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Digital Transformation Scotland 2019

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Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.

There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.

This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.

Publié dans : Technologie
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Digital Transformation Scotland 2019

  1. 1. Welcome to Digital Transformation 2019 #dtscot
  2. 2. Anneli Ritari-Stewart iProspect @iprospectEDIN #dtscot
  3. 3. S E A R C H I N G F O R T R U S T
  4. 4. iProspect Future Focus 2019: Searching for Trust. Future Focus takes insights built from 300+ global clients, including FTSE 100 and Fortune 500 companies, and uses real- time feedback to outline key priorities for businesses to thrive in the digital economy.
  5. 5. T h e R i s e o f t h e A t t e n t i o n E c o n o m y • iPhone users unlock their phone 80 times a day on average • Time spent on social media exceeds 2 hours per day • 57% of consumers believe the pace of technological change is too fast • 59% of consumers say they feel overwhelmed by the many choices • 44% of CMOs see information overload as a key barrier to building better relationships with consumers over the next two to three years. Dentsu Aegis Network, Digital Society Index, February 2018 Dentsu Aegis Network CMO Survey 2018
  6. 6. In the digital economy, trust is not an issue, it is the issue. According to the iProspect global client survey1, 88% of marketers declare trust will be a priority in 2019. 76% Say trust is important to keep consumers buying their brand 72% Believe brands should be socially active and vocal about their actions 60% Believe artificial intelligence in marketing will create more consumer trust by creating more relevant and personalised experiences 88% Say trust is a priority in 2019 69% Think the rise of digital assistants represents an opportunity to become closer and develop stronger relationships with consumers 83% Don’t believe brands will dominate over convenient experiences in the future
  7. 7. TRUST = CREDIBILITY + RELEVANCE + RELIABILITY Credibility In the Attention Economy, it is critical for brands to be clearly identified as sources of truth. Relevance Consumers need solutions tailored to them, accessible when and where they want them. Reliability Capacity to provide experience that consistently and conveniently meets customer expectation.
  8. 8. C R E D I B I L I T Y I N T H E A G E O F D D O U B T
  9. 9. T H E C H A S E F O R P U R P O S E • The Value of Communication 25% of a company’s market value is directly attributable to its reputation*. ▪ Good for you, good for business 82% think their brand’s social commitment plays a role in their business growth ▪ Rising expectations 64% of consumers will buy or boycott a brand because of its position on a social or political issue *World Economic Forum
  10. 10. Consider how technology can support your relationship with people Think about Content, Search and Social as catalysts for your credibility Embed purpose in your organisation 1 2 3 Three Considerations for Brands C R E D I B I L I T Y
  11. 11. R E L E V A N C E I N T H E A G E O F N O I S E
  12. 12. D E L I V E R I N G I N D I V I D U A L I S E D E X P E R I E N C E S W I T H P E O P L E - B A S E D M A R K E T I N G Using data to reach real people, is the biggest strategic opportunity CMO’s foresee in the next two to three years. • Develop a genuine understanding of people • Reach real people not proxies • Develop individualised experiences, at scale Dentsu Aegis Network CMO Survey 2018
  13. 13. I N T E G R A T E D E X P E R I E N C E S ▪ Online and offline work better together 42% think that an inconsistent experience presents a challenge to long- term trust ▪ Online-to-Offline (O2O) measurement 90% of campaigns synchronising TV commercials with paid search campaigns saw higher engagement (CTR) and 72% lower CPA ▪ Location intelligence and offline media performance Combined mobile, DOOH and digital press ads amplify campaign perception and performance Google & iProspect 2017 Synchronising TV & Search Study
  14. 14. Be a part of the Assistance revolution Look for opportunities to connect your digital campaigns with your offline activations Leverage data to design more individualised experiences 1 2 3 Three Considerations for Brands R E L E V A N C E
  15. 15. R E L I A B I L I T Y I N T H E A G E O F C O N V E N I E N C E
  16. 16. M A K I N G B R A N D S ’ D I G I T A L P R O P E R T I E S M O R E C O N V E N I E N T • 58% think building a highly convenient consumer experience is the most powerful lever to generate business growth. • 41% think growth is based on building a strong, recognizable brand. • only 17% believe that brands will dominate over convenience • Maintaining convenience from first contact to conversion is critical and requires multi-disciplinary effort. • Deliver a consistent, convenient experience with data incorporated into multiple marketing channels.
