The Next Generation (of) IT A guide to the enterprise IT revolution Uwe Friedrichsen, codecentric AG, 2012-2014
The Next Generation (of) IT
May 10, 2015
This is the successor of my Dr. Hectic and Mr. Hype presentation where I first explained the consequences of the economic darwinism for an enterprise IT and started to lay out a new, competitive IT that is ready to respond to the new change drivers.
In this presentation I try to provide a more comprehensive picture than in the former presentation. I added additional change drivers that were missing in the first presentation and derived the goals, the principles and the building blocks for an appropriate next generation of an enterprise IT in a lot more detail than in the first presentation.
Yet, the presentation is still very high level as it tries to lay out a complete vision for a future enterprise IT in 60 minutes, i.e., it would be possible to create one or more detailed presentation for mostly every single term and statement in this presentation. Thus, it might appear too high level for some persons. On the other hand I think it is important to create such a high level vision as it makes it a lot easier to classify all those trends that are pushing on us every single day.
And as always the voice track is missing. Yet, I hope that the presentation provides some valuable insights.
In this presentation I try to provide a more comprehensive picture than in the former presentation. I added additional change drivers that were missing in the first presentation and derived the goals, the principles and the building blocks for an appropriate next generation of an enterprise IT in a lot more detail than in the first presentation.
Yet, the presentation is still very high level as it tries to lay out a complete vision for a future enterprise IT in 60 minutes, i.e., it would be possible to create one or more detailed presentation for mostly every single term and statement in this presentation. Thus, it might appear too high level for some persons. On the other hand I think it is important to create such a high level vision as it makes it a lot easier to classify all those trends that are pushing on us every single day.
And as always the voice track is missing. Yet, I hope that the presentation provides some valuable insights.
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The Next Generation (of ) IT A guide to the enterprise IT revolution
Uwe Friedrichsen, codecentric AG, 2012-2014
@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com
Once upon a time …
Charles Robert Darwin (1809 – 1882)
„Survival of the Fittest“
fitness (ˈfɪtnɪs), n 1. the state of being fit 2. (Biology) biology
a. the degree of adaptation of an organism to its environment, determined by its genetic constitution
b. the ability of an organism to produce viable offspring capable of surviving to the next generation
Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003
http://www.thefreedictionary.com/fitness
Economic Darwinism
Economic Darwinism Everyone is affected by Economic Darwinism • All sectors • Growing globalization on all levels • Internet business • More competitors per customer • Higher customer expectations • Lower customer loyalty à In the long run only those will survive who meet the customer needs and demands best
IT is the nervous system IT is vital • All companies • IT is not just supporter or „cost center “ … • … but it is the central nervous system • Even short IT outages considered critical • No business change without IT • No new products without IT à IT limits the maximum possible adaption rate of a company
IT is a key success factor for belonging to the survivors of the economic darwinism
What business needs from IT …
How IT serves business …
Agile ! … ?
Source: Dein Freund der Baum
Economic Darwinism
Business-related Change Drivers
IT
Technology-related Change Drivers
But there is more …
Lean Enterprise
Productshaping/optimization
Innovation
Measure & analyze Accelerating OODA loop
Quick customer feedback cycles
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT
Technology-related Change Drivers
IT as a Product
Virtualization of products
IT-centric business models
Disruptive new business models
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
IT
Technology-related Change Drivers
Pay-per-Use
Business Case
Self-Service
Cloud
Elasticity
UnreliableCOTS Hardware
Provisioning Speed
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
Cloud
IT
Technology-related Change Drivers
Zero Downtime
Peer Multiplication
Mobile & IoT
Deep Process Integration
UnreliableCommunication Unpredictable
Load Patterns
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
Cloud
IoT
Mobile
IT
Technology-related Change Drivers
… and more
Big Data Analysis
Amplifiers
Social
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
Cloud
IoT
Mobile
IT Big Data Analytics Social
Technology-related Change Drivers
What has traditional IT to offer to respond to those challenges?
Design
Implement
Execute Monitor
Op5mise
BPM Cycle
Analysis
Software Engineering Disciplines
Architecture
Development Build Test
Deployment
Operations Management
So, that should be easy for IT, right?
Then, why the @$#%! … ?
We base our optimization efforts on the wrong goals and principles
Analysis Architecture Development Build Test Deployment Operations
Management
Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization Local Optimization
Rudimentary connection via artefacts
Isolated optimizations, no overall vision
Fault avoidance as driver
Artefacts
Process Framework
Artefacts Artefacts Artefacts Artefacts Artefacts Artefacts
Artefacts
Fault avoidance as superior goal
Local optimization
Cost minimization
Process frenzy
Long-term planning Central control
Standardization
Goals
drive
Principles
drive
Building Blocks
What are the new goals?
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
Cloud
IoT
Mobile
IT Big Data Analytics Social
Technology-related Change Drivers
Short cycle times
Continuous output
High flexibility
High reliability Equally Valued Goals
Holistic consideration
Goals of a Next Generation (of ) IT
Where can we learn how to implement it?
Let’s learn from the wild ones
Economic Darwinism
Business-related Change Drivers
Lean Enterprise
IT as a Product
Cloud
IoT
Mobile
IT Big Data Analytics Social
Technology-related Change Drivers
ü
Short cycle times
Continuous output
High flexibility
High reliability Equally Valued Goals
Holistic consideration
Goals of a Next Generation (of ) IT
ü
What are the new principles?
Principles of a Next Generation (of ) IT
The Core Principles
Maximizing innovation instead of minimizing costs
Controlled experiments instead of fault avoidance at any cost
Decentralized, self dependent teams instead of central control and goal sheets
Flexible adaption instead of static planning
Accepting complexity on all levels
Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
Principles of a Next Generation (of ) IT
The Technical Principles
Diversity & lightweight tools instead of monoculture & integrated solutions
Resilience instead of stability
Microservices instead of monoliths
Elasticity instead of upfront capacity planning
Consistent automation of routine tasks
Based on Jeff Sussna's 21st Century IT Manifesto (http://blog.ingineering.it/post/39385342347/21st-century-it-manifesto) Refined in collaboration with Eberhard Wolff
And what are the building blocks?
Governance
Organization
Process People
Technology
Change Domains
Adaptation
Feature Flow (No Projects)
Lean Agile
DevOps
Architecture by Constraints (No Blueprints)
Process
End-to-End Responsibility
Decentralized Control
Organization
Continuous Delivery
DevOps
Cross-functional Teams
End-to-End Responsibility
Craftsmanship
People
T-Shaped
Curiosity
Microservices
Cloud
Technology
Automation
Elasticity Resilience
Diversity
Decentralized Control
Management by Values & Goals
Governance
Beyond Budgeting
Focus on Results (not Processes) Continuous
Adaptation
Relative Targets
Quick Feedback Loops
Adaptation
Systemic Optimization
Continuous improvement
So well, and what do we get from this?
Target state Self-dependent, cross-functional teams
instead of functional organizations Features instead of projects Quick delivery instead of complete solutions Result focus instead of process focus T-shaped people instead of subject experts Architectural constraints instead of blueprints Values & goals instead of command & control Re-implementation instead of re-use Diversity instead of standardization Resilience instead of stability …
Currently the old wisdom becomes stale and hypes become essentials
Fashions become Fundamentals
It’s the most disruptive and exciting changewe have seen in IT for many years
Join the IT revolution!
@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com
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