a transformation journey

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A Transformation JourneyBrad Miller, Head of Global Digital TechnologyConsumer Digital & Cloud Technology

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Brad Miller

When I think about transformational journeys, I think of my own. Ive gone from building box products as part of Microsoft Office and Windows, to Amazon where I learnt how to build scalable services that processed every financial and payment transaction through Amazon within the ecommerce platformAnd now with Citi where Im honoured to lead our Global Digital and Cloud Technology organization 2

The Challenge of Transformation

I get the same question a lot why did I leave Amazon to move to Citi. And the answer is pretty simple Having an impact on how customers manage their finances on a daily basis was a huge draw. Today, theres a lot of customer pain and friction in experiences. Lots of disconnect on providers of financial data. Its a personal experience. The challenge of transformation In thinking about my next adventure as I departed Amazon, I was really headed down the start up path, however, thats quite similar to Amazon in many ways as to how Amazon works even in a big company. However, very rarely in your career do you get the opportunity to transform a 200 year old company. And its changing culture and technology which is a hard problem.

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In order to grow Citi, we first have to grow our own perspective, skills and capabilities.Our curiosity, our openness to learning and trying new things, our ability to adjust and adapt quickly and our willingness to fail fast and fail small are the essence of a culture that innovates and exposes new value to our clients in real time.Stephen Bird, CEOCiti Global Consumer Group

However, the 3rd and most important reason for me to make the move was Stephen and the executive commitment that Citi has to making the change.

If youve been listening to Stephen speak over the past half year, hes been unwavering and relentless in pounding in to the company the vision of

Employee personal growth what are you doing as an employee to grow, learn, and make yourself better calls it driving yourself to be forward compatible. Changing the way we think at Citi holistically, expanding our curiosity, and our desire to fail fast in small increments test and learn

To quote the Cat in the Hat, UNLESS someone like you cares a whole awful lot, nothing is going to get better. Its not.4

Our starting point

Our Starting Point

Executive CommitmentGreat People, long tenure with expertise in Banking systemsLots of CustomersInvestment to Change

However, its not rosy. Because of the 200 year old history, regulatory environments and competitive pressure of the marketplace in the number of FinTech startups eating our lunch.

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Proprietary Monoliths

Monolithic Code BasesThick Horizontal LayersProprietary InfrastructureMany hand offs of code.

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Waterfall Process

Waterfall delivery process4 major releases per yearLarge testing efforts and integration

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Photo Credit: Graphiquefantastique

Heavy governance Culture of Business as Usual

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As a result we felt the pain

Our day-to-day work is about Pain: Within Citi our internal Business Partners feel the pain in long time to market, and lack of business agilityWhat do you mean it take 20+ teams to change one field end-to-end?

Our development teams are frustrated with internal roadblocks, process and tool friction

And our customers are the beneficiary of the environment with friction in experiences and feature gaps that negatively impact meeting their needs

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Transformation

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Technology: Cloud and Microservice Platform

Operate: Change how we workPeople: Set the foundationAccelerating Citis Digital Transformation

End StateQuicker Speed to MarketMobile FirstCloud Enabled

Prepare our people and business for a digital and agile/nimble environment and the future opportunities that will come with change

Simplify & streamline processes & tools to transform to Agile & mature to Continuous Delivery

Cloud enabled, service oriented, and supports continuous integration and delivery

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Accelerating Citis Digital TransformationEnd StateQuicker Speed to MarketMobile FirstCloud EnabledCiti FinTechwealth management:76 Devs

Agile CitiCards & Retail Bank:208 Devs

All Digital Teams:+1200 Devs

The nut of this slide is as followsNew Organization: FinTechBuild from scratchHire all new peopleBuild new operating modelSmall organization, transformation is quickTDD, CICDStarting Point was 2 thin slices working with pivotal to build out new model under their modelTrain and go = scale fast

Existing OrganizationChanging wheels on the bus as it movesTransform to agile this huge organizationBreak things down, build new process, change

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Transforming the culture and setting the foundation

We are a technology organization that does bankingwho thinks like our customers, not bankers

Realignment of Customer Value

Channel

Line of Business

If were committed to think like our customers, then we need to be aligned to our customers.

So Ive taken our digital organization and pivoted it to directly support our businesses; Retail Bank, Cards, Digital Payments, Retail Services etc.

This gets focus on a single backlog that is prioritized by a single business leader. Itll force different investment decisions. 15

Realignment of Customer ValueCo-locate Teams:Chennai, Dallas, NYC, Jacksonville

Focus on Hiring

Invest in Employees through Training

Culture of OwnershipProduct level thinkingAutonomy & decision makingAlignment of business end technology

Today, I have engineering teams all over the world. Tomorrow, Im focusing on 4 key locations.

Today, Im highly contractor leveraged with over 80% of staff as contractors. Tomorrow Im focused on flipping this around and by the end of 2017, Ill have an organization that looks a lot different in the construction of the team with 80% employee, and use contractors to expand and contract.

Finally, Im doubling down on training for my staff focused on how to build distributed cloud services. 16

Transforming how we operate and build

Agile Operating Model

Step 1:Scrum Team ExecutionStep 2:Embed DevOpsIn Scrum

Started with Core Development TeamVertical alignment of scrum teamsEmbed Stakeholders within the Scrum TeamsDidnt focus on reporting structure focused on aligning for delivery

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Enabling a Culture of Builders Security by design1 Performance2 Dependably data driven with a single source of truth3 Modular, reusable, global services4 Fully automated5

Surviving in a rapidly evolving, mobile-first ecosystem requires a continuous focus on the HOW we approach building applications going forward. All teams must build in this manner.

Security by Design Above all, the security of consumer data and protected access to our underlying systems is of utmost importance. As such, security is deeply embedded in NextGen design process.

Performant In the mobile age, performance is paramount to a positive consumer experience. NextGen services are designed with performance in mind, not as an afterthought.

Dependably Data Driven w/ a Single Source of Truth A Domain-Driven Design (DDD) approach is taken in identifying the core products and services which yield the greatest competitive advantage and return on your investment.

Modular, Reusable Global Services NextGen is built upon a service-oriented architecture derived from user experiences and aligned using an industry-best business taxonomy, all purposely built for multiple businesses across the globe. Each service is designed and deployed as a self-contained unit of functionality loosely coupled to reduce dependencies on other services creating the ability to quickly respond to changes in technologies and market trends.

Fully Automated From design to deployment, NextGen supports a fully automated service lifecycle without manual intervention.

Relentlessly Real-Time Consumers increasingly want information now! If you make a payment online, that transaction darn-well better be reflected in my mobile Snapshot. NextGen is hinged upon real-time, responsive business processes and real-time access to the most up-to-date data.

Self-Monitoring and Self-Healing NextGen provides a real-time, end-to-end view of system health with high resiliency built around a rigorous Failure Modes and Effects Analysis (FMEA) for each and every service self-identifying and rectifying issues on-the-fly.

Scalable, Elastic, Distributed and Cost-Effective NextGen leverages the latest cloud technology to dynamically ramp up or scale down processing and data access power based on throughput and load, optimizing consumer experience and cost.

Speed to Market Through Continuous Integration and Delivery (CI/CD) Services built upon NextGen are designed, developed, tested and released independently, removing long-running release dependencies.

Service Ownership Through a Single Team Responsibility Principle (STRP) A single cross-functional team retains sole responsibility of managing a service end-to-end, from design to deployment, and its ultimate operation in market including any shared service or external management and versioning.

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Enabling a Culture of Builders Relentless real time6 Self-monitoring and self-healing7 Scalable, elastic, distributed and cost-effective8 Speed to market thro

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