  17. 17. O N L I N E M A R K E T P L A C E S D E M A N D C O N V E N I E N C E Marketplaces heavily influence people’s shopping behaviour and brands need to optimise their beyond their owned properties. ▪ 56% of shoppers use Amazon as a starting point for shopping ▪ 92% of customers that start their journey on Amazon complete their purchase on Amazon ▪ Being available when it matters ▪ Emerging from the crowd
  18. 18. Take advantage of e-commerce platforms Deliver a consistent experience across channels Review the true convenience of your digital properties 1 2 3 Three Considerations for Brands R E L I A B I L I T Y
  19. 19. M A S T E R I N G T H E T R U S T E Q U A T I O N Brands that are grounded in credibility, relevance and reliability will see trust as the very foundation for their success in the digital economy
  20. 20. anneli.ritari-stewart@iprospect.com
  21. 21. Inez Hogarth Data Understood #dtscot
  22. 22. Making the Shift to Data-Influenced Decisions Following the little algorithms that could…. Inez Hogarth Managing Director Data Understood
  23. 23. Data Understood
  24. 24. Data Understood
  25. 25. Data Understood
  26. 26. Data Understood Data Understood
  27. 27. Data Understood
  28. 28. Data Understood
  29. 29. Data Understood
  30. 30. Data Understood
  31. 31. Data Understood What value can I get out of data?
  32. 32. Data Understood
  33. 33. Data Understood
  34. 34. Data Understood
  35. 35. Data Understood How can I do this in my organisation?
  36. 36. Data Understood
  37. 37. Data Understood Resource Good Data Tech Skills Focus on customer needs Be curious Support learning Relevant Accurate Timely Engagement Recipe for a healthy data culture
  38. 38. Data Understood
  39. 39. Data Understood
  40. 40. Data Understood What can I do today?
  41. 41. Data Understood
  42. 42. Data Understood
  43. 43. Data Understood
  44. 44. Data Understood Resource Good Data Tech Skills Focus on customer needs Be curious Support learning Relevant Accurate Timely Engagement In Summary Consider what will be valuable to your customers Build the appropriate infrastructure and find the right people See, understand and act on your data
  45. 45. Data Understood
  46. 46. Data Understood Thank you! Get in touch: ihogarth@dataunderstood.com
  47. 47. Data Understood Data Understood
  48. 48. Stuart McMillan Schuh @mcmillanstu #dtscot
  50. 50. This is the story all about how my site got flipped, turned upside down...
  51. 51. Courtesy of mapswire.com 20% OF REVENUE ONLINE
  52. 52. A long time ago in a galaxy far, far away...
  53. 53. TIMELINE
  54. 54. September 2016 We need a new design! Summer 2017?
  55. 55. All of 2016 Replatform specification September 2016 We need a new design! Dec’ 2016 onwards Replatform Build May - October 2017 Replatform test & deploy November 2016 Setting Parameters February 2018 Full site HTTPS
  56. 56. November 2016 Setting Parameters Spring 2017 Scope completed, agency appointed June 2017 Completed designs July 2017 Re-evaluation November 2017 Completed designs November 2017 Plan A/B test January 2018 Reporting KPIs
  57. 57. January 2018 Build started, additional user testing done January 2018 Reporting KPIs February 2018 Functional Testing March 2018 A/B test 1 (validation), 1 week A/B test 2, 1 week later?
  58. 58. Test 1
  59. 59. FEARS, UNCERTAINTIES AND DOUBTS “The results are mixed. What do we do now?!”
  60. 60. Test 1
  61. 61. GRIP
  62. 62. QUANT + QUAL = SUPERPOWER! + +
  63. 63. ·Search Bar O Users thought we only stocked two items that were related to the search (the two images shown) O Users were clicking magnifying glass thinking it would return results when in fact it closes the search bar O Users identified that it was not an easy task to complete · Next Day Delivery Timer O The majority of users were not aware of the delivery timer on product page ·Font size/messaging O Users were not aware of 365 day returns policy/delivery even though these are on product pages and in banners O Users found text too small CR of users clicking search: Control: 5.35% Variation: 4.20% * CR of users seeing NDD: Control: 3.41% Variation: 3.32% * *Statistically significant at 95% confidence interval
  64. 64. Test 2
  65. 65. ● Don’t freak out! ✗ ● Agree on KPI’s well up front ✓ ● Fix timeline, limit scope ✗ ● Stick to your guns ✗ ● Don’t over share ✗ ● Language & presentation matters ✗ ● Fixed Horizon NHST ✗ ● Don’t do redesigns! BIG LESSONS
  66. 66. DON’T DO THIS! “There is no significant difference in the conversion rate. Test statistics will be provided on completion.”
  67. 67. Where the magic happens
  68. 68. Ten months later...
  69. 69. The design hasn’t stood still.
  70. 70. How have things been? Aesthetic appeal Navigation (Still needs work IMAO) Add to bag Checkout Success Proceed to checkout Site speed
  71. 71. Thank You!
