drives toward optimizing those outcomes
• Maximize shareholder value/profit/revenue
• Better-Faster-Cheaper, then repeat
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The Problem with Better-Faster-Cheaper
• Digital BFC pushes technology to its breaking point
• Technology team must focus on dealing with failure
• Resilience becomes top priority• Requires holistic view of organization because
weakest link could be anywhere
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Organizing for Innovation
• Move from high connectivity to low connectivity– Provide flexible technology– Autonomous, self-
organizing teams– Teams must cut across
organizational silos
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What about the Data?
• Huge quantities of Big Data about customer preferences & behavior every minute
• No end of fancy tools for analyzing those data
• For every Sony Walkman or Apple iPad, hundreds of less successful innovations
• With all these Big Data, why aren’t we better at innovating?
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Data & Innovation at Cross Purposes
• Data analysis better suited for optimization than innovation
• As we leverage data to get better at marketing, we’re making decisions that stifle innovation
• Incessant march toward “better-faster-cheaper” making us more brittle, not more innovative
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Recipe for Agility
Copyright © 2015, Intellyx, LLC83
Mistake #1: Focusing Digital on Technology
• Easier than changing organization & culture• Leads to “tone deaf” Digital efforts
– Unresponsive Mobile– Social Media that put off or anger customers– Customer “service” snafus
Copyright © 2015, Intellyx, LLC84
43
Mistake #2: 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)
• Leaving legacy behind moves organization awayfrom business agility
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“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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Better Way to Manage
• Build cross-organizational teams• Leverage data to
understand when to optimize and when to innovate
• Embrace disruption• Give people the tools
they need and get out of their way
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Jason BloombergPresident, Intellyx
@theebizwizard
Thank You!
Copyright © 2015, Intellyx, LLC
Area Dimension Level 0 Level 1 Level 2 Level 3
Chaotic State First-Gen SOA/Centralized Next-Gen SOA/Cloud-Centric Agile Architecture
OrganizationBusiness Transformation None IT as Service provider Cloud-driven ContinuousOrganizational Governance Hierarchical management
Limited Service domain management Digital vs. traditional
Coordination of emergent behaviors
IT Organization Siloed by division and app Cross-departmental Service reuse DevOpsBizDevOpsContinuous Delivery
Process Business Process Spotty, inflexible automation Limited Service composition Cloud-friendly BPMDynamic customization & personalization
Governance Process Automation None or scattered
Security & Service abstraction processes automatedSOA Repository
RESTful integration with GRC tooling Dynamic constraint satisfaction
Architecture Rigid and artifact-driven Centralized SOA Team Decentralized SOA teamsCoordination of emergent behaviors
Information Big Data Isolated BI apps Big Data pilots Strategic Big Data initiativesData-driven feedback across organization
Semantics Fully siloedLimited fixed abstractions that support some interoperability
Emerging RESTful semantic media types Abstracted semantic resolution
Syntax Siloed data modelsMDM/canonical data model initiative in progress
Widespread use of schemaless data Dynamic Schemas
Technology CouplingTight coupling/point-to-point integration predominant
Modest loose coupling based on Service contracts
Uniform interface for HTTP interactions Dynamic Coupling
APIs Rats' nest Web Services REST-based Dynamic APIs
Platform Legacy middleware ESB RESTful/stateless intermediaries Tool-building platform
Bloomberg Agile Architecture™ Maturity Metamodel
Copyright © Intellyx LLC. Permission to distribute granted as long as no changes are made and this notice remains. For more information email [email protected].