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The future is for the fast

The future is for the fast

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Pivotal DACH

July 02, 2018

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  1. © Copyright 2017 Pivotal Software, Inc. All rights Reserved. Version

    1.0 Edward Hieatt, SVP Services & Customer Success July 2, 2018 The future is for the fast
  2. “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
  3. Lightening Fast and Nimble These companies are capable of producing

    new functionality very frequently • In minutes • Multiple times a day • At whatever scale is needed • Around the world
  4. Our message is that every enterprise company must become a

    true software company. We help take on this transition. Software isn’t just an increasingly important thing. Software is the business.
  5. Focus on business outcomes with demonstrable speed. It thrills the

    business and motivates IT. Change is Hard
  6. For Lines of Business and centralized IT, we define the

    “5 Ss”: Speed, Stability, Scalability, Security, and Savings It takes new definitions of “good”
  7. To transform, it takes these points of focus Learn continuously

    with a focus on customer business outcomes Focus on developer productivity Any Workload, Every Cloud, One Secure Platform Practice discipline, rigor, open to critique
  8. 10 Our customers are all faced with the CIO’s dilemma

    and have chosen to transform AUTO & TRANSPORTATION
  9. To transform, it takes these points of focus Learn continuously

    with a focus on customer business outcomes Focus on developer productivity Any Workload, Every Cloud, One Secure Platform Practice discipline, rigor, open to critique
  10. “We built something for our customers but it doesn’t meet

    their needs. Users aren’t adopting our product” “It takes forever to release new features. We see opportunities to sell to new customers, but we can’t respond to change fast enough.” “We handed off the requirements to IT, but then 6 months later we got a product that didn’t meet our expectations.” Traditional problems
  11. What does “good” look like in a Line of Business?

    Speed Stability Scalability Security Savings Velocity is a vector comprised of speed and direction. We bring a raw speed of advantage to the LOBs and also enable them to rapidly and reliably respond to changes in direction in the service of the business based on user feedback loops. Reality is a complex landscape of changing priorities, emergent bugs, evolving architectures, and staffing changes. We help the LOB achieve resiliency and low volatility as they deliver customer value in the face of this complex reality. LOBs need to scale across two dimensions: People - LOBs strive to attract developers and ramp productivity linearly with personnel. Apps - LOBs need to rapidly scale their applications and their complexity to handle demand. To move rapidly the team needs to feel secure in making code changes aggressively. Automated test coverage provides this safety net. To rapidly search for customer value LOBs must adopt a learning culture that fosters psychological safety necessary to fail and learn from failure. We enable customer to reduce risk and waste through small batch delivery and fast consumer feedback. This drives significant savings as use of the platform grows and is key to maintaining their trust and enabling them to go fast, forever. Indicators MEASUREMENTS MEASUREMENTS MEASUREMENTS MEASUREMENTS MEASUREMENTS ❏ Time to value (cycle time) ❏ Frequence of customer feedback ❏ Time between bug identification and fix ❏ Time from feedback to deployment of change ❏ Customer satisfaction (NPS) ❏ Business satisfaction ❏ Volatility (std dev in velocity / mean velocity) ❏ # of defects generated per developer - year ❏ % of software launches / upgrades delayed due to defects ❏ Employee satisfaction (ENPS) ❏ # of products in development ❏ # of products measuring business success ❏ Investment ratios: spend developing software vs operating and systems ❏ Disruption caused by doubling workload ❏ Ability to attract and retain talent (# of internal referrals) ❏ % teams using CI ❏ % teams doing TDD ❏ Time from commit to deployment ❏ Fraction of developer time spend writing code and delivering value ❏ Product:dev ratio ❏ Business satisfaction ❏ # of go/no-go decisions based on business success
  12. 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
  13. New Working Model for the App Team • Balanced team

    including business owner • Iteratively building software • Responsible for quality • Evolutionary architecture • Disciplined practices: TDD, pairing, co-located, CI/CD • Never “done” - “apps” side of devops; team owns the app long term • Product alignment through business owner hierarchy • Centralized “Dev Enablement” team: End-state architectures, tooling, platform choice are opinionated
  14. 20 Stuttgart, Silberburgstr. 118 87 work stations Munich, Seidlstraße 24

    100 work stations Focus on business value: no telephones and emails at the work place! Working like Pivotal – our training centers in Stuttgart and Munich ✓ Stand up (training center, afterwards team) 9:00 Start building 9:15 Lunch 12:30 Back to work (incl. time out) 13:30 Day‘s done 18:00 Discipline, transparency, collaboration: changing the way the world builds software Typical day at Pivotal
  15. 21 Agile development enables standalone software incl. customer testing and

    hard review decisions in 100 days Customer use Time Onboarding Approval MVP & budget Approval MVP & budget Go-to-market release Cyclic revision based on customer feedback MVP Go-live product Ø 100 days MVP-proposal Realization of MVP Further agile, test-driven implementation 1 Go-Live 2 Improve 3 To pivot The review board decides based on KPIs on the financing of the project Review board
  16. To transform, it takes these points of focus Learn continuously

    with a focus on customer business outcomes Focus on developer productivity Any Workload, Every Cloud, One Secure Platform Practice discipline, rigor, open to critique
  17. “For some workloads, I want to use a public cloud

    but I don’t want to get locked in to a specific IaaS.” “It takes forever to provision capacity for application deployments or scale up. Shadow IT crops up as a result.” “My operational costs are crippling - there are so many environments, it takes a huge staff and security is a huge drain.” Traditional platform problems
  18. • Ad hoc, Fragile Automation • Procedural Scripted Runbooks •