  72. 72. Why digital transformations fail (and how to stop them) Esther Stringer @estherBCM #DTScot B C U X *
  73. 73. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Where businesses are with their digital transformation strategies @EstherBCM Digital, Ready? Vodafone, November 2018
  74. 74. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Digital transformation – a priority? @EstherBCM 79% say Digital Transformation is a strategic priority 69% recognise that they will not survive if they fail Digital, Ready? Vodafone, November 2018
  75. 75. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets The cost of transformation @EstherBCM £98.3 million written off in unusable tech assets £300 million spent on change of core infrastructure
  76. 76. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets The cost of transformation @EstherBCM 1928 - 2016 1909 - 2015 1985 - 2013 1971 - 2011 Rest in peace
  77. 77. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Too many assumptions (Ass-u-me) @EstherBCM
  78. 78. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets @EstherBCM Too fast
  79. 79. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets @EstherBCM Too slow
  80. 80. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets @EstherBCM Too much
  81. 81. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Bias in decision making @EstherBCM
  82. 82. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets What is bias? @EstherBCM
  83. 83. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets 3 types of cognitive bias affecting your decisions @EstherBCM Confirmation bias Self-serving bias Status quo bias
  84. 84. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Only seeing what you want to see Confirmation bias @EstherBCM
  85. 85. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets It’s all thanks to you, except when things go wrong. Self-serving bias @EstherBCM
  86. 86. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets People prefer to do nothing Status quo bias @EstherBCM
  87. 87. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets How to stop your bias @EstherBCM Frame it Challenge it Acknowledge it “ I am biased.” “ What are my biases?”
  88. 88. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Clear goals The three keys to success of digital transformation @EstherBCM Critical thinking User centred culture
  89. 89. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Set and communicate clear goals @EstherBCM Clear goals 1. Increasing operational efficiency 2. Boosting customer engagement through new, unique experiences 3. Meeting regulation and compliance.
  90. 90. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Utilise critical thinking @EstherBCM Critical thinking “Disciplined thinking that is clear, rational, open-minded, and informed by evidence"
  91. 91. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets Develop a User centred culture @EstherBCM User centred culture • Embrace diversity • Empathy and understanding • Harmonise stakeholder objectives • Co-create
  92. 92. bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets If you remember one thing today…. @EstherBCM Put people at the heart of everything that you do
  93. 93. Edinburgh London +44 (0)131 467 9227 hello@bordercrossingmedia.com Border Crossing Suite 4 Waterside House 46 Shore Edinburgh EH6 6QU +44 (0)203 097 1600 hello@bordercrossingmedia.com Border Crossing One Pancras Square King’s Cross London N1C 4AG Online @BC_UXTweets @bordercrossingux @bordercrossingux Thank you
  94. 94. Natalya Ratner Brand Scotland @NatalyaRatner #dtscot
  95. 95. Bringing digital experience into Nation branding Natalya Ratner Brand Scotland
  96. 96. Alone we can do so little Together we can do So much - Helen Keller “
  97. 97. Establishing team Scotland Step 1
  98. 98. Change the narrative Step 2
  99. 99. Change the narrative Step 2
  100. 100. Brand Scotland Why is Scotland now? For centuries Scotland has been a country that’s inspired and improved. Our greatest minds combined with our enduring spirit has seen countless inventions, breakthroughs, discoveries and accomplishments achieved in the face of adversity. For a small country, we’ve made a very big impact. And we continue to progress, to pioneer. With our warmth and generosity renowned around the world and our driving determination behind everything we do, we are creating exciting new opportunities and standards. So, for us it was clear. Now is the time to shout about these achievements. Now is the time to share our successes. Whether in business, education, tourism or migration... Scotland Is Now
  101. 101. SEE Awareness & propensity (brand) DISCOVER (Organic traffic) THINK (Reach & Engagement) PLAN (Conversion to referrals) DO (Engaged opt ins) ADVOCATE (Advocacy/ Sentiment) NEI Why? Brand Scotland
  102. 102. Campaign objectives & kpis #ScotlandisNow
  103. 103. A new master brand Step 3
  104. 104. Pillar Marques Flexing the master to create
  105. 105. Pillar Marques Potential Use of
  106. 106. New zealand Unified branding
  107. 107. digital landscape Brand scotland Scotland.org Sdi.co.uk (Business) VisitScotland.com (Visit) TalentScotland.com (Work) Studyinscotland.org (Study)
  108. 108. digital landscape Reviewing the
  109. 109. Tech Alignment Programme of digital improvement across the partners: • Centralised systems • Upskilling staff • Drive efficiencies in spend and productivity
  110. 110. tools & Platforms Brand Scotland
  111. 111. governance model Shared Strategy – Digital & Marketing Architecture & Design Portfolio Management Technology Change Management Business Change Management Service Design
  112. 112. Delivery hub Brand Scotland Cat Leaver, Director Nat Ratner, Digital Experience Rob Catterson, Brand Strategy Norry Wilson, Content Sarah Clarke, Content Emma Donnelly, PM Seonaid Heeps, Social Lead Laura Brown, Social & Andy Moore, Content Thorranze Cheung - Digital Mike Thorburn, Lead Editor
  113. 113. social strategy Reactive & Proactive The overall social media objective is to drive advocacy by stimulating social conversations, sharing exciting and timely content and engaging our audience across platforms
  114. 114. Scotland.org Evolution of
  115. 115. Scotland.org Evolution of
  116. 116. Study ‘pillar’ Evolution of Scotland.org
  117. 117. Study ‘pillar’ Evolution of Scotland.org
  118. 118. Where is Scotland? Evolution of Scotland.org
  119. 119. What’s in the pipeline? • Upscale social analytics and influencer outreach • Marketing automation platform roll out • eCRM evolution and better cross-partner user journeys • Centralised SEO approach • Ma
  120. 120. Digital transformation • Ma Approach summary Converge governance to align digital and marketing strategy Create a cross- org marketing team, converge on common tools for SEO, social, content planning Align technology selection, adopt common platforms, create simple technical integrations
  121. 121. Any questions? @Natalyaratner @Scotland
  122. 122. Tony Christensen RBS @Kahuna1965 #dtscot
  123. 123. 1 Agilecultsandreligions Don’tjoinone!
