Executing Digital Platform Strategies- Al Grimes and Richard Glew
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The document discusses strategies for building effective digital platforms. It recommends organizing teams cross-functionally to build and run capabilities together. It also suggests adopting a "hipster centralization" model where humans act as interfaces and common tools, templates, and infrastructure are centralized. Capabilities should be divided and mapped, then united through APIs. Customers should be clustered to design experiences around their needs. Strategic intellectual property that provides differentiation should be retained through capacity funding of stable teams and effective partnerships. This approach aims to deliver value faster, better and cheaper through frictionless collaboration across functions.
Executing Digital Platform Strategies- Al Grimes and Richard Glew
- 3. THE BASIC ISSUE • Slow painful delivery • High degree of coordination needed • Business and IT mindset (us and them) • Project Culture • Internal impediments to delivering value • Tech debt increasing over time Tightly coupled capability Lower $$$ Better Service Increased Engagement Customer Satisfaction Sales Targets Strategy Strategy IT IT IT Business IT IT IT Business Business Customer Customer Customer
- 4. FRICTION
- 5. ORGANISATIONAL SUCCESS FACTORS FOR YOUR DIGITAL PLATFORM 5
- 6. 1. CROSS-FUNCTIONAL TEAMS 2. HIPSTER CENTRALISATION 3. GROUPED BY CAPABILITY 4. CLUSTERED BY CUSTOMER 5. RETAIN STRATEGIC IP consuming that are and who
- 7. WHAT IS A DIGITAL PLATFORM? 🤔 YOUR ORGANISATION’S CAPABILITIES AS A SET OF SELF-SERVICE APIs SO GOOD THEY ARE COMPELLING
- 8. CROSS-FUNCTIONAL BUILD + RUN TEAMS, NO EXCUSES 1
- 9. WATERFALL ERA ANALYSE DEV TEST RUN INFRA DEV - High degrees of specialism (Lower-level languages, Bare metal infra, manual installs) - High translation cost between contexts drives up batch sizes - Reacting quickly is difficult, more emphasis on getting it right first time
- 10. AGILE ERA ANALYSE DEV TEST RUN INFRA DEV - Higher-level languages - Test automation - Virtualisation - Traditional Infra and Ops organisations begin to creak under improved rate of release and shorter planning horizons
- 11. DEVOPS ERA ANALYSE DEV TEST RUN INFRA DEV - Cloud computing - Infrastructure-as-code - DB Migrations - Blue/Green deployment - Automated Configuration Management - Build pipelines - Containers
- 12. “I CENTRALISE FOR QUALITY CONTROL, AUTONOMY WOULD BE CHAOS” “10 AUTONOMOUS TEAMS ALL CONFIGURING MY ESB WONT WORK” “THE LICENSES FOR THIS OPS TOOL I BOUGHT ARE SUPER EXPENSIVE” “I HAVE 5 INFRA/DB/SECURITY PEOPLE AND 10 TEAMS”
- 14. HUMANS AS THE INTERFACE TEAM 1 TEAM 2 TEAM 4 TEAM 3 SECURITY “This is how I ensure my solutions are secure. It’s a model with fewer moving parts, so I can hold it in my head” - managers, everywhere PRODUCTION
- 15. TEAM 1 TEAM 2 TEAM 4 TEAM 3 SECURE TOOLS + TEMPLATES PRODUCTION TECH AS THE PRODUCT, API AS THE SERVICE
- 16. DESIGN-TIME API TEMPLATES BUILD-TIME TEAM 2 COMMON UI TOOLCHAIN RUN-TIME DISTRIBUTION WITH CONSISTENCY CONTRACT TEST ECOSYSTEM SECRET MANAGEMENT TEAM 1 AUTH PLATFORM FOUNDATIONS
- 17. DIVIDE BY CAPABILITY, UNITE WITH APIS 3
- 20. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation
- 21. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation Mobile Banking Offer Bundling Delivery Infrastructure Core Product Payroll
- 22. PLATFORM ARCHITECTURE - CAPABILITY MAPPING Proprietary Knowledge Differentiation Buy and Configure Custom Build Outsource Partner Mobile Banking Offer Bundling Delivery Infrastructure Core Product Payroll
- 28. HOLD ON TO YOUR IP 5
- 29. STABLE TEAMS, FLUCTUATING DEMAND Capacity Line Time Demand
- 30. CAPACITY FUNDING REDUCES COST OF DELAY
- 32. TO SUMMARISE • Capacity funding creates stable, high-performing teams • Capacity funding reduces cost of delay • FTE Tech presence in areas of key IP - or risk bad partnerships
- 33. WRAPPING UP
- 34. 1. CROSS-FUNCTIONAL TEAMS 2. HIPSTER CENTRALISATION 3. GROUPED BY CAPABILITY 4. CLUSTERED BY CUSTOMER 5. RETAIN STRATEGIC IP consuming that are and who
- 35. THANKS! Al Grimes Lead Consultant agrimes@thoughtworks.com Richard Glew Principal Technologist rglew@thoughtworks.com