 Round of applause please, Dave Lansbury. Thank you, Sweeney, sir. So it's always a little challenging to have the cleanup position for a couple of reasons, one of which is, of course, standing between you and your lunch. And the second is that all the good points have already been made. We've heard this a lot of great information on transformation over today. And for the past couple of days. And hopefully, this has given you all a lot of insights into where we think this concept of digital transformation is headed. So I'd like to wrap up by taking a little bit of step back from this rush towards digital. Not because I don't believe that we do need to rush for digital, but because we should understand what's driving it and let that guide where we're going. I think a good question to ask is, is digital, this transformation digital, isn't this just the next step? We've always used emerging technologies to advance the needs of businesses. So isn't this just the same old thing we've always been doing? Or have we crossed some tipping point that makes digital different? And I believe, and I think we heard from many of our speakers that there is something different this time in the transformation, that we're seeing a convergence of things like all of those computing resources that Rose and other people have talked about that we all know about. We're seeing that converge for the change in how customers view our market. We're moving from that view where the enterprise sells to a customer to where the customer is starting to pull in the other direction. And also, the idea that we've got the workforce now, we've got enough people who understand digital technologies to actually be able to make this all happen. The last thing I believe is that the open group is uniquely positioned to take advantage of a window of opportunity. We've heard these similar themes throughout the presentations here. This is window of opportunity to bring this together and give guidance to the industry to make that transformation. And I believe the open group is the place to make that happen. So what does this take? How did we get here? What do we need to thrive in the digital world? And how should the open group actually take action on that? I think historically, if you look at the history of IT and EA coming out to manage some of that innovation, it comes from a history of scarcity. We had these scarce IT resources. And there might be a few people in the room who remember standing at the window, handing in the card deck, that queue that we did to manage the scarcity of that big machine. And so it's always been how we used to use EA to structure and allocate these resources to maximize the value for the organization. This typically resulted in kind of a narrow set of offerings. You constrained the number of things you did at any one time. It also resulted in that inside out customer experience. Here's the boxes you can check as a customer. And here's how we want you to fill in this form and do the right thing. So that all came from trying to regulate the number of interactions at the use of the resources. There's an alternative view. And there's a view of abundance. And we can move past that idea of scarcity. I want to take a look at this here and relate it back to what this means for the digital world. And again, you've kind of heard all this, so I