rethinking it for digital transformation

All contents © MuleSoft Inc.

Nilanga Fernando, Customer Success Director, MuleSoftMatteo Parrini, Customer Success Architect, MuleSoft

From CoE to C4E:Rethinking IT for digital transformation


How IT is changing


The world is changing

3

The average lifespan of a company on the S&P 500 has decreased from 90

years in 1935 to 18 years today.

82% of organizations are making changes to their

policies and IT infrastructure to support

the proliferation of personal devices.

Only 12% of the Fortune 500 firms in 1955 still were

in business in 2015.

86% of ITDMs say they are under “moderate” to

“extreme” pressure to deliver IT services faster than they did last year.


Today’s challenge

4

6.4 billion devices

5.6 billionterabytes

of data

2,500+SaaS

applications


Disruption is much easier in 2016

5

Barriers to entry have evaporated with cloud, open APIs, open source

Global reach through exponential growth in mobile and social

Consumers want innovation and are willing to take more risks


The largest unsolved IT problem

6

Integration software spend

$593BAddressable spend

$26B1

$347B1

$220B2

Systems Integration services spend

Internal IT integration spend

One out of six IT dollars3 is spent on connecting applications, data &

devices


Biggest challenge: IT cannot go fast enough

7

Dem

ands

on

IT

IT delivery capacityTime

Today

MobileCloud and SaaS adoptionBig Data, AnalyticsDigital competitio

n


IT’s absolute imperative to change

8

Dem

ands

on

IT


Today


nMassive IT delivery gap

creating an absolute

need to change


Enabling IT to support business transformation

9

Dem

ands

on

IT


Today


n API-Led Connectivity

changes the operating

model

• Create reusable assets• Enable the business to self-serve• Become a composable enterprise


Creating an environment for change with a Center for Enablement


An approach to unlocking your organization

11

Mainframe FTP, Files Databases Legacy Systems SaaS apps Web services

Central IT

LoB Dev/IT

App Dev

Accessibility& Ownership

Experience Layer: Innovation and digital products

Process APIs: Agility and new value creation

System APIs: Decentralized access to core assets


The C4E is a new operating model for IT•It enables IT and business units to fulfill connectivity

needs through an API-led approach

•It is not a project delivery team, nor is it an ivory tower, in the way that many Centres of Excellence (CoEs) have become

•Its primary purpose is the enablement of project delivery teams to leverage the platform and work in a faster, more agile and scalable manner - whilst also driving reuse and mass adoption

•It is an organisational way of working to drive multi-modal / multi-speed integration

Achieving de-centralisation, federation and speed without losing control: This is the Centre 4 Enablement (C4E)


BusinessEnablement

BusinessEnablement

BusinessEnablement

LocalProject

Leadership

LocalProject

Leadership

Local Project

Leadership

Enab

lemen

t & Se

rvice

Ownersh

ipProject

Delivery

Achieving de-centralisation, federation and speed without losing control

Centre 4 Enablement

Platform Architects / DevOps Architects /

API Architects / API Evangelists

Platform DevOps Team

Project Delivery Teams


Shifting the mindset

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• Federated control, sharing with partners and those

outside IT• Delegrating implementation

to lines of business• Enabling self-service• Proposing business

strategies

• Having total control over all technology assets

• Implementing everything• Order-taker for the business• Reacting to business needs


Desired Outcomes from a C4E

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• Speeding up IT’s response to threats and opportunities - by building capabilities that can be leveraged directly and indirectly by the different departments across the organization.

Faster time to market for IT

• Providing reusable assets that can be consumed by audiences outside of IT, to allow businesses to self-serve technology projects.

Establishing a core set of IT assets

• Reducing the delivery time for these solutions, allowing LoB IT or an Business Analyst to configure the templates without any need for coding.

• Retaining security and governance because these templates and APIs have security and governance built in.

Creation of APIs and templates

• Reducing the pressure on IT to deliver every technology project, freeing up time to work on more strategic projects.

Scaling across partners


Activities with the C4E - ‘Steady State’

Technology Platform

• Provide the platform to deliver an API led approach, application and license management and central product roadmap influence

Enablement & Evangelisation

• Persuade and evangelise APIs in the community, coordinate training and certification, thought leadership and feature / function awareness.

