 a warm virtual welcome please for Dave Lownsbury, CTO of the Open Group. Over to you, Dave. Thank you very much, Steve. So as Steve said, I'm CTO of the Open Group. And we've heard some great examples today of the transition of organizations to delivery of value through digital means. So I want to give an overview of what the Open Group members mean and what our standards being when we talk about digital, how we're responding to this fundamental change in industry direction. And I'll do that by first talking a little bit about our first deliverable in this area with a DB Box standard. And some of the lessons we learned during the DB Box standard leading development of a set of principles for other digital standards. And we'll close if time permits with some examples of that. And also there's a session later in the day where you'll hear many more details. So we've got this cartoon. I want to thank Tom Fishborn, who's a good friend of the Open Group for letting us use this cartoon. And of course, we see, we hear a lot about people's confusion about digital transformation. And if you're confused about digital transformation, you're really not alone, right? And the confusion is rooted in a lot of things, a lot of misunderstandings and lack of a roadmap of how to go. And we should focus in again, not necessarily on the journey, for the journey is important, but on the destination of being, not the digital transformation, but focusing on what it means to be a digital enterprise, what it means to have a sustainable business with digital value delivery. And to do that, you need to look, past the transformation process and to your actual to be state and the skills and processes you need to operate in a sustainable way. So this is not a unique realization here. I want to let people read this quote from the book Design for Digital, which I highly recommend for a buddy. I think most people know, Jean Ross wrote Enterprise Architecturist Strategy. And this is, you know, she and doing her update to that book found this profound transformation as well. The industry's changing. We need to look past the architecture and program management strategies you used in the past. The problem of reorienting our organizations to focus on value delivery through digital technology. And just some other sites, some other folks who have recognized that who you may know, George Westerman, he's talked about a lot about digitization, how you could use digital technology to radically improve performance or the reach of your enterprise. And this is where you talk about things like the, you know, analytics or use of social technology, smart embedded devices. And these are things we've done all along in IT. We've always used the IT to improve the efficiency of our organizations, at least if we're doing our jobs right. And so the fundamental shift here, and this is the one that, you know, Jeannie Ross's catchphrase is don't confuse digitization with digital. Don't confuse the technologies and the management processes with the reorientation of your business process to digital delivery. And, you know, her other catchphrase is, you know, what's the uber moment for your company? You know, when do you know that you're really a digital business? Now, this is something the open group has been realizing for a while and catching up with. I just showed this slide, something we started as a very rough architecture for how we would manage our standards from over a year ago now. And so we want to be, we, the open group really want to have the open standards you need to achieve a sustainable digital enterprise. And so I'll go a little bit, as I said, into our first deliverable about that, what our vision that drove that and what we're doing about it in the long run. So we do perceive this market demand. The big standards that, standards activities in that digital portfolio, Steve mentioned our DP box standard, which are skills for digital workforce. Of course, we're known very well for our architecture portfolio. We've got some very exciting things going on there, which includes our Open Architecture Framework, Agile Architecture Framework, OAAF, and of course, the digital knowledge that is going to be put into a future version of TOGAF, our IT for IT reference architecture, which Palab mentioned is going to be re-oriented towards digital product portfolio management. And we have ongoing work in the digital platform reference architecture. And I'll say a few words later about how we're going to guide all this with a set of principles for open digital standards. Let's talk about the DP box for a little bit. How did we get there? How did we get to this digital journey and what's driving us from these mega shifts we've heard? So of course, I'm closer to the end of my career. So what do people of my generation do? You blame the millennials, right? So we always like to blame the millennials. But in fact, as Palab noted, these people are showing us the way to the digital future. People achieve digital literacy quickly. They've grown up with these are people who have grown up with digital access and they expect interact with your enterprise digitally, even if they're only doing a web search and checking your reputation on their social networks. And this is really important thing to note because their ability to do this conveniently is going to outweigh any loyalty they have to your product, service, or brand, right? This is where they're gonna go. They're very empowered by all of this and that will affect how they interact with you. Now, there's no reason we can't respond to this demand. We have abundant computing and networking resources and really nobody lacks the technical means to meet the expectations of digital natives. A lot of companies are in the midst of reorganizing to meet these new expectations. And again, crude us to Phillips for realizing that kind of value transformation. But we have to be honest that a lot of companies are still struggling with how to do so. And one of the things that we think is important is, and this is what drove us to the DP-BOC, is a workforce with the knowledge to turn those technical resources into value for the digital