  124. 124. Head of DevOps Development and Implementation Agile & DevOps Methods & Practices CoE Lead Solution Strategy Lead Technology Technology WoW Programme Introductions
  125. 125. The Agile movement has lost itsway…. 3
  126. 126. In 1982 life wassimpler 4 19 year old me FacomMainframe
  127. 127. In 1982 business wassimpler 5 Headof Finance Programmer Daily conversations Demonstrable Software
  128. 128. But then businesses becamecomplicated 6 Finance Programmer Marketing Security OfficeServices Mail Room HumanResources Programmer Programmer Programmer Programmer Programmer Project Mgr Business Analyst Architect Dr Winston Royce https://pragtob.wordpress.com/2012/03/02/why-waterfall-was-a-big- misunderstanding-from-the-beginning-reading-the-original-paper/ http://www-scf.usc.edu/~csci201/lectures/Lecture11/royce1970.pdf
  129. 129. And Technology becamecomplicated Finance Marketing Security OfficeServices Mail Room HumanResources Programmer Programmer Programmer Programmer Programmer Programmer BusinessAnalyst Project Mgr Architect
  130. 130. History of ProjectManagement https://www.projectmanager.com/blog/history-project-management
  131. 131. Cant it besimpler?
  132. 132. In 2001 these 17 people thought so 10 Kent Beck Mike Beedle Arie vanBennekum Alistair Cockburn WardCunningham Martin Fowler James Grenning JimHighsmith Andrew Hunt RonJeffries JonKern Brian Marick Robert C.Martin Steve Mellor Ken Schwaber Jeff Sutherland DaveThomas
  133. 133. Martin Fowler was oneof these 11 “In February 2001 agroup of seventeen software pundits got together in Snowbird UTto discussthe growing field of what used tobe called lightweight methods. Wedecide to use the term agile todescribe this new breed of agilemethods. Wealso wrote the Manifesto for Agile Software Development , setting out the values and principlesof these agile processes.” https://www.martinfowler.com/articles/agileStory.html Martin Fowler
  134. 134. Dave Thomas was one ofthese 12 “…yearsago, I was among seventeen middle-aged white guys who gathered at Snowbird, Utah. Wewerethere because we shared common beliefs about developing software, and we wondered if there was away to describe what we believed. It took less than aday to come up with ashort list of values. Wepublished those values, along with alist ofpractices, asthe Manifesto for Agile SoftwareDevelopment…” https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html DaveThomas
  135. 135. And sothe Manifesto was born… 13
  136. 136. Some history and timelineevents 14 RAD– IncSpiral (Martin & Boehm80’s) eXtreme Programming (XP) (Beck,Cunningham, Jefferies 96) DSDMAtern (DSDMConsortium 94) Crystal (Cockburn 2004) Disciplined Agile Delivery (DAD) (Ambler 2006) ScaledAgile Framework (SAFe) (2011 Leffingwell et al) RUP (IBM96) Nexus (Schwaber 2015) LeSS (Vodde& Larman2014) Adaptive Software development (Highsmith 99) LeanSoftware Development (Poppendieks’2002) TestDriven Development (TDD) (Rediscovered byBeck2002, Originally datesfrom the 1950’s) Agile Manifesto Signed (2001)Feature Driven Development (FDD) (DeLuca97) Scrum (Schwaber & Sutherland95) Scrum(Initial Paper) (Takeuchi& Nonaka86) Kanban (Ohno53) Lean (Ohno48) USAF& NASA (X-15 HypersonicJet 50-60’s)
  137. 137. The Agile has become codified in so many ways 15 Values & Principles guided by Mindsets & Behaviours Methods, Practices,Toolsand Frameworks https://www.codeproject.com/Articles/1064114/Agile-Software-Development-Basics?msg=5193064#xx5193064xx
  138. 138. The Agile landscape is evergrowing 16
  139. 139. As is the toolslandscape 17
  140. 140. But Agile is becoming fractured(sect-like) 18 “The boys from RUP (Rational Unified Process) are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework(e) as a simple, one-size fits all approach to the agile organization. They have made their approach even more complicated by partnering with Rally, a tools vendor. Consultants are available to customize it for you, also just like RUP” http://www.scrum-breakfast.com/2013/10/scaling-scrum-safe-dad-or-less.html BasVodde and Craig Larman -LeSS Dean Leffingwell - SAFe KenSchwaber – co author https://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed/
