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digital strategy RESPOND REBOOT RECOVER & REIMAGINE RESPOND Plans to support business continuity, manage cash flow and protect safety of employees and customers REBOOT AND RECOVER Support transition to new normal. 6-18 month path to sustainable profitability and business stability REIMAGINE Longer term planning to power your business forward enabling growth and maximising opportunity in the new world
NATIVE SAAS HEADLESS Individual pieces of business functionality independently developed, deployed and managed. All functionality is exposed through an API, tying together two or more applications or services. Software-as-a-Service that leverages the full capabilities of the cloud, beyond storage and hosting, including elastic scaling of highly available resources. Functionality is updated automatically, eliminating the need for upgrade management. The front-end user experience decoupled from the back-end logic, allowing for design freedom in creating the user interface and connecting to other channels.
App App App Web PWA App Voice Chat Social Car VR/ AR ... Your Content Microsvc Your Checkout Microsvc Content Provider Checkout Provider Your Master System Your Master System Cart Provider API Your Catalog Microsvc API Your Profile Microsvc API Search Provider API API API Cart Catalog Profile Search Content Checkout Cart Catalog Profile Search External Provider Content Checkout Speed of change Cost of change Cost to build Cost to scale Architecture 2010 → Birth of Cloud, SaaS Headless 1.0 2016 → Composable SaaS, Microservices & Headless 2.0 HOW TECH HAS EVOLVED
to buy and what to build? Skills and Knowledge Ways of Working Organisation Structure Product Vision 6 KEY AREAS Target Operating Model There are 6 key areas to focus on to help both business and IT teams articulate their Target Operating Model, and plan a manageable transition to it.
it cover what the tech needs to deliver for the business and customer? Do you have a product vision that captures desired UX, business and IT operations? Is this able to provide clear guidance for UX and technical design and implementation decisions? How complicated is your business logic? How much of your current infra is in the cloud? Have you mapped functional requirement to packackaged SaaS options to work out ‘build not buy’? What is the gap between current internal skills and knowledge vs target stack skills and knowledge requirements? How will you ‘bridge & build’ as you close the gap? What cross-functional operational team will best serve this vision? What mix of internal vs outsourced IT do you want going forward? How much autonomy is IT asking for? How are you currently organised in terms of people, process and technology? How can we reduce any friction? What should a transitional model look like? The organisational structure needs to clearly represent the required skills & knowledge and then fit these to the product and technology vision The strategy sets the goals for the ToM Product articulates how the business will engage the customer to achieve the strategy goals The technology vision translates the product into function and an architecture that delivers that functionality Skills & Knowledge articulates what is is needed to develop and operate that technology Ways of working is the most optimal way that the technology can be delivered Using the framework
new growth vision and generational change Creating best in class UX across a diverse range of category types, working with suppliers to drive better digital product experience Modularised architecture to drive high-levels of UX innovation and business diversification, buy where you can, build where you must Investing in the future skills needed as a cornerstone of programme success, embracing a business change agenda Moving to a hybrid agile tribal model with business and IT working in single squads. Recognising that you are not Spotify so don't try to be. Pragmatism is key. A widespread transformative programme backed by leadership to drive the organisational change needed Organisational structure Strategy Product Technology and Architecture Skills and Knowledge Ways of Working Multi-billion pound ‘department store’
Frustrated business team Frustrated tech team Strategy goals at risk Pre-Planning Stage Work with a trusted experienced partner to help drive an approach to transition prioritization Consider the impact on business and tech, operations and how you will gain the knowledge needed internally to allow the partner to make themselves redundant Establish a shared vision Discovery & Planning Create a roadmap and programme plan that considered business change, IT knowledge gain, delivering BAU during the transition Carryout POCs to build trust in the future tech direction and to get stakeholders on the journey, a mixed team of internal and partner devs Think holistically Delivery Phases As the team ramps up, make sure you plan on adding internal and external people on the new tooling. This may require having options to backfill your existing teams. Have an iterative business value mindset - be clear in how you will start adding strategic value early in delivery Deliver Value Early De-risk where you can This is a big change - it’s exciting. Be bold but dont be stupid. Go-live with the end to end platform first on a secondary geo or brand if you can. Think about phased strangulation and not big-bang. Look at AB testing or management segmented rollout if other options are not possible. No need for BigBang
to business strategy MACH Leave educated about how MACH-based technology could contribute to business goals In the session your team can choose to focus on: We have designed a 1 hour complimentary session, tailored to your business to show what can be achieved with MACH. Plan Create an initial plan around how your business could start a move to MACH technology Express interest via survey or contacting firstname.lastname@example.org