    Complex/Custom Configurations • Failure Sensitive Infrastructure • Version control & repository • Difficult to Port/Replicate • Script Maintenance Overhead Snowflake Automation Manual, Slow, Inflexible, Error-Prone; no more tickets ✓ Consistent Declarative Contracts ✓ Adaptable, repeatable platform managed DevOps processes ✓ Developer + Ops Friendly Constructs ✓ Easy to move/re-architect apps ✓ Infrastructure Failure Agnostic Autonomous Platform Intelligent, Fast, Flexible, Safe Embrace an Autonomous Platform
  19. What does “good” look like in IT? Speed Stability Scalability

    Security Savings IT can efficiently upgrade, patch, and manage the platform. They rapidly onboard new application teams and provide the necessary services to quickly unblock teams and enable them to deliver consumer value. Our customers entrust us with their production workloads and their developer productivity. We must provide adequate SLOs to meet their needs and earn their trust by ensuring compatibility and uptime across platform upgrades. IT needs to provide an “at-scale” service on-demand at the whim of the business. They need to explore all options with minimal friction as they grapple with the mix of workloads on-premise and in the cloud. Security is a paramount concern for our customers. We earn their trust by providing a platform that is secure by default. We solve for security and reduce security-related friction and toil in order to enable our customers to go fast, forever. IT must meet the needs of thousands of developers within tight budgetary constraints. We provide a platform that simultaneously reduces complexity and sprawl and improves the ops:dev ratio. Indicators MEASUREMENTS MEASUREMENTS MEASUREMENTS MEASUREMENTS MEASUREMENTS ❏ # prod/dev deploys per month ❏ # platform upgrades per month ❏ Platform upgrade speed ❏ # of new apps onboarded/month ❏ Team integration/distribution of skills ❏ Minutes of prod outage per year ❏ Minutes of dev outage per year ❏ Mean time to recovery ❏ Mean time between failures ❏ # of upgrade-related failures ❏ Queries per second ❏ # of AIs per foundation ❏ # of SIs per foundation ❏ # of foundations ❏ # of teams using the platform ❏ Does increasing workload on existing ❏ Time between identifying and patching a CVE ❏ Cost in person-hours or dollars of leaked credential ❏ Fraction of operator time spent on security configuration ❏ # of disruptions/suspensions due to security concerns ❏ Operator:developer ratio ❏ # of apps per operator ❏ # of foundations per operator ❏ Degree of automation for provisioning, build, test, change approval governance, deployment, perf
  20. Cloud Foundry Haiku Here is my source code Run it

    on the cloud for me I do not care how
  21. New Working Model for the Platform Team • <10 people

    (doesn’t grow linearly with app count) • Platform as a product • Evolving to support developer needs • Data integrations • Branding
  22. Get off to a quick start with Platform & App

    Transformation Services You’re committed to digital transformation and recognize the value of PCF, now ensure you truly realize PCF’s ROI
  23. Adoption of PCF is Critical to Your Success: Platform Services

    set you on the right path. Dedicated Platform Team ▪ A small, empowered, permanent, and balanced team that develops and operates the platform product ▪ Roles: ◦ Product Manager ◦ Platform Reliability Engineers ◦ Designer (part-time) ▪ Functions: ◦ Product Management ◦ Platform Reliability Engineering ◦ Platform & Systems Design ◦ Branding & Marketing Path to Production ▪ Defined Goal to get to Production ▪ Acknowledgement that Production is a Journey - not binary ▪ Identification of all parties involved in Production ▪ Continuous Integration and Continuous Delivery pipelines ▪ Tools & automation used for application operations Platform as a Product ▪ The Platform is a Product ▪ Cloud Native & Lean Methodologies to achieve Platform as a Product ▪ Products are never ‘done’ Platform as a Product is ever evolving to meet user needs ▪ Branding and Marketing
  24. Adoption of PCF is Critical to Your Success: App Transformation

    keeps you on your path and quickly shows measured wins. The Value ▪ Demonstrates the benefits of a platform as a product approach to PCF ▪ Shortens the time to obtain a return on investment in PCF ▪ Clears barriers to working in a continuous delivery fashion ▪ Automates the software delivery lifecycle as much as possible ▪ Encodes repeatable patterns for other teams / engagements to follow A P P A P P A P P A P P 1 Identify 5-10 apps confirmed as suitable to run on PCF 2 Work with us on a short project to push a few apps all the way to prod while enabling the team and delivering a cookbook Sample Tool Chain Gitlab Artifactor y Concou rse Pivotal HA Services (API Driven)
  25. 35