  141. 141. “Agileis Dead (Long LiveAgility)” 19 https://www.youtube.com/watch?v=vqz8ND-N1hc https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html The word “agile” has been subverted to the point where it is effectively meaningless, and what passes for an agile community seems to be largely an arena for consultants and vendors to hawk services and products. DaveThomas
  142. 142. Agile andReligion 20
  143. 143. Religious geography and warstimeline 21 How has the geography of religion evolved over the centuries, and where has it sparked wars? Our map gives us a brief history of the world's most well-known religions: Christianity, Islam, Hinduism, Buddhism, and Judaism. http://www.mapsofwar.com/ind/history-of-religion.html
  144. 144. History of allreligions 22 Jesus Diaz – The history of all religions explained in one fascinating graphic https://gizmodo.com/the-history-of-all-religions-explained-in-one-fascinati-1643222359
  145. 145. Religion Values andPrinciples 23 “The world’s religions all seemto askthat their followers seekdifferent paths to enlightenment. Yetbeneath the seeming differences lies a poolof universal truth… …thescriptures of Christianity, Judaism,Islam, Hinduism, Bahá'í, Buddhism, andothers… [have the same values & principles] …expressedalmost word for word in every religion.” - TheDalaiLama http://www.onenessonline.com/
  146. 146. Agile Cargo Cults – Which frameworks to choose 24http://cdn.oddx.com/wp-content/uploads/2014/02/cargo-cult-video.jpg?x63817 “The name derives from the belief which began among Melanesians in the late 19th and early 20th century that various ritualistic acts such asthe building of an airplane runway will result in the appearance of material wealth, particularly highly desirable Western goods(i.e., “cargo”), via Westernairplanes.” https://en.wikipedia.org/wiki/Cargo_cult
  147. 147. Agile is not painting bynumbers 25https://www.agilesherpas.com/agile-broken-marketing/ “Sometimes they turn outnice, but more often they’re disastrous…. And even if you executethem perfectly, you learn nothing”
  148. 148. Which framework touse? 26
  149. 149. 27 Be Agile do not just Do Agile https://www.daxx.com/article/what-does-agile-mean-software-development
  150. 150. 28 Being Agile not DoingAgile https://www.adventureswithagile.com/2017/03/25/what-is-the-agile-mindset/ https://www.mindmeister.com/425542788/agile-world
  151. 151. Treatthe Agile landscape as a toolshed 29
  152. 152. Use what works for thesituation 30 Squad Squad Squad Squad Chapter Chapter Tribe Lead Agile Coach CL CL
  153. 153. Don’t join a Sect orReligion 31
  154. 154. Shu Ha Ri – Heart of Agile 32 https://heartofagile.com/
  155. 155. Apply to your owncontext 33
  156. 156. ….modified Manifesto and a 5thvalue 34 We are uncovering better ways of working by doing it and helping others do it. Individuals and interactions over processes andtools Working solutions over comprehensive documentation Customer collaboration over contractnegotiation Responding to feedback over following a plan Mindsets & behaviours guided by value & principles over Methods, Practices, Tools and Frameworks That is, while there is value in the items on the right, we value the items on the left more
  157. 157. 35 Agilecultsandreligions Don’tjoinone!
  158. 158. Dwayne Pascal Skyscanner @DPPascal #dtscot
  159. 159. Scaling Autonomy and Alignment Digital Transformation Scotland Dwayne Pascal, February 2019
  160. 160. • 25 years in software development • 15 years in technical leadership • 10 years in agile development Introduction Agile Leadership How do we, as technical leaders, create an environment which maximizes the likelihood of achieving business success.
