 Hello, I'm Steve Nunn, President and CEO of the Open Group. Welcome to Toolkit Tuesday, where we highlight the various components and leading experts of the Architects Toolkit, a collated portfolio of the most pertinent technology standards for enterprise architects. During the series, I'll be calling on a number of recognized experts who will bring their particular insights on how to most effectively use the various tools in the Architects Toolkit. We'll have a mix of interviews, panel sessions and pre-recorded presentations along the way. While all standards of the Open Group are designed so they can be adopted independently of one another, the greatest value for an organization can be derived when they're used in unison, for some of the parts should be greater than the whole. In the Architects Toolkit, we have collated a portfolio of the most pertinent ones for architects, together, all in one place. For most of these tools, certification from the Open Group is also available, so practitioners can demonstrate that they have the skills required and recruiters can take the guesswork out of the recruitment process, all backed up by our Open Badges program. In a recent news announcement I read, JP Morgan had been fined over $200 million for failing to keep employee communication records. Turns out their execs were, according to the article, addicted to the use of WhatsApp. This is an example of crowdsourcing gone wrong. Just because you like WhatsApp for making plans to meet up for drinks with friends doesn't make it an enterprise worthy solution. Crowdsourcing is great for innovation and for reframing of problems, but enablement that doesn't govern is frankly throwing all professional caution to the wind. Even crowdsourcing designed by allowing people to set up their own processes and structures for approved tools within an organization can lead to a mess. Think illegal rave versus organized event. Governance may be a much malaligned term, but it is essential for anything outside of arranging a Christmas party. Welcome everyone to Toolkit Tuesday. Greetings wherever you are. Glad to have you with us. Thank you for taking the time out of your day to join us. And off to a great start as usual with Paul Holman of IBM there and some thoughts. So yeah, governance is a much maligned term, but $200 million is a big penalty. So good reminder to pay attention there and the applicability of different technologies for different things in our lives. So welcome again. We are entering the last one of this series of Toolkit Tuesdays today. I'll say a little more about that later, but we reached the end of what in programming language would be considered season two. And we have a great season finale for you today. But just before I get there, a few words about the platform that we're using WebEx and how to ask questions specifically. So please, if you want to ask a question of our presenter today, please do that through the Q&A channel. That's found by clicking on the three little dots in the bottom right hand corner of your screen. Click on there and you'll get the chance to click on Q&A. Please use that for the questions and use the chat channel as a couple of you are starting to do. I think I kicked it off. Let us know where in the world you're joining us from. It's always a nice spread of geographies and it's always pleasing to see and gives everyone a little bit of interest to see where it's coming from. So today, without further ado, we're going to dive into our topic, which is the portfolio of digital standards in the open group. And to take us through that today, we have someone that knows most about it, which is great, our resident expert, Sonia Gonzalez. And Sonia is the digital portfolio manager with the open group and she has over 30 years of experience as a business and enterprise architect consultant in different fields and industry verticals. Her professional experience as a project manager includes leading highly effective teams and applying different frameworks, best practices and tools. So without further ado, a big warm welcome to Toolkit Tuesday for a welcome back, in fact, for Sonia Gonzalez. Over to you, Sonia. Okay, first of all, while we are uploading the content, thank you everybody for joining today. I'm going to lead you to our digital portfolio of standards and thank you for that. So we're going to start first giving an overview of how the world has changed now, today's topic after COVID-19. I think even before that, we were experimenting a digital explosion, but after COVID, I think those challenges became even bigger. And so companies need to overcome that, need to adjust very quickly. Actually, some of them really had to reinvent themselves. And for that, you really need to become a digital. And that's where this digital journey starts. And there are different building blocks and things that we need to do for doing so. And that's where our digital portfolio of standards. It's one of the main elements in here and that's our actual offering. So this is what I was explaining at the beginning that the world has changed. We are facing now what we call the digital economy, in which the trends are not only technological, even though technology is driving change, but it's also business oriented. It should be business oriented. So trends like, for example, 3.0 and trust technologies and quantum computers and blockchain are things that are here to stay and are changing the way we do business. Also the fact that we need to be most sustainable now in the use of those technologies. Remote working is something that even though in some countries it's going every now, it's here to stay. And also the way that we use our daily devices as smart devices now is bringing greater changes into the industry. Therefore, organizations need to adapt into that and to be able to compete in this new space, in this new environment that we are facing now. So the pandemic has changed the way we work, the way we live, the way we interact, but especially has created a great impact in our customers, which are now demanding more and more digital services. This is a study that was published last year by Mackenzie that shows like, this is new for us, but it's like putting numbers on that. It's very clear that in all different regions in the world, you will see that in between 2018 and 2020, just when the pandemic started and the lockdown, you will see how mostly we are almost at 20 or 50% increase in the use of accelerated digital technologies and digital adoptions. This is very clear, this trend and also how customers' interactions became digital in part because of the lockdowns and