Wardley Mappings. 3. Work at Accenture as a Technology Architect & Software Engineer • I started there about 10 years ago in London. • Transferred to, and live in, Düsseldorf. • Work(ed) in different industries: • Public Services; Retail; Transportation; Payments Julius Gamanyi @juliusgb2k
MULTI-SOURCING AND OFFSHORING LEAN IT ANALYTICS, AI AND AUTOMATION NO-CODE/LOW-CODE PLATFORMS DESIGN THINKING AND CX/UX DEV(SEC)OPS THINKING WHAT DOES THIS MEAN FOR US/ME? HOW DO WE MANAGE TECHNOLOGY CHANGES? “ “ Questions . . . headaches
as well as language; . . . For an English exercise, the matter should in some way or other be supplied, and the pupil disciplined in giving it expression.” Alexander Bain’s “English Composition and Rhetoric” By Unknown author - en:[1], NIH libraries. This image is in the public domain because its copyright has expired in those countries with a copyright term of no more than the life of the author plus 100 years., Public Domain, https://commons.wikimedia.org/w/index.php?curi d=3233808
finding matter as well as language; . . . For an English [Mapping] exercise, the matter should in some way or other be supplied, and the pupil [Mapper] disciplined in giving it expression.” Remixed from Alexander Bain’s “English Composition and Rhetoric” By Unknown author - en:[1], NIH libraries. This image is in the public domain because its copyright has expired in those countries with a copyright term of no more than the life of the author plus 100 years., Public Domain, https://commons.wikimedia.org/w/index.php?curi d=3233808
7 Purpose Put out the fire - stop the bleeding - don't run out cash - be profitable Moral Imperative Patriotism - IBM's a national treasure/asset that we must rescue/save Landscape See Map Doctrine See map Climatic Patterns N/A Decide & Act Major decision: reposition the mainframe in order to cut its price. (1) Keep the company together [based on Landscape + a couple of Climatic Patterns – pp. 57-61] (2) Change the fundamental economic model. Reduce waste. (pp. 62-63) (3) Re-engineer how we did business (implementation took about 10 yrs) around 11 areas. Goal: improve doctrine + save money (4) Sell underproductive assets in order to raise cash. Generate money • Very urgent in first two years: 1993 to 1995 • Not urgent but continued in subsequent years
7 Purpose Put out the fire - stop the bleeding - don't run out cash - be profitable Moral Imperative Patriotism - IBM's a national treasure/asset that we must rescue/save Landscape See Map Doctrine See map Climatic Patterns N/A Decide & Act Re-engineering: • in 1993 alone, from obvious excess, saved $2.8 Billion. • By end of 1995, had saved $2 Billion, just in IT. From 1994 to 1998, total savings from reengineering were $9.5 Billion (I'm assuming a time period of 8 years - from 1993 to 2001) (1) for Hardware development: from 4 years to 16 months (2) for on-time product delivery rates from 30% (in 1995) to 95% (in 2001) (3) inventory costs reduced by $80 million (4) write-offs reduced by $600 million (5) delivery costs reduced by $270 million (6) avoided material costs close to $15 Billion
and some few to be chewed and digested: that is, some books are to be read only in parts, others to be read, but not curiously, and some few to be read wholly, and with diligence and attention.” — Sir Francis Bacon, “The Essays” By Paul van Somer I - pl.pinterest.com, Public Domain, https://commons.wikimedia.org/w/index.php?curi d=19958108