cloud transformations
TRANSCRIPT
© 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Claes Jonsson, Solutions Architect, ASSA ABLOY AB
Darren Mowry, Head of AWS Nordics & Baltics
May 2016
Keeping Cloud Transformations
on Track
Most transformation programs
will stall in the field
Stall [stawl] verb
1.1 stop or cause to stop making
progress
1.2 (of a motor vehicle or its engine) stop
running, typically because of an overload
on the engine
accelerate
through the
stall
10%experience a
prolonged stall
at around 20%
adoption
70%never
recover
20%
accelerate
through the
stall
10%experience a
prolonged stall
at around 20%
adoption
70%never
recover
20%
That’s hundreds of
millions of dollars in
delayed transformation
each year
What if you could
escape the stall?
S-curves are made up of groups of buyers
Early Adopters
• It is new to the market
• It is the fastest product
• It is the easiest to use
• It has elegant architecture
• It has unique functionality
What they want is different
Early Majorities
• It is the de facto standard
• It has the largest installed base
• It has most third-party
supporters
• It has great support
• It has low cost of ownership
What does all this mean for you?
Managers in enterprises BEHAVE THE
SAME as consumers in consumer
markets
Accelerating through the Great Stall
is the same as Crossing the Chasm
10 things you need to do differently
in your cloud transformation
program…
Be realistic about the situation and what you
are facing
0 1Why will the initiative or project matter to the
organization?
Motivate and incent team members
0 2Ensure your team is educated and motivated to make
the change happen…and KEEP THEM with you!
Identify the quick wins and projects
0 3You need a Quick Win that you can complete and
show the organization. Your victory will impress
follow-on Early Majority decision-makers.
Look ahead to identify future projects
0 4Don’t boil the ocean. It’s about momentum, not
volume.
Re-position / Re-communicate often
0 5Change the communication and message as needed
to speak to the needs of the organization and other
decision-makers.
Continuously align the offering to needs
0 6Deliver the product that meets the needs at that
moment – not necessarily the needs you started
looking to solve.
Know the challenges & address them
0 7Clear barriers proactively, and don’t bring a knife to a
gunfight – bring in the right resources.
Be heard and be seen
0 8Communicate wins. And then communicate wins.
After that, communicate wins.
Lead
0 9Leaders must stay engaged and visible.
Automate & Innovate
10It was fine to do things manually in the early phase,
but what happens as demand increases and your
team is asked to deliver even more?
Claes Jonsson, ASSA ABLOY AB
About ASSA ABLOY
ASSA ABLOY is the global leader in door opening solutions.
ASSA ABLOY Shared Technologies
Group function based in Stockholm, Sweden, that focuses on
developing common product platforms.
Identifying the Drivers for Cloud
The idea that software itself could drive revenue.
A desire to gather data from millions of devices and systems.
Beginning the Cloud Journey
Big Data project started in the beginning of 2014 resulting in a
need for a) cloud, and b) modern software delivery.
Convincing Management
Evaluate various Cloud providers on key factors:
Costs
Market share
Innovation capacity
Number and quality of offerings
Clearing away existing frustrations
Development environment
IT environment
No control over commissioning and decommissioning of hosts
Little control of host configurations
Shared test environments
Special concerns due to sharing network with office
Development in the Cloud
So we put EVERYTHING but our laptops in the Cloud :
Shared Services and Repositories
Continuous Integration servers (TeamCity/Jenkins)
Test environments
Team-Specific Services
Continuous integration / delivery services was key, including:
TeamCity
Jenkins
Test environments
Continuous Delivery Pipelines
Becoming an Internal Thought-Leader
We became the envy of the rest of the organization…asked
questions like:
• You can create your own repositories?
• In less than 5 seconds?
• You can create your own environments / hosts in a few
minutes?
• And tear down and set up new ones at will?
• You can version-control your environments / hosts?
Challenges for the Teams
We faced many challenges along the way, including:
• Cloud and infrastructure knowledge
• Administration
• IAM users
• Users in the various Team Services
• User in the Shared Services
• Cost awareness
• The “candy store” effect
Management involvement in the beginning
Management were not particularly involved, which actually made
the journey smoother. It certainly made the journey faster.
We had the time to evolve into efficient and
secure IT, before nearing production.
Management involvement now
Management involvement is necessary in order to be able to go to production and gain greater buy-in.
Cloud/Shadow IT being folded into supported IT without losing the benefits of:
• Rapid self provisioning
• Mandate to create and use resources at will
• Folded into newly created CloudOps team for production
Shared Tech passed ISO 27001 certification
Positive impact on the organization
Much more creativity
Much more control over quality
Much higher productivity
Ability to use much more modern software delivery
Ability to use a much more modern architecture
Microservices were introduced very quickly
Docker even before Docker version 1.0.0 (June 2014)
Ability to deploy redundant, auto-healing software
Ability to deploy auto-scaling software
Looking Ahead to the Future
• More business units are looking to expand on initial progress.
• Working to continue to innovate and improve projects and
processes.
• Assa Abloy is benefiting from the lessons learned by Shared
Tech globally.