  161. 161. LearningsfromtheArtofAction Laz Allen Charlie Pank Jason Kottler
  162. 162. Bungay’sCycle Situation A Situation B
  163. 163. Outcomes = Situation B Bungay’sCycle PlansActions
  164. 164. Outcomes = Situation B Bungay’sCycle PlansActions
  165. 165. 1.Theenvironment/system ComplicatedSimple Complex
  166. 166. 2.Theunavoidableproblem
  167. 167. WhatisFriction? “Friction manifests itself when human beings with independent wills try to achieve a collective purpose in a fast-changing, complex environment where the future is fundamentally unpredictable.” - Stephen Bungay
  168. 168. WhatisFriction?
  169. 169. Thenaturalresponse “Although it is not common to talk about these three gaps, it is common enough to confront them. It is also common enough to react in ways that make intuitive sense.” - Stephen Bungay
  170. 170. Outcomes = Situation B PlansActions Effects Gap More detailed controls Thenaturalresponse Knowledge Gap More detailed information Alignment Gap More detailed instructions
  171. 171. Whatshouldwedo?
  172. 172. “The existence of friction is why armies need officers and businesses need managers. Anticipating and dealing with it form the core of managerial work. Recognizing that is liberating in itself.” - Stephen Bungay
  173. 173. Whatshouldwedo? Directed Opportunism!
  174. 174. Directed Opportunism: How? • Focus on the intent – the outcome - not the plan. • Let teams decide how to achieve the outcomes. • Give teams the information they require to adapt and self- correct. Whatshouldwedo?
  175. 175. Outcomes = Situation B PlansActions Effects Gap Give individuals freedom to adjust their action in- line with the intent Thebetterresponse Alignment Gap Allow each level to define how they will achieve the intent of the next level up, and ‘backbrief’ Knowledge Gap Limit knowledge to defining and communicating intent
  176. 176. A B C D E F G Intent Actions Intent Actions Intent Actions “Back Brief” (Information flow) “Back Brief” (Information flow) Inpractice
  177. 177. Example Context Intent Actions Level A Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions
  178. 178. Example Intent Actions Level A Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X
  179. 179. Example Develop Feature A Actions Level A Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X
  180. 180. Example Actions Level A Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X Help customers do X in our product set
  181. 181. Example Level A Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X Help customers do X in our product set • Develop Feature A • Develop Feature B • Improve process C
  182. 182. Example Level A Levels B, C, D Levels E, F, G Context Intent Actions Help customers do X in our product set • Develop Feature A • Develop Feature B • Improve process C Help customers do X in our product set Develop Feature A • Modify account details • Create a new UI • Create new service to produce data set Z Customers have a problem doing X
  183. 183. Example Help customers do X in our product set • Develop Feature A • Develop Feature B • Improve process C Level A Levels B, C, D Levels E, F, GHelp customers do X in our product set Develop Feature A • Modify account details • Create a new UI • Create new service to produce data set Z Help customers do X in our product set using Feature A Create a new UI • Design UI experience for web • Design experience for App Customers have a problem doing X
  184. 184. DirectedOpportunism • Takes friction into account, reducing the three gaps • Deals with complex, competitive environments • Unleashes the power of individuals Which means it works with large organizations!
  185. 185. Takeaway “Rather than a plan, a strategy is a framework for decision making. It is an original choice about direction, which enables subsequent choices about action. It prepares the organization to make those choices.” - Stephen Bungay Focus on the Strategy
  186. 186. Thankyou. @DPPascal
  187. 187. ImageReferences: • https://cdn-images-1.medium.com/max/2000/1*h-Vvoil9jSuOqui9sDI_aw.jpeg • https://www.successconsciousness.com/images/surprise.jpg • https://cdn.kastatic.org/ka-youtube-converted/v8ODIMqbQ44.mp4/v8ODIMqbQ44.png
  188. 188. @AlzScotDigital digital@alzscot.org
  189. 189. T H E D E M E N T I A C I R C L E E C O S Y S T E M
  190. 190. I N T E R N A T I O N A L N E T W O R K S @AlzScotDigital digital@alzscot.org
  191. 191. Stephen Hampton Chief Technology Officer 26th February 2019 Enabling Digital Transformation
  192. 192. Digital business transformation is the process of exploiting digital technologies and supporting capabilities to create a robust new business model. What is Digital Transformation? “ “
  193. 193. Key Components of Digital Transformation Empower Employees Optimise Operations Transform Product Engage Customers The technology landscape in 2019 is dominated Digital Transformation. SYSTEMS OF INTELLIGENCE
  194. 194. Enabling Digital Transformation Legacy Systems Integrating 3rd Platform Technologies Business Case Identification Digital Skills Gap Organisation Culture Security In a digitally transformed organisation, IT is no longer a cost centre but an enabler and a revenue generator. 47% of CEO’s are under pressure to introduce a Digital Transformation strategy because 56% of those who have are already seeing the benefits. “ “