the fact that supply chains were also cut down, which is another big trend. So people start going more digital and companies need to really make an effort to adapt into that. But the thing is not only the pandemic, because most of these trends are here to stay, even though we are hopefully overcoming the biggest impact of the pandemic, there are still things that are here to stay. So in this graphic also from the same study, we can see things like changing customer expectation towards digital has a 63% of increase and it's going to stay, it's going to remind the bars that are in light blue are the ones that are showing up. Like all these trends are here to stay, for example, the use of cloud technologies is another one. The increased use of remote working, collaboration working as a new business and way of working model, the increase in need to use digital services and to consume everything online is also a big increase. And also the way that we use the tool change for doing business, all these business changes for product distribution also have a shift becoming more regional, so that's also another big impact. So the question now is, being aware that those big changes are here to stay, and they are disruptive, especially for companies that are not exactly ready to compete into how the right capabilities, how are we going to overcome this, how are we going to need to transform into that. And first, a little bit of like humor in here is this to be a clear understanding. And I think even though everybody is talking about digital transformation, and they are by the way very good articles and studies in LinkedIn and in the web, there are still certain boom, like the fashion, everybody needs to talk about digital transformation because it's trendy. But at the end of the day, what it is really means to become digital and to have an adopt a digital first enterprise. So it's not about technology. It's not about solving specific issues like video conferencing or having a center centricity in the customer, even though that's important. And then, and going into the cloud and adopting the latest technology is much more than that, because at the end of the day, digital transformation is, as the word say, a deep organizational change that needs to start from the business. And even though this may seem obvious, it's not clear, at least not what people is trying to do this. There should be some digital distinctions. For example, it's not only to convert information into digital format, even though that's one of the fundamentals, which is digitization. It's also digitalization, meaning the process, the business operational and even the financial model needs to change. And at the end of the day, it becomes a digital transformation, meaning that is the data is the processes is the platformers and is the way we are using this digital technologies to to really transform the organization. So it should be an integration of these different elements and different factors. And of all we need to build on the trends, you know, a trend of disruption in the market can be seen like a threat, but also can be seen like an opportunity to explore that and to become better. And actually, there are several examples in the industry of company that due to the COVID effect, they transform and they are becoming more successful now. Of course, there were others that really disappeared because they couldn't take this trend. So for example, the digital experience of digital reality is something that a lot of companies are using now in their advantage. The power of the customer is now more clear than ever. And they need to have more analytics, the use of data to really understand our customers and our context. Of course, cloud platforms and the adopting of quantum computing, which is an increased way to process to increment the processing of the data transform is also there. And going more into the business size, the business operational, even the financial models need to change also to adapt to this. And of course, it needs to be an element of innovation, a new way of serving our customers, new digital products, new digital services. So innovation is becoming also a mandatory practice into that and also the concept of a digital product, which is something that even though existed is now taking more relevance. Product management also is another important element and marketing is also it's a new way of marketing or doing marketing now, which is more digital. So all these trends need to be taking, building on all the market is suffering and the disruption should be harvest in the benefit of the companies, of course. So at the end of the day, what is digital transformation in essence is to use make a fundamental strategic change in the organization. You will see in this graphic, which is taking about a very good way paper that was by the way the foundation of the traditional body of knowledge, the seven levels of digital transformation. We see two major elements in here, the strategy and organizational culture and change. Without those two big elements, it's impossible to do a real digital transformation. Because at the end is using digital technologies to transfer the human experiences, the processes and the operation of the company. So in the center, of course, we have the infrastructure, all the IT assets that are become the digital platform. But also we have all the ecosystem, the business model, the customer experience customers now in the center of everything, the product and service, the cost of a digital product. And of course the need to transfer the way we do business is also in the center. And it's a transformation effort. It's an evolution. It is practically impossible to change a company from one day to the other. It's something that should be done incrementally, but be sure that we are offering value while we are doing this transformation. We can see this like a set of building blocks. We have the business model in the center. We have the strategy. We have innovation. We have security, which is not only from the point of view of technology, information security. Security has a principle. We see operational need to also evolve digital platforms, new elements that are in their new digital technologies. The use of data analytics is there as well. Security from the point of view of infrastructure, especially now that security cybercrime has really going bigger and more riskier also as a consequence of all this new digital explosion. And like we have mentioned before, the customer needs to be in the center and to pursue a real cultural change. This implies like for really start a digital transformation, you