customer and the ability to train and manage that kind of a digital workforce is gonna be a key differentiator for digital first enterprises. So we need to codify this knowledge somehow. And it's important for us to realize that if you're a business person, you're an architect, you're a manager, if you succeed, then someone other than you is gonna be doing the work. Either you delegated it or it's gonna be a long running decision. If you're successful, it's gonna be someone who's gonna pick that up and carry on beyond you. So we need to arm the people who are gonna execute that with the knowledge they need to succeed. And so we kind of owe this to our workforces and to the next generation to get this stuff codified. Good example of this I wanna pop up here is, this is a picture of a class that is actually being taught at the University of St. Thomas out of the DP-BOC. And I bring this up, we've got another example, I think at Ohio State University, I think we're gonna hear from Mike Fulton a little bit later. Digital talent is probably gonna be one of the biggest challenges you face as a manager making this digital transformation. There's a strong correlation between enterprises who have successfully transformed to a digital first orientation and those who invest in the digital workforces. There are many, many use cases of this. And so we wanna make sure that we're making that knowledge available to those entering the digital workforce. So you've seen this slide, digital is fueled by these underlying technologies, but also by the Agile and DevOps principles that enable IT to respond to business needs quickly. And these are an important part of what it means to be digital. And you're also going to employ all of the things that I mentioned earlier, social, mobile, cloud, big data and advanced analytics, you may have things and AI. This thing's come at you from all directions and you're gonna need a good framework to make sense of these or you're gonna end up chasing lots of shiny toys and not really making the digital business transformation. So this led us to the concept of a body of knowledge for this digital transformation. And we of course, we're a standards organization, standards are our product. And so this box is a product. Of course, the first thing you ask for the product is who's the audience, right? And here's who we've targeted that DP box for. It's people who are entering their careers, either college students in master's level IT training or entry level computing and digital business professionals. We also see a, and this is a strong driver for DP box that there was a need for mid-career IT professionals to re-skill. And of course they're all gonna be managed by senior business professionals up to including C-level who want to learn their digital practices. And then of course there's the people who help us find and maintain that workforce. Since we're all agile people, we have always asked ourselves, what's the job to be done? Really what needs to be either both the process and the content for this DP box? How do we know when we succeed? And so we took a look and one of this is one of our key learnings. What do we need for this open standard? Well, it does need to be open. It needs to be open in participatory governance. Digital is a very fast moving field and we need to make sure that it's open to input from everybody. As we've heard on both of Palab's and Revy's presentation, lean and agile is essential. If you're not doing rapid feedback, it's not going to work. And so we need to have that as the principle foundation of what we're doing for our digital practices. We of course want to learn from the older guidance of frameworks that are out there in the industry. We wanted to spill that into a set of trusted content that people can use. And we want to make sure that there are effective training methods for that information. If we believe, if we do that, we will be able to educate people successfully. They will become personally successful. And that, of course, that having that successful and knowledgeable workforce leads to overall organizational success. So we need that open standard for digital practice that curates that knowledge in an open way. So the open group has always had a principle of reuse before build. So we ask ourselves, do we really need a new standard, given the plethora of industry frameworks that are already out there? And the answer is yes. A lot of the existing guidance does not actually incorporate some of these essential digital Agile and DevOps ideas that are in there. They are too descriptive on that. There's fragmented guidance. They use a lifecycle model. I'll say a little bit more about that. They promote a lot of static analysis and upfront work in progress. And they lack community involvement. And that's essential to being openness in a fast moving field. I should mention, there are some works. We are very much aware of these about how people can open up some of these existing industry guidance. But again, we feel that something more comprehensive is. So just to recap here, what were some of those lessons learned? We got out of developing the DP box standard. Well, we need for a sustainable home for that activity. And the open group has always been that sustainable home for business standards. We need the governance for the standards. We need to have curation principles to know to separate the good from the bad. We need the minimum viable product. And we want the practitioners to have skin in the game. We want them to be actively contributing to the standard. So with all that in mind, we've formed the digital practitioner work group. I'll let you read the mission statement here for a second. Hopefully everybody is seeing the slides. Again, this is online so you can get it there. And we've been very active. We've got our standard out, the DP box standard is out there. And as we hear later, our certification program as well. And one of the key findings we had as we work through these is we got our definitions in place. We want to move past that confusion, excuse me, that you saw in that Tom Fishborn cartoon. And so we've got these definitions which you can read in