  195. 195. Software Defined Infrastructure Controller Based Architectures • Network, Storage & Compute • Northbound API • Southbound Element API Intent Based • Business Logic • Concrete Configuration Intelligent Infrastructure • Analytics • Infrastructure ML • Data Plane Mapping Table Stakes • High Availability • Security • Performance • Horizontal Scale
  196. 196. Next Generation Security Segmentation Zero Trust Macro Micro Nano Global Threat Analysis Analytics & Machine Learning Automation (Intent Based on Business Logic) Permit Baseline Block Deviation CVE Day Zero
  197. 197. Cloud Considerations for Digital Transformation Cloud Architecture • Private • Public • Hybrid Cloud Connectivity • Local Internet Breakout • Cloud Transit • VPN on Ramp Security • Workload Protection • Federated Authentication • Zero Trust Models Analytics • Application Flows • Flow Volumes
  198. 198. Digital Enablement Services Global Services Systems Integration Managed Services Cloud Services • Enterprise Networking Practice • Security Practice • Cloud Practice • Collaboration • Global Network of Expertise • Global Resourcing • Service Delivery Management • Project Engineering • Remote Support • NOC monitoring & Alerting • Incident and Problem Management • Change Management • Legacy Upgrades • FBX (IaaS) • FDR (Backup and Disaster Recovery) • FWS (UC) • FCX (Cloud, Internet, WAN and SIP Transit) • FSA (Analytics)
  199. 199. Key Takeaways Harmony SDI Seamless integration between technology within your organisation. Controller based, with northbound API and business intent. Security Cloud Baselined, zero trust without impact on the consumer. Connectivity, Security and Analytics. Digital Enablement: Global Deployment, Systems Integration, Managed Services & Cloud. HN
  200. 200. @sphampton hutchinsonnetworks.com
  201. 201. Protect | Transform | Innovate
  202. 202. Discussion agenda • The impact of Digital Transformation on traditional DR and Backup • Evaluate where you are on the resiliency journey • Discuss why traditional Backup is failing • Share some customer examples
  203. 203. Digital Transformation impacts all industries Evolution of People, Process & Technology New Customer Expectations New Markets, New Competitors, New Business Models
  204. 204. Digital strategy includes IT Transformation Speed Simplified and Modernized IT Agility Scale with Multi-Cloud and Hybrid Cloud Resilience No Downtime, No Data loss
  205. 205. RISK & AVAILABILITY Customers Employees Partners Systems & DataOn-premises Cloud AppsIoT Mobile Apps Cloud/SaaS Apps IT Transformation Challenges
  206. 206. Transform through IT Resilience The ability to accelerate transformation by adapting to change without disrupting the business
  207. 207. The Journey to IT Resilience Continuous IT Remove Systemic Risk Converge and Automate DR and Backup Accelerate Cloud Hybrid/Public/Private Cloud Increase Agility Intelligent Workload Placement Anywhere Achieve Efficiency Aligned and Optimized Resources Continuous Transformation IT at the Speed of Business
  208. 208. IT Resilience Platform
  209. 209. Converging Technologies Disaster Recovery Replication Backup Hybrid Cloud
  210. 210. Into One Platform Disaster Recovery Replication Backup Hybrid Cloud IT Resilience Platform
  211. 211. Replacing Multiple Tools Backup Replication Orchestration Migration+ + + < Costly & Complex IT Resilience Platform™ Simplified IT
  212. 212. Backup Backup does not meet todays customer expectations 24/7 Granularity Ransomware
  213. 213. No Backup Technology Based on Periodic Backups can Achieve Seconds of RPO at Scale Periodic Backups Backup
  214. 214. Continuous Data Protection Continuous Journal-Based Protection is the Future
  215. 215. Restore Anything & Everything SitesApps FilesVMs
  216. 216. Deliver Seconds of RPO at Scale
  217. 217. Elastic Journal SecondsMinutesHoursQuarters DaysYears June 3, 2012
  218. 218. Intelligent Index & Search Elastic Journal Data Protection Workflows Compliance Granular 86% of Use Cases Long-Term Retention Short-Term Retention
  219. 219. •Find & Restore •Site based •Unstructured and scalable Intelligent Index and Search 7.0 *Subject to Change
  220. 220. Transformation Examples
  221. 221. ✓ Close-to-continuous IT and business operations ✓ Is a multi-function converged product segment, evolved from backup, run book automation, replication ✓ Support scope is multi datacenter and multi-cloud ✓ Functionality includes IT operations resilience and cyber attack mitigation IT Resilience Requirements
  222. 222. On-Premises On-Premises
  223. 223. On-Premises On-Premises
  224. 224. Tencate using Zerto today for Ransomware 249 DR Strategy Files Affected Data Loss Time to Recover Without Zerto Backup to tape An entire file server at a manufacturing facility 12 hours 2 weeks With Zerto Continuous replication A number of directories on a file server at a manufacturing facility 10 seconds Under 10 minutes
  225. 225. IT Transformation in Financial Services
  226. 226. The Zerto Difference Single platform for continuous availability, data protection, and workload mobility to, from, and between multi clouds.