need to really have a big sponsor. It's not something that should be done from the IT space. It's also that should have a higher level sponsor meaning like the CIO, the CDO, and the main leaders of these different business units are the ones that need to pursue this cultural change. But how we can start this journey, and this is why the big question starts. Everything is clear. We have trends. We have challenges. We overcome them to improve our way of doing business. But on top of that, how we can really make this transformation, how can I start doing this? First, we need to understand and identify our current capabilities. You know, if you don't understand what you have, you cannot change it. That's by the way, it's a basic principle of enterprise architecture. You cannot change what you cannot describe and understand. You need to be aware of your ecosystem. The market trends, like I was explaining before, building on the trends. Your competitors that, even though they are your competitors, can also be your partners. So that's even a different way of conceiving your competitors. It starts small and delivery incrementally. This is also an architecture and agile principle. You know, the concept of minimal viable product also applies in here. You cannot pretend to change everything, just you need to choose an area or areas in which you may deliver value with the deliver value and start providing that value, creating value into your company or for your customers. Again, like I was saying, you need to pursue sponsorship and cultural change of all that. Without that, you're not going to really progress on this. It should be a new business operation on model assessment. You know, the way you do business is the start point. And whenever you have that clear, then you could identify which one of the changes you need to do in your digital platforms and your infrastructure. Innovate, of course, from the business and technical perspective is another key element, but you need to be aware of your technical depth. You know, there have been several examples that organizations that went into new way of doing things using agile methodologies and using cloud and all the trends. And at the end, they failed because they couldn't understand the technical depth. And at the end, as you know, if you don't address that, it will eventually kill your business. And you can start your transformation journey using a scale model. In here, that can be one of the most powerful elements into the DP book, which is the one that you are familiar with the DP book. It has a model that is suitable to scale starting from the individual, the founder, which can be compared with going to the smaller piece of your company. Then you go to the team, which is a higher level, the team of teams, and finally the enduring enterprise. This means like this can be applied to small companies and worldwide companies and also means that through this journey, you can start small using one area of the company and then pursuing bigger challenges in time whenever you have been proving value to your customers. And then you can put all these different building blocks. And so kind of like a reference architecture like this in here that is in a way combining all these elements, strategy, innovation, the need to transform your business, your operation, security, they need to also make a change in your organizational structure, something that is less hierarchy and more flat, they will like to contribute and to be more agile. A cross cutting collaboration between the different units and organizational management and all this. And you will see that in here that we start seeing some of the elements of the digital portfolio standard. So this means like even though the DP book is the fundamental, the body of knowledge for digital that we offer in our portfolio of standards is not the main and the only element into the portfolio of standards. The idea is to use this along with the talk of standard addressing enterprise architecture. The OAA from the point of view of agile and digital has a dual transformation to use of course our security standards because security is a key component into this. The IT for this standard, especially now in the snapshot that we published recently, which is has the digital product in the center. And also we can even consider going into some verticals in which digital of course has a lot of impact. And that is what we call the open group digital portfolio standard, which is this umbrella in which we collide for different standards. The IT for this standard, the DP book, the talk of standard, the OAA, the argument standards, security standards. And also we can see how this can be applicable to specific verticals like for example, the healthcare area, space, commercial aviation, open footprint and because in all of them and all the different verticals also digital is one of the key imperatives. And there are three main elements that need to be present in this portfolio. Then first it should be fit for purpose meaning that it should be something applicable to the industry because it doesn't have to be something that is not usable. It has to be usable and useful for consumers, for the digital practitioners. It should be consistent because even though there is a collection of standards, our main goal is for them to make them bigger than each one of them, the sum is bigger than each one of them. And also from the point of view of how you're going to consume it to make it more findable, usable and easier to be used without going to have a big set of books. So that's also one of our main objectives. Our vision very quickly because we would like to give some time for the Q&A is to position the open group as this premier source for open standards in the digital world. And this is our journey. First, we are working very heavily along with our members to compose to integrate this digital portfolio of standards which implies a lot of cross-collaboration between different forums, like the Architect to Forum, Archimede, the Digital Practitioner Working Group, the Security Forum and the IT for IT Forum, among others. Having this center as the deeper book has the center for the evolution. Also offering practical guidance in a cross-coding view and also to pursue awareness, visibility because it is important to promote adoption and use and also the fact that we are going for a more usable and friendly interface for consuming the standard and we are confident that it's going to improve this awareness. And above all, we need to be aware of the voice of the customer, the customer is in the center and that also applies