The document discusses the three journeys an organization can take towards cloud native transformation: greenfield, legacy, and transformation. The greenfield journey involves new projects with little integration into existing systems, while the legacy journey focuses on modernizing critical existing systems which risks consuming all attention. The transformation journey aims to change the entire organization's culture and ways of working to benefit from cloud native approaches at scale.

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Ensuring Cloud Native Success:
The Transformation Journey
@cote

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The three “journeys”
Greenfield
• Brand new
• Little integration with
existing IT
• Rarely “mission critical”
Legacy
• Makes all the money
• Fragile, change is high
risk
• Can consume all
corporate attention
Transformation
• Targets entire
organization
• Benefits of scale
• “Culture” change
drives success
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 @cote – Director, Technical Marketing
at Pivotal for Pivotal Cloud Foundry
 Former industry analyst at 451
Research and RedMonk
 Corporate Strategy & M&A at Dell
 Software developer
 Podcasts: cote.io/podcasts
 More: http://cote.io or cote@pivotal.io
Hello!

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Why?

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“Silicon Valley is
coming….
We are going to
work hard to make
our services as
seamless and
competitive as
theirs.”
-Jamie Dimon, CEO@JPMC,
2015 letter to shareholders

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Source: ”Cutter Benchmark Review, May 2015, n=80 organizations.
An IT department apocalypse is coming
What is your
IT
organization's
role in
business
innovation?

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Strategy
Transformation

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Know your strategy dichotomies, and which phase
you’re in
 Competitive Advantage/Transient
Advantage
 Bi-modal IT
 Agile vs. “waterfall”
 Pioneers, Settlers, Town Planners
 Explore/Exploit
 Master disengagement & deft
reallocation in portfolio management
Sources: The End of Competitive Advantage, Rita McGrath, 2013 (see also “Transient Advantage,” HBR, 2013); bi-modal IT from Gartner;
town planners &co. from Simon Wardly.

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Discovering & delivering the software your
customer actually wants
 Changing your culture
means changing behaviors
 Learning organizations
explore & experiment
 “Failing fast” means “failing”
is “learning”

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Management creates the game, hopefully they’re a
good DM
 “Culture follows structure”
 Leading change management
 Communicating your strategy,
principals
 Setting, communicating,
tracking goals
 Refactoring budgets &
incentives
Sources: Larman’s Laws of Organizational Behavior; Leading the Transformation, 2015; “Management’s Job is orchestrating the ‘why,’”
2015; The Concise Executive Guide to Agile, 2010.

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People
Transformation

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Shifting to self-motivated teams, people
 Teams have end-to-end
responsibility
 Open communications, “truth-
telling”
 Training, external help as
needed
 “People are our most valuable
asset” – now it’s time act like it!
“Shipping code every
day gives developers
and IT teams a
tangible sense that
they’re doing
profound work.”
-Siobhan McFeeney, “The
Real Meaning of Software Transformation
for Businesses Today”

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Benchmark Your Skills
Distributed Teams
Refactoring
Continuous Integration
Automated Acceptance Testing
DevOps
Continuous Delivery
Test-Driven Development
Pair Programming
Behavior-Driven Development
Design

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Map your organization to what has business
value
Innovation: Plan, design, develop and
test business capabilities as deployable
artifactsProduction Apps: config, deployment,
QA, monitoring, scaling
App Platform: upgrade platform, capacity
planning, service mgmt., scale platform
Infra Platform: Rack and stack,
networking, data storage, etc.
ROLES
Cross-Functional
(Prod. Owner, Dev, QA)
Application Operators
Platform Operators
Engineering
(Storage, Security, Network,
etc.)
AREAS OF FOCUS
Source: based on slide from Pivotal Cloud Foundry Solution team, discussions with GSA’s Diego Lapiduz.

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Tools
Transformation

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Standardize below the business value
 Cloud – automation,
operations, & infrastructure
standardization
 Development - standardized
ALM and architecture
principals
 GRC - Compliance &
regulation speedup with
automation
Sources: Reducing GRC times from 9 months to days; CoreLogic transformation, slides and recording, CF Summitt 2015.

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Continuous Delivery
Release once every 6 months
More Bugs in production
Release early and often
Higher Quality of Code
DevOps
Not my problem
Separate tools, varied incentives,
opaque process
Shared responsibility
Common incentives, tools, process and
culture
Microservices
Tightly coupled components
Slow deployment cycles waiting on
integrated tests teams
Loosely coupled components
Automated deploy without waiting on
individual components

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Cloud Native Framework
Application Framework
Runtime Platform
Infrastructure Automation
Infrastructure
Culture
Dev
Dev IT Ops
IT Ops
IT Ops
Tools
Spring Cloud Spring Boot
BOSH

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And
many
more...
Our customers demonstrate that transformation is
possible

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What’s next?
 The greenfield journey covers team-
level tactics and strategy
 Look for Cloud Native Journey booklet
 Pivotal Conversations & Lord of
Computing podcasts for more
transformation “therapy”
 Quick start with PWS: 2 months free!
 Visit with Pivotal Labs to see how it’s
done
 See more in 2016 at Pivotal Workshops
Lean Enterprise
Great omnibus of
transforming how
your organization
uses IT, full of
tactics, sources,
and examples.
Leading the
Transformation
(2015)
Excellent overview
of goals and
management
tactics for doing
Agile and DevOps
in larger
organizations

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Thanks!
@cote | cote@pivotal.io
“We are uncovering better
ways of developing software
by doing it and helping others
do it.”
- The Agile Manifesto, 2001

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