Fact-based Transformation at TUI
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The document outlines TUI UK&I's strategies and architectural changes in response to challenges faced during the implementation of previous IT projects. It emphasizes the transition from traditional, rigid project management practices to a more flexible, agile approach, highlighting the use of the LeanIX platform for effective data management and collaboration. Additionally, it discusses the pursuit of operational convergence and optimization through the consolidation of processes and application architectures across its various markets.
Fact-based Transformation at TUI
- 1. LeanIX EA Connect 2018 November 2018
- 2. 2 A bit about TUI … TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 SALES & MARKETING 41% EBITA INTEGRATION BENEFITS/ STRATEGY Northern Central Western ~150 TUI Aircraft, 3rd party flying • Own customer end-to- end • 20m customers to optimise own hotels/ cruises demand • Unique TUI holiday experiences differentiating TUI from competition in Sales & Marketing and driving high NPS • Diversified across Sales & Marketing as well as Holiday Experiences Owned / managed / JV ROIC FY17: 13% Owned / JV ROIC FY17: 20% 3811 Hotels Strategy: Market demand, digitalisation, diversification Strategy: growth, diversification 20m customers Own, 3rd party committed & non-committed 152 Ships 3rd party distribution 3rd party distribution Portfolio approach ROIC FY17: 85%3 GROUP PLATFORMS HOLIDAY EXPERIENCES 59% EBITA Owned / JV ROIC FY17: 24% 3rd party distribution 115 Destinations DS Integrated distribution Integrated distribution Integrated distribution
- 3. 3 … and where the markets are … TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018
- 4. 4 • 6 million holidaymakers – we’re the UK’s leading travel brand • 12,500 employees – from travel agents to cabin crew, engineers to back office colleagues • 80+ destinations– in 30 countries around the world • 4,000+ properties – from luxury hotels to private villas • 60+ planes – based across the UK and Ireland • 600+ travel agencies – including innovative Holiday Design Stores • 24 regional airports – from Gatwick to Glasgow, Dublin to Doncaster • 6 cruise ships – sailing under the Marella Cruises banner … and the UK TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 MARELLA CRUISES
- 5. 5 • During early 2010’s, TUI UK&I ran project Phoenix, replacing legacy mainframe systems with an Oracle database driven booking system, SAP Hybris, SAP Finance etc. This project did deliver the required change, but not without considerable pain. • Following this experience, IT in TUI UK&I was very process driven: • Big projects with big budgets • Focus on delivery on time and budget • Functional teams with tight scope, defined roles and multiple hand- offs • Time was spent on close resource management and project plans. • Development was largely supplier based, slow and expensive. • Architecture was heavily proscribed, with detailed up-front solution architecture documents defining every aspect. TUI UK&I IT – 2016 – process over value TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 Architecture – Produce a Solution Architecture 1004 Project Manager Business Analyst SolutionArchitect Domain Architect Enterprise Architect SME Solution Designer Version 0.3 Start 1. Investigation 3.Defining a Solution 4. Review 2. Investigation 2. Investigation 2. Investigation 4. Review AGB Process End Project Brief & Plan Detailed Requirements ISAavailable? No ISA yes Business Domain Roadmaps Enterprise Plans, Tech stack, principles and policies ServiceDelivery Plans ISG Response Document Security Plans Work estimates SME Documentation Preferred Supplier list 4. Review 4. Review 4. Review 5.Collated reviews and feedback 6. Review Design 7.Solution deviation No Yes
- 6. 6 • Architecture artefacts largely SharePoint & Excel • Applications • Enterprise Capabilities mapped • Interface catalogue • Legacy Iteraplan repository migrated to LeanIX but not maintained since migration • Architecture community divided Then along came GDPR … TUI UK&I architecture - 2016 TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018
- 7. 7 • Seen as an opportunity to update the data • LeanIX mandated as the repository and used for Group reporting • Surveys championed in Nordics • used for all data gathering using strong product owner community • Using subscriptions for applications owners • Data flows to document and understand our environment and facilitate conversation • Identify the right level of granularity • Expose biases • Enable the red pen! GDPR – surveys & data flows TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018
- 8. 8 • Cynefin model – one of my favourites • To survive we must be more flexible, move faster, eliminate waste The world is ruthless! • EAs need to help seek opportunities to • remove duplication • increase convergence of common tools & processes • identify opportunities for economies of scale • We need to be able to compare apples with apples Change is accelerating, decisions are made between complex and chaotic TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 David Snowden
- 9. 9 Regional capability models – and different philosophies TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 TUI Nordic capability model TUI West capability model TUI UK&I capability model TUI Central? TUI Group? TUI Aviation? TUI Destination Experiences?
- 10. 10 Common domain model to drive architectural change TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 Strategy Sourcing ContentProduct CustomerCommercial Sales Finance Corporate Enablers Customer Strategic decisions, corporate performance optimisation, governance and architecture Configuration of products and initial product pricing rules Creating contractual relationships with suppliers & partners to provide contracted & dynamic components to sell Content including facts and figures, branded content, content delivery and customer generated Create and maintain long term relationships, personalised service Management of inventory and reservation, and maximisation of revenue using yield Search and browse to generate demand, conversion to sales and increase value of shopping basket Enablers including networks & telephony, data lake, security, helpdesk Financial transactions, control and reporting and customer payments Colleague services including HR, collaboration, desktop, legal and facilities Customer Identity Customer Marketing Customer Contact Customer Service Knowledge Loyalty Points Agents Finance Customer Payment Inventory Reservation Yield Supplier Fulfilment Content Location Employee Colleague services Search Browse Customer Basket Supplier Cost Contract Product Pricing Rules Technology adoption WE LOVE CUSTOMERS! WE MAKE PROFIT! WE CREATE DEMAND!
- 11. 11 • Single repository supporting comparison & convergence • Common language and clear definitions to facilitate conversations • Fact based agreements • Applications mapped against four different capability models, using a tag group to separate them • Enables gradual migration to the common model for each market • Tags groups for • Application & interface responsibility e.g. GDPR • Delivery model Common data (North & West so far) – value over process TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018
- 12. 12 What next? TUI UK&I | Enterprise Architecture | Kati Gholam | November 2018 • Complete the single LeanIX repository • Central region migration • Continue the agile journey • Northern Region convergence, Western Region convergence • Move to the cloud • TUI UK&I moved their web stack to AWS this year, and TUI plan much more • LeanIX AWS connector to populate IT components against applications automatically • Application status – common assessment • Retain, Re-engineer, Renovate, Retire • Common definition between markets • GDPR – DPIA and product ownership • Responsibility shift to the business in UK&I • Reporting • Group data lake & Spotfire • Finance