Presentation delivered by Pivotal and Service NSW from Gartner ADDI 2018.

1. Transformation is hard.
Be kind.

2. Our mission is to
transform how the world builds
software.
We exist to help established
enterprises become modern software
companies.
Roz Gregory
rgregory@pivotal.io
@rozgregory
Go to: https://builttoadapt.io/ &
www.youtube.com & www.pivotal.io
Service NSW
makes it easier for NSW residents
and businesses to access
government services.
Georgos Papanastasiou
georgos.papanastasiou@service.nsw.gov.au
Go to: www.service.nsw.gov.au

3. 1990
Discover
An agile, rapid iteration, test-
driven approach to software
development
2000
Implement
New methodologies to influence
software development culture of
Silicon Valley’s most influential
internet companies
2013
Accelerate
The transformation of the world’s
largest companies with modern
software development methods
and cloud platform
2015 >
Transform
The world’s largest companies
into cloud native software
companies

4. Pivotal — Confidential
“The world is changing very fast. Big
will not beat small anymore. It will be
the fast beating the slow.”
Rupert Murdoch
Executive Chairman, News Corp

6. Lightening fast and nimble
These companies are capable of
releasing new functionality very
frequently
• In minutes
• Multiple times a day
• At whatever scale is needed
• Around the world
...and

7. What also sets Silicon Valley’s
most successful software
companies apart is a culture
that continuously explores,
learns, and grows.
Silicon Valley is a state
of mind (not a place)

8. Our message is that every enterprise company
must become a true software company.
We help take on this transformation
Software isn’t just an increasingly important thing.
Software is the business.

9. This is what we mean by Transformation.
Dramatically
increase
Speed to Market
Customer
Focus:
Deliver improved
customer
experience &
value
Engaged
Workforce:
Better engage and
excite the
workforce
Transformation is...
● Ability to respond to customer needs
immediately
● Fast feedback loops reduce risk and
validate assumptions
● Enabling automation of previously
manual tasks - driving efficiency across
both Cloud Native and legacy
workloads, making developers more
productive
● Customer driven product
development limits waste, reduces
investment in non ROI products
● Improved employee happiness -
working on customer valued
products that change the business
outcomes of a company
● Developers who love their job
● Business & IT working together
to deliver products to
customers - revenue growth
● Reduction in attrition
● Avoiding “hero” culture
● Easy to hire top talent

10. Transformation is tedious & repetitive. It’s political & uncomfortable.
Those that wait for direction need to act, those that dictate need to let go.
Ways of working - get started, start small, do the right thing and do it right.
Democratised decision making, remove hierarchy - unlock people-
power
In order to go fast you need to have guardrails to stop you going off the tracks
Don’t do everything at once, small wins create winds in your sails.

11. What does successful transformation look like?
Start: 3-9 months, early learning
1. 2-5 Labs products built on PCF (or
working towards) Win + change
2. Path-to-Production smooth & automated
with proficient platform ops team
3. Leadership Alignment Workshop to
establish vision, metrics
4. Prepare for “Labs” like environment back
at camp
5. CoPs established to sustain new
practices
6. 3 - 6 week discovery into your current
state and new operating model options
7. Living Roadmap
Ingrain: 1 - 2 years, Local Site Work,
Implementation of new operating model
1. 5-10 projects building on previous
success, across LoB’s, @Labs &
underway with transition preparation
2. Platform-as-a-product instantiated
3. Enhancing stakeholder enablement with
role reinvention, mentoring & coaching
4. Start 10+ projects led by you at 1-3 of
your sites w/ onsite support - focused on
leadership enablement & practice maturity
5. Develop new critical mass of CNDs
through education
6. Implementation of new operating model:
Product & Portfolio development,
Governance, HR, Funding, Hiring, R&R
foundational elements
Scale: 2+ Years, Working At Scale
1. Continue doing projects at home, lean on
partners to enable your practitioners at
more sites
2. New model becomes “the way” of
working rather than the exception
3. Health checks to validate and course
correct
4. The “it’s really a Culture thing” moment -
continued exec and leadership coaching
from Pivotal and partners
Outcomes:
● Working code iteratively delivering
business results & delighting
customers
● 10’s of practitioners enabled
● 2-5 Leaders Enabled
● Aligned vision that can be
communicated as a north star to all
levels in the Organization
● Operating model understood
Outcomes:
● 60-300 practitioners enabled
● Reduction of dependency on
SIs/outsourcing
● 20 - 50 Leaders Working a new way,
100’s learning
● Proven governance/security
processes for your environment
● You begin changing your culture
locally
Outcomes:
● 1000’s practitioners enabled
● 100’s Leaders Working a new way
● Governance suited for at scale
capability
● You are changing your culture