the DP box. I think the central one to me is this idea of what's a digital enterprise. And it's an organization that delivers value either because they have digital products and services, that you're an online delivery organization. You've got physical products and services that are obtained by the customer through digital means. So digital is the first way your customers introduce you. And you use digital technology to do that, you've digitalized your company, you've got that platform that Remy mentioned and you get to this state by radically transforming your digital, your business model to be a digital first enterprise. We started the development of the DP, in the DPWG with a contribution by one of our members, Charlie Betts, who wrote a textbook called Managing Digital Concepts and Practices. And we've abstracted the information from that, the normative information, the real fundamental body of knowledge for digital practice into the DP box publication. I wanna take a quick run through what's inside that. I'm not gonna get into the details, but I wanna talk about how it's organized. And so we said earlier that we need to make sure that we're carefully curating all of this digital knowledge. Now, I've got here a list of the curation criteria that we use, I'll let you read these. One of the, I'm gonna highlight a few of these. We're very keen to make sure that we're only using things that are current. Very fast-moving field, as I've said, and we need to make sure that we're staying abreast of current practices. We wanna make sure that we can verify that these practices are actually in use in the field. We wanna make sure that we're compatible with existing frameworks that we're not invalidating the knowledge that the industry's built up over the years. Of course, I mentioned Agility as a foundation. The open group firmly believes that enterprise architecture is necessary to a sustainable enterprise. So we wanna make sure we're connected with that. And I'll get to some of this bit about the scaling model level. I do wanna mention that this developed as a digital product. We do drink our own champagne here in that this is developed using Agilent DevOps techniques. We use online editing. We use GitLab and we have a CI CD chain where we can rapidly update the document. We wanna make sure our narrative is coherent. Our document does give an overview of the whole, what we believe is the whole body of knowledge needed to be digital. We wanna cover the whole subject, but we also provide pointers to the underlying concepts that you can get more material when you need it. Let's talk a little bit about how we organize this DPBoc and this is relevant to our principles. So I'll go through this sort of quickly. One way of managing information content is to take a stack approach. We use this all the time in the standards rule. We use this all the time in lots of complex subjects like, algebra is the foundation for trigonometry, which is the foundation for calculus. And this is a very common layer. We could have gone down this. And the reason we have a concern about this is the tendency towards reductionism that you believe that the layer above you is trivial if you finished your level and that you can do easy decomposition of the stack. Another approach is the lifecycle here. You've seen requirements, waterfalls and things like that or sometimes simplified to plan, build, run. This has its use and stage gating does have a lot of value, but it's also prone to promoting excessive stage gating and then moving away from that agile and rapid feedback that Remy mentioned in his presentation. And so we think this is a little bit of counterintuitive to the digital world, so we'll bypass that. Our key insight was one, and I'll give the, he's got the John Kahl quote here, but this picture is by Henrik Neiberg that complex systems evolve from simple systems, that things scale naturally from small starts growing into big enterprises. So when we made our choice on how we would organize all of this, we had the stack, we had the lifecycle and we had scale. And for the DPBock, we chose to organize it by scaling or the emergence model. And we start, this is what we call from startup to enterprise principle. We start with just the practical questions for a small startup activity or activity that is firewalled inside an organization that started. They will grow into teams, so you think about what's needed at the team level. You have a challenging transition when you grow outside the size of one team, how do you manage across teams and then how you get to the level of management concerns that you have when you have a large enterprise. And you can see that the emergence, those four emergence levels are mapped into what we call the competency areas in DPBock. Again, I don't want to read all of them, but I urge you to go look at the DPBock and we'll hear later today about some additional material in a quick overview. So you can see here, we've got each one of the managed, or mapped to the right emergence level. And this is essential so that when people are getting started, they're not overwhelmed to see, oh, what do I do next? And oh, here's a million different practices I have to think about. Now, we focus you on just what you need to get started and then what you need to do to manage these very difficult transitions from the one or two people to a team and then from a team to multiple teams and then running a big enterprise. Of course, like all open group standards, we believe that certification is fundamental to driving the creation of knowledgeable practitioners. So we of course have backed the DPBock standard with a training certification ecosystem for a digital workforce. So what did we learn? What did we learn when we were doing all this? And what's it gonna do for future evolution of open group standards? Well, we learned a lot and we've tried to abstract that out into a set of principles for this. And I'm gonna go through these again, probably more quickly than I have, but let's try to keep on time here. We've got three overarching sets of principles for business, content and quality. And I'll let you read these principles but