Productization

• Best practice ‘how to’ guides on how to design, document and brand APIs. Manage the central marketplace / store to discover and consume APIs services, repurpose and resupply

Service Ownership

• Provision of the necessary tools, analysis and processes to allow effective ownership and continuous improvement

Architecture

• Thought leadership and standards to achieve API led connectivity within the organisation

Automated Governance

• Automate governance as much possible. Coordinate collaboration with business and IT leadership, information security, risk and audit

Monitoring

• Provide a single view of all APIs, their endpoints, their utilization, their parameters and their adoption across the business

Accelerators

• Provision and ownership of core APIs, templates, connectors and patterns with a high degree of reusability across the business to create synergistic value

C4E

Technology Platform Architecture

Automated Governance

Accelerators

Service Ownership

Monitoring

Enablement & Evangelisation

Productization


How to set up a Center for Enablement


The correct scope for a C4E

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Principles:● Be prepared to experiment, fail fast and learn from feedback● Own Products over taking order (product > project mindset)● Be a strategic adviser to the business, not a servant to the business● Own the feature set and prioritise the roadmap● Focus more on the ‘what’ and ‘why’ than the ‘when’ - take an

‘outside-in’ approach● Focus on customers, trends, NPS, adoption of the platform● Ensure direct involvement and input of customers (the business) in

initiatives● Understand the business as well as the user experience of C4E

customers● C4E team is evaluated on the success and adoption of the platform

itself (KPIs)


What’s the difference between a CoE and a C4E?

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IT as owner (CoE) IT as enabler(C4E)

Goal Reliability Agility

Approach Waterfall, V-Model Agile, Kanban, Minimum Viable Product

Governance Continuous, process-based Plan-driven, approval-based

Cycle Time Long (months, years) Short (days, weeks)

Sourcing Enterprise suppliers, long term deals

Enterprise and niche, responsive short term deals

Culture IT-centric, removed from customer Business-centric, close to customer, fail fast

Talent Good at traditional projects Good at new and uncertain projects


Integrating C4E in the wider organization

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The five must-have capabilities for successful C4E integration:


Roles we envision in the C4E

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Role Typical Responsibilities

C4E Developers Develop C4E assets.C4E Analysts / Analysts Generate appropriate demand for the C4E by triaging project

requirements into priority self-serve candidates

C4E Coaches & Evangelists Evangelise and coach teams across the business to think differently and adopt the C4E’s ways of working

API Product Owners / C4E Asset Owners

Champion the API, engage the rest of the business to reach mass adoption. Keep API operational and optimise through API lifecycle (inception through to deprecation)

C4E Architect(s) Provide ‘enough’ governance over the design and operation of the actual C4E assets. These architects could be part of a wider community, and not just sit within the C4E.

C4E Lead / Sponsor(s) Manage the overall success of the C4E, manage operation on a daily basis, measure ROI and performance, manage senior stakeholder and management perception, manage budget and funding.


Federation of integration disciplinesRole Typical ResponsibilitiesCore Asset Developers Unlock the business’ data assets and initiate population of the C4E

asset base. Act as quality entry point for any incoming assets into the C4E. Most likely within the C4E.

Application Developers Meet the business requirements for their initiatives quickly and in the most effective, engaging way.

Drive demand and feedback into the C4E.Integration Developers Most likely part of the C4E community, whether in Central IT, ETS

or across the business.Meet business requirements for their initiatives. Provide a key input into the C4E for demand generation, as well as create reusable integration assets for other consumers.

‘Citizen Integrators’ Improve their own and their teams’ productivity by getting access to data quickly and in a way they feel they control. Drive demand and feedback into the C4E.

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Four Maturity Stages of the C4E

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1. C4E Established

2. C4E Early Adoption

3. C4E Federated

4. C4E Mass Adoption


Customer Success Story


Unilever - speeding delivery and lowering cost with a C4E

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Unilever is one of the largest CPG companies in the world; it owns over 400 brands and its products are available in over 190 countries.

Unilever’s IT architecture currently consists of 12,000 integration interfaces, connecting over 1600 endpoints, and processes on average over 1.6 million transactions per day.

The classic systematic, centralized approach could not achieve the speed and agility the business demanded, and could not address the growing number of mobile app and cloud service needs.

We partnered with them to create an in-house adaptive integration capability, which operates in a DevOps framework, focused on self-service-oriented API connectivity and supported by a Center for Enablement approach.


Top Takeaways


Top Takeaways

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● The business world is changing dramatically - if you want to be able to compete, your IT department has to change as well.

● IT can’t change without a shift in mindset from a technology provider to a strategic partner.

● To create a business-enabling, self-service oriented IT department with federated control, we recommend a structure called a Center for Enablement.

● A C4E is a transformative type of organization that offers security and governance over technology assets while allowing the business to deliver its own tech assets.

● Set up properly, a C4E can achieve dramatic outcomes in improving TTM and lowering operational costs.


Thank you