  227. 227. Zerto IT Resilience Platform Converged Backup Multi-Cloud Hybrid Cloud Disaster Recovery OrchestrationMigration Analytics Lower IT Costs, Complexity & TCO
  228. 228. How digital platforms are stacking up for web 3.0 Josh Somma - Technical Director @Squiz Email: jsomma@squiz.co.uk
  229. 229. What we’ll becovering... ● The arrival of Digital Experience Platforms inthe marketplace ● How a former CMS company is navigating it’sway through this disruption ● What’s driving these shifts in the marketplace ● Takeaways
  230. 230. What is a DXP? ( Digital Experience Platform )
  231. 231. DXP is as an “...integrated set of technologies, based o common platform, that provides a broad range of au with consistent,secure and personalized access to inf and applications across many digital touchpoints.” Source: https://gtnr.it/2GWqP5d
  232. 232. ‘A DXP is a collection of technologies that work together to enable our customers to deliver advanced digital services no matter the context of the user. Matt Adney, Chief Product Officer, Squiz Source: http://bit.ly/2ShQqrt
  233. 233. ‘...a core set of software technologies that orchestrates the creation, delivery and optimization of personalized, content-rich digital experiences anytime ‘... Source: http://bit.ly/2SZngCA Source: http://bit.ly/2GGD9qZ ‘an integrated set of technologies, based on a common plat a broad range of audiences with consistent, secure, and pers information and applications across digitaltouchpoints.’ ‘... an integrated collection of technologies and methodologies that provid the ability to design and deliver user interface/presentation capabilities for wide variety of interaction channels…’
  234. 234. What does a DXP actually look like? Hosting & infrastructure Customer Data (CRM) Content management (CMS/DAM) Search Presentation E-commerce Social Media Analytics / BI Video Marketing Automation Personalisation Web services
  235. 235. DXP? Got it!
  236. 236. Gartner Magic Quadrant for Digital Experience platforms (Formerly Horizontal Portals) IBM Microsoft Oracle Adobe Salesforce SAP ... Squiz Kentico Software SDL Jahia GX Software OEpiserver Sitecore Acquia (the makers of Drupal)
  237. 237. Why are all these disparate types of companies coalescing around this concept of DXP?
  238. 238. 'At a high level this is an agglomeration of WCM,DAM, Portal, and Personalization vendors and tools. And what a bizarre potpourri of vendors andproducts. For starters, you should be suspicious any chart that has both Salesforce and Squiz or Kentico and SAP together.' Tony Byrne, Founder, Real Story Group Source: http://bit.ly/2BNsF5j
  239. 239. Howdoes this concept of DXP relate to Squiz?
  240. 240. Secure Hosting Search Web Development Content Editing CMS Secure Virtualised Hosting Global Content Delivery CXP Marketing Automation CRM Search Insights & Analytics Web Development Content Editing Integration Tools Secure Virtualised Hosting Global Content Delivery Software as a Service DXP Integrated Ecosystem Marketplace Marketing Automation CRM Search Insights & Analytics Knowledge Graph Web Development Content Editing Integration Platform Personalisation 2019 Evolution: CMS → CXP → DXP 2014 2009
  241. 241. ‘I need a website…’ ‘I need a website, forms pushing to the CRM and an email campaign…’ ‘I need … ✓ A website ✓ API endpoints for the companion app ✓ a chatbot creating leads in the CRM ✓ a personalised nurture campaign ✓ real time analytics dashboard How the conversations have evolved... 2009 2014 2019
  242. 242. The easy problems have beensolved
  243. 243. The easy problems have been solved Publishing Advertising E-commerce
  244. 244. Value of Experience Commodity Services Value
  245. 245. The easy problems have been solved Publishing Advertising E-commerce Cloud computing
  246. 246. The easy problems have been solved Property classifieds Online EstateAgents Information Logistics Booking Transport & Travel
  247. 247. Experience is the differentiato
  248. 248. Value of Experience Commodity Good Service Value Source: Joseph Pine http://bit.ly/2GGyN3m Experience
  249. 249. “There is a difference between knowing the and walking the path.” Morpheus
  250. 250. To deal with this...
  251. 251. To deal with this(cont’d)...
  252. 252. Some takeaways...
  253. 253. Make sure claims of integration are true Be wary of all-in-one DXP vendors A federated model will likely be the most common pattern Use cases for truly bespoke platforms will be rare
  254. 254. Thank you Josh Somma Email: jsomma@squiz.co.uk