the key guiding business principles are that we want to have consistent digital standards coming out of the open group, that they not only refer to each other, they refer to each other's information, that we use consistent terminology and it's easy to navigate from one to the other. And the people understand that these are consistent standards. We wanna make sure that we give people guidance. Again, our principle of emergence, we want to give guidance to people that is relevant throughout their entire careers. We also wanna recognize that there are a lot of practitioners who have existing knowledge and are certified in those knowledge areas. We wanna give them a way to connect in to those existing certifications and help them make the transition to some of our digital standards. On the content front, we're based on some of the things I mentioned earlier that you're using a digital first business model and the value delivery is through digital means that we assume that you're using agile techniques, that you're using DevOps for continuous delivery so you get those fast feedback loops. We want to adopt a lean development and product management approach. Again, don't introduce more complexity than you need to for the appropriate stage of your evolution. I've already mentioned the emergence principle that we wanna guide enterprises as they grow in complexity. We also wanna help enterprises who are maybe restructuring to move forward as they break out into teams or move to a more agile methodology. On the quality front, I've mentioned some of these already. Obviously, we wanna get back to that. Tom Fishborn cartoon, we don't want there to be a lot of different words meaning the same thing. We wanna have consistency of terminology. We wanna have the standards cross-reference each other. Agile's so important. I've got it in here twice clearly and we wanna use those strong curation standards to make sure we stay up to date. Now, I wanna say something about these principles. These are not just slides. These are being moved into a document and the document is going to be called principles for open digital standards at the open group. And for those of you who are open group members, i.e. you work for an open group member organization, we want your input and these will be opening to our company review process on April 30th, just in a few days from now. So please, please jump in. We don't have any monopoly on knowledge just because we're here working on open group meetings. We need to hear from the industry as a whole. So please, please join in that. So with those principles in mind, you know, I wanna, again, we've seen the slide before, I wanna talk a little bit about what the organization is doing to meet these standards. It's great having principles, but what are you actually gonna do? And so I wanna say that the forums of the open group and the members of the open group have heard these messages. They've heard this transformation going on in industry and are responding to it. Again, there's gonna be a session at 410 today called the Digital Management Outreach Session. We're gonna hear a lot more about this so I'm gonna only touch on these quickly so I can stay within our 30 minutes. So we wanna have that coherent set of standards. And we're already working in this space, the visualization here a little bit about what's going on. Obviously our architecture forum is perhaps one of the premier forums of the open group and we've got two tracks, well at least two tracks of activity, you may hear more later in this area. We've of course got our open Agile Architecture Framework Standards which we published as a snapshot and their components of that undergoing company review as we speak. And we're taking the digital learnings from both the DP BOC, the AAF and IT for IT and using that as input to improvements in the TOGAP library. A key part of that is the mappings between the standards, the DP BOC is looking at how we map to our architecture standards and IT for IT of a very active program in mapping between TOGAP and the TOGAP standard and the IT for IT stand. Within the groups themselves also moving beyond the architecture forum, IT for IT has a very active reorientation towards digital product management and the DP BOC of course continues to evolve or developing further digital workforce skills and all of these are guided by these principles for open digital standards which we'll be publishing as a guide. So I'll quickly go through what's going on in the forum. Again, please come back to that for 10 sessions so you can hear the real details. Some key points going on in the Agile architecture framework is that this concept of a dual transformation. You have an Agile enterprise and that's necessary for a digital enterprise. These two are not really separable and they're developing what they call the adaptive operated model to make sure that all the key components of that are done. The architecture forum is looking at how they map all of this good guidance. I mentioned the DP BOC and IT for IT but of course we've got other things like our business architecture, I think our security and data science activities need to get mapped into this as well. But we're looking at that from the overall business architecture and cultural change strategy and the IT implementation perspectives. And again, DP BOC is really looking at those how to take those value streams which are frankly sometimes misunderstood to me and it's a left to right progression to actually emphasize the rapid and agile feedback that is necessary to all stages of your product portfolio to implement accountability and management for your Agile projects. So that's a whirlwind tour of what's going on at the open group in the Agile space. Of course we can't do this without your active participation. So I'd please ask to have you come in either join the forums, join the work groups or participate in the various company reviews of this so we can make a set of great open standards for the digital world. So hope this has given you a bit of a direction on this. Thank you and hopefully Steve we've got just, I actually got Steve, we have a question time a little bit later.