  26. Ford: New business model with connected car application “Collaboration with

    Pivotal allows for quicker software updates and a better user experience.” Marcy Klevorn, Ford Challenge • Needed to adapt to new reality of connected cars, digital-led transportation business models. Solution • Developed FordPass with Pivotal Labs running on Pivotal Cloud Foundry. Benefits • App allows users to find parking, access vehicle information, contact roadside assistance, and more. • Transitioning from a 20th century auto company to a 21st century mobility company. Source: https://media.ford.com/content/fordmedia/fna/us/en/news/2016/02/08/ford-pivotal-collaborate-software-platform-fordpass.html
  27. Orange France: Delivering new business application in ⅓ time “Our

    developers are now totally focused on our customers and the user experience.” Xavier Perret, Orange France Challenge • Needed to improve digital experience, reduce support calls and release software faster to meet customer expectations. Solution • Developed Orange Pro with Pivotal Labs running on Pivotal Cloud Foundry. • Delivered working application in ⅓ the usual time, continuously iterating based on user feedback. Benefits • 50% of B2B customers using app after 9 months. • Customer-centric software development permeating rest of company. Source: https://content.pivotal.io/case-studies/comic-relief
  28. GE: Building the Platform for the Industrial Internet “We wanted

    a partner that will work with us to build the software foundation of the Industrial Internet.” Harel Kodesh, GE Challenge • Lacked resilient, scalable enterprise-grade platform to support Industrial Internet (II) analytics and applications. Solution • Developed Predix based on Pivotal Cloud Foundry. • Deployed Pivotal Greenplum for advanced analytics. Benefits • Predix supports rapid iteration and deployment of II applications. • Serves as foundation of GE’s transformation to an industrial software company. Source: https://content.pivotal.io/case-studies/ge-digital-case-study
  29. Boeing: Reaching Release Velocity with Cloud-Native Platform “The [Pivotal] technology

    combined with our domain expertise and core strengths, that’s the sweet spot. Niki Allen, Boeing Challenge • Significant technical debt, including legacy architecture and point-to-point integrations. • Inability to quickly bring new ideas to market.. Solution • Adopted Pivotal Cloud Foundry. • Engaged Pivotal to jumpstart organizational transformation. Benefits • Developed its “Digital Transformation Environment” (DTE) on PCF, a blend of cloud-native technology and best practices. • Delivering new applications at velocity, including hundreds of apps currently on DTE with another 80+ in the pipeline. Source: https://builttoadapt.io/boeing-and-the-three-es-of-digital-transformation-cc730490fff0
  30. Safe Harbor 41 This presentation contains forward-looking statements. All statements

    other than statements of historical fact contained in this presentation, including statements as to future results of operations and financial position, planned products and services, business strategy and plans, objectives of management for future operations of Pivotal Software, Inc. (“Pivotal” or the “Company”), market size and growth opportunities, competitive position and technological and market trends, are forward-looking statements. In some cases, you can identify forward-looking statements by terms such as “believe,” “may,” “will,” “estimate,” “expect,” “plan,” “anticipate,” “intend,” “target,” “project,” “predicts,” “potential,” “explore” or “continues” or the negative of these terms or other similar words. Pivotal has based these forward-looking statements largely on its current expectations and assumptions and on information available as of the date of this presentation. Pivotal assumes no obligation to update any forward-looking statements after the date of this presentation, except as required by law. The forward-looking statements contained in this presentation are subject to known and unknown risks, uncertainties, assumptions and other factors that may cause actual results or outcomes to be materially different from any future results or outcomes expressed or implied by the forward-looking statements. These risks, uncertainties, assumptions and other factors include, but are not limited to, those related to our limited operating history, our ability to achieve future profitability, the development of our target markets, our ability to manage growth, our ability to execute on our product strategy, our subscription model and ability to attract and retain customers, our ability to compete effectively, our long sales cycle, our financial performance, uncertainty around open-source technologies, security and privacy breaches, and our status as a controlled company. These risks and uncertainties may also include those described under the heading “Risk Factors” in the Company’s periodic filings with the U.S. Securities and Exchange Commission (the “SEC”) and elsewhere. Moreover, we operate in a very competitive and rapidly changing environment, and new risks may emerge from time to time. It is not possible for us to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results or outcomes to differ materially from those contained in any forward-looking statements we may make. This presentation also contains estimates and other statistical data made by independent parties and by the Company relating to market size and growth and other industry data. These data involve a number of assumptions and limitations, and you are cautioned not to give undue weight to such estimates. The Company has not independently verified the statistical and other industry data generated by independent parties and contained in this presentation and, accordingly, it cannot guarantee their accuracy or completeness. In addition, projections, assumptions and estimates of its future performance and the future performance of the markets in which it competes are necessarily subject to a high degree of uncertainty and risk due to a variety of factors. These and other factors could cause results or outcomes to differ materially from those expressed in the estimates made by the independent parties and by Pivotal.