12. Pivotal Transformation Success Stories
● 2 new planes sold because of
project @ Paris air show
● DTE launched to enable all of the
Boeing core businesses
● 75% increase in developer
productivity. 120+ Leaders
and 1500+ practitioners
enabled worldwide
● Vision & metrics communicated
enterprise-wide, driving
grassroots action
● Grass roots platform adoption
● Early adopter of PCF as
platform of choice
● 5+ projects in Boston Labs
● Scaling use of PCF across all
insurance LOB’s
● Reskilling IT employees
● First insurance company to
deal with untangling the
monolith (claims) and taking
out the middleware
● Began working w/ Pivotal in 2016
● 100+ Products Deployed to
Production on PCF
● Can provision new teams in PCF
within hours automated
onboarding processes
● ~150 Allstate Team Members
Paired with Pivotal
● 400+ People now in Compozed
● 9 Global Allstate locations using
consistent Pivotal ways of
working
l

13. Transformation outcomes
Idea to Revenue in 28
business days
delivered as a brand
new product offering
driving the top line
Reduced Time to
Market from 14
Months to 14 Weeks
18 releases per year to
120 releases per year
6 Operators operating
5700 Apps across 2
clouds
Zero Outages during
iPhone 8/X launch
1.5 Billion system calls
in a day
Go to builttoadapt.io to see these customer tell their stories..and many more

14. So how did they do it?

15. Organisational culture eats strategy for breakfast….
PRACTICE
S

16. #1: Build the right thing
#2: Build the thing right
#3: Build the right team
#4: Continuously deploy
© Copyright 2018 Pivotal Software, Inc. All rights reserved.
4 secrets behind being a successful modern
software organisation.

17. Desirable
#1 Product-orientation… building the right thing
Desirable
“What pains exist today for the
user? How might we solve those
pains? Are they able to use the
system effectively? Will they adopt
this product?
Viable
“By solving these specific user
problems with these specific
solutions, are we creating valuable
business outcomes? How might we
measure those outcomes?
Feasible
“What are the technical
complexities necessary to satisfy
the project and product goals
best? How can we build a system
that will respond well to change?
Product
Will users like this?
Can we build this? Will this help the
business?
© Copyright 2018 Pivotal Software, Inc. All rights reserved.
Viable
Feasible

18. Lean
Reducing the risk of building the
wrong thing while comfortably
changing direction
■ Minimum Viable Product
(MVP) definition
■ Lean experiments
■ Identify & test assumptions
■ Data driven decisions
User-Centered
Design
Ensuring the software solves a real
problem for real users in a desirable
and usable product.
■ User Interviews
■ Ethnographic studies
■ Persona definition
■ Prototype creation
Extreme
Programming
Building working software at a
consistent speed and quality in the
face of changing requirements.
■ Pair Programming
■ Test-Driven Development
■ Short iterations
■ Continuous Integration /
Continuous Deployment
Development Design
Product
Management
PRACTICES PRACTICES PRACTICES
DevOps
Operations team runs the platform
and its scaling, security, upgrades;
Applications teams run their apps
■ Modern separation of
concerns of platform vs app
■ Shorter time to release
■ Higher deployment
frequency
■ Lower failure rate of new
releases
■ Faster mean time to
recovery
DevOps
PRACTICES
#2 Building the thing right

19. #3 Balanced Team capabilities
Product
Will users like this?
Can we build this?
Lean Product
Management
Will this help the
business?
© Copyright 2018 Pivotal Software, Inc. All rights reserved.
Desirable
Viable
Feasible
User Centered
Design
Extreme
Programming
Product Manager
Product Designer
Engineer
Egalitarian &
Empathetic

20. #4 Continuously deploy
The platform:
• helps you ship and run all types of apps in a
secure and highly-available way, anywhere you
want.
• enables teams to deliver value securely and
quickly.
• abstracts away from underlying complexity
• provides multi-cloud portability
• automates developer and operator workflows via
‘cf push’
What PAS does after cf push:
● Uploads your code
● Detects and installs required
runtime & middleware
(“Buildpacks”)
● Sets up a route (or URL)
● Creates a load balancing
entry
● Creates SSL termination
● Creates health monitoring &
logging subsystems
● Starts your app in a healthy
state, with the desired
number of instances
● Binds specified backing
services

21. Secret sauce: instilling culture through pairing
1 x DESIGNER
1 x PRODUCT MANAGER
2 -3 DEVELOPERS
A Balanced Team is :
• Responsible for an app, service
or capability from end-to-end
• Generally sized as “2 pizza” teams
• Team members work in pairs:
One pair, two screens with one
CPU
• Often have SMEs part-time
• Selection of initial pairing
candidates “champions” key to
long-term success
• Help with hiring for “empathy”
often required
• Business and IT working together
(along with all the other
stakeholders)
Pivotal
1 x DESIGNER
1 x PRODUCT MANAGER
2-3 DEVELOPERS
Customer
Pairing
Pairing
Pairing

22. 3 MONTHS 6 MONTHS 9 MONTHS 1
Year
EXPERT
NOVICE
Pairing scales over time - you can grow more if
desired!