for this specific portfolio. And of course, the final objective is to become the digital enterprise which is our current model. Okay, this is what I have. This is just some resources that you may use. You will see here some links to our digital enterprise page and to the open group side and also specific links in which you can have an overview for standards and of course, certification which is a key component in all this portfolio. You can also find certification for all these standards in there. That's what I have and apologies for the technical issues at the beginning of the session. I hope this made sense and now I think we still have a few minutes for some Q&A. So back to you, Steve. We do, Sonja, thank you very much. It's, yeah, apologies everyone for the beginning but great recovery, Sonja and you've really whetted people's appetite about the digital portfolio, I know. There are quite a few standards that comprise that portfolio and lots to get into. So do take a look at the relevant area on the open group website and you'll be able to get to the individual standards that make up that portfolio and our goal going forward as Sonja said is to bring those closer together in the sense of, particularly in the sense of usability which is what everyone needs. So let's go straight to a question. Obviously when you talk about digital transformation there's a lot of focus on technology, understandably. It's a key part of it. But the research so far shows that really the biggest issue that organisations often face is actual cultural change. How do you make the cultural change? Is there anything in our digital portfolio that will help the audience who are looking for guidance, help them on that cultural aspect? Yeah, thank you for that question. Steve, it's an important one. I will say like in the DP book, like explained you have the different scale model and there are different practices in there and it speaks a little bit about how you make this cultural change but the other one in which I will say that it's also great content. It's in the open agile architecture, the OAA. In there you will find a lot of very interesting guidance. How how can you restructure your organisation following a less hierarchy model to something that is flatter and more suitable for having an agile way of working. And not only that but also closer to having this cross cutting collaboration between the different units because at the end of the day it doesn't matter what you are doing in your company. At the end you need to be working for the greater good so that it's also very good guidance in there. I will say that in the IT480 version 3 as you know that's a reference architecture and one of the first value change for that it talks precisely about the strategy to portfolio and in there there is some mention about for example of Nido having enterprise architecture which is also something that starts with a cultural change. For example also in the TOGAP standard if you don't make a proper stakeholder assessment you wouldn't be able to pursue change so stakeholder assessment is also a way to pursue change. You identify your bigger contributors you identify which one of these stakeholders are the ones that have more power and are more influential the ones that you need to address first. So I guess there are guidance in several of them that you can consume. Thank you for that. I mean that's a key aspect and just given the time just one more question I see, Sonia and that is let me just see here. Yes, let's see I've only got time for one so I see a couple in the chat. Which resource can guide in the development of metrics for measuring digital transformation programs? The topic of metrics and measurement. Anything in the portfolio that will help people assess what the right metrics would be? I think that's a very good one I'm trying to think it over, metrics I think metrics has exactly like a dashboard or hierarchy of metrics I cannot think right now in some specific standard I will have that there's of course guidance for example in the OAA that talks about how you deliver value to the end user which is what we need for metrics and also same in the DP book there's areas in which is mentioned that how you can really measure business value but something like metrics could actually be a very interesting topic for a guide which is precisely like I was mentioning the idea is to evolve this and we are working with members to evolve this backlog of topics so I will add that into the backlog because I'm not certain that we have that specific in there but it's actually something very important It is absolutely I mean obviously and what they might be will vary enormously from organization to an organization but there's probably something in there that will be common to many I'm sure and the tracking of the digital transformation program as it goes on will be key Sonya in the interest of time we're going to leave it there in terms of questions thank you to those who submitted the questions but we will hear more about the portfolio of digital standards over the coming months from the open group meanwhile thank you Sonya for giving us the introduction and the oversight today I appreciate it very much so before we go thank you for attending today folks I said I would come back to the fact that we're going to have a little break from Toolkit Tuesday and back next on September 30th that will be when season 3 starts September 20th sorry September 20th meanwhile you will be able to and hang on to the outro slide at the end here and that will give you the details but in essence when you get your need for your Toolkit Tuesday fix as I'm sure you will over the summer break go to the open group YouTube channel and you'll be able to binge watch to your hearts content we've got quite a few under our belt today and you'll be able to go there and catch up on maybe some of the ones that you've missed we'll be assessing all the questions that have been assessing all the questions that we've got over the different episodes and one of our popular ones was where we gathered them together and asked our resident panel of experts some of those questions I can expect that we will be doing that again in season 3 but we will also come back with some exciting news when we're back so I'll leave it there in cliffhanger style but looking forward to seeing you all again on September 20th meanwhile thank you for joining us thank you to all our speakers and experts who've made Toolkit Tuesday the success it's been so far and have a great summer wherever you are and thank you for joining us we appreciate your time bye for now thank you