24. ● Established 5 years
ago: Digital-led, omni
channel
● Over 90 service
centres
● Over 1,000
transactions from 40
government entities
● Over 3 million
MyServiceNSW
accounts
● Consistent 97 %
customer satisfaction
rating
Service NSW story so far...

25. What SNSW and
Pivotal are
achieving
together
and why they need to
change at all?
Innovation
(Customer-centric)
Speed
(Increase Speed to
Market)
Stability
(Abstract and
Automate)
Scale
(On demand and
Automated)
Become a
software-driven,
customer-centric
organisation,
delivering quickly
and sustainably
to citizens whilst
also attracting
the best talent
Improve customer
satisfaction with
Government
services, every year
70% of Government
transactions
conducted via digital
channels by 2019
Common
Executive Drivers SNSW Strategic
Goals
Security
(Proactive risk
reduction & response)
Savings
(Reduced waste and
cost)
Make NSW the
easiest state to start
and stay in business
Transformation
Goal

26. Let’s deep-dive on ‘Easy To Do
Business’

27. So, what does
success look like
at SNSW?
New ways of working:
● balanced teams, autonomous on
product decisions
● creating capabilities across
product, design & engineering
● committed to outcomes, not
features
● test, ship and learn frequently
● co-located for efficient
communication
● use infrastructure that abstracts
away generic needs (security,
scalability, etc)
● Showcasing & sharing
● more transparency on work effort
and decision-making

28. Engineering
practices to
support
continuous
delivery
More disciplined approach to:
● Test-Driven Development
● Pair-programming
● Continuous Integration &
Delivery
● As-a-service delivery and
continuous improvement
● A cloud-based platform to push
software to - which is abstracted
from existing complexity and is

29. SNSW 6 month outcomes *(remember, it’s hard!)
• 3 complete ‘concept-to-citizen’ products deployed to
Production on Pivotal Cloud Foundry
• 4 teams (20+) pairing with Pivotal and working in Balanced
Teams
• CoPs formed around PM, PD and PE (sustaining practices)
• New Roles and hiring processes (hiring for empathy)
• New physical “Labs” premises that reflect new ways of working
• Customer feedback-loops embedded
• Deployed Platform-as-a-product
• New rituals becoming part of daily life (stands-up, retros,
inceptions)
• Releasing software - innovating - early and often
• Working on new operating model and governance approaches
“In 2 hours, team ‘X’ went
from no knowledge of PCF
to deploying working code.”
“Our platform can now
be updated hourly to
cope with CVE’s or
patches that would have
taken days or even
weeks previously”
“Our original project took
12-months to release and
gained only 12 users. With
our new ways of working, it
took 12 weeks from idea to
production and already have
over 120 active users.”

30. Have a clear long-term vision of transformation and measure results
Digital transformation is more than just a technology change.
Need to include everyone across the organization….poor communication is a momentum
killer.
Moving too quickly, not learning & pivoting
Need to understand the new end-to-end system of work to let go of the old
It all starts with hiring for empathy
Often ‘walk a mile in his shoes’….being kind is essential

31. You can do it too!

32. Thank you
Pivotal and ServiceNSW together

33. Program Timeline
Pivotal
Client
Discovery Health Check
Leadership Alignment
& Discovery
Leadership Alignment
Workshop
Health Check
Year 1 Year 2 Year 3
Start delivering capability Ingrain practices Scale delivery
Stakeholder alignment & Enablement Workshop
Discovery Workshop
Pivotal Cloud
Foundry
Software Subscription – 1000’s Application Instances (AIs)
App Modernization &
Migration
Application Transformation
8 Weeks – 10 Apps migrated
+ App Modernization- CLIENT In Control of Modernization Program
Practices
Enablement
+
+
Cloud Native
Development
Enablement
Platform Acceleration Lab
3 Weeks – 3 Architects
Pivotal Labs Engagement+
+
+ Product developed at CLIENT site
CLIENT In Control of Product
DevelopmentProduct developed at CLIENT site
CLIENT In Control of Product
DevelopmentProduct developed at CLIENT site
CLIENT In Control of Product
Development
Labs Director at CLIENT site (paired with Pivotal for some weeks)
CLIENT manages its own Lab
+
Platform Enablement Pivotal Cloud Foundry
Platform 6 Weeks – 3
operators
+
Platform Reliability
Engineer
6 Weeks
+
Pivotal Labs Engagement
Pivotal Labs Engagement Pivotal Labs Engagement
Pivotal Labs Engagement

34. Leadership alignment is more than
a vision for the organization. It
exposes current state; and
identifies champions of, and
obstacles and accelerants to
progress.
Pivotal collaborates with your
team to create a living roadmap
to iterate towards your vision
and guide your transformation
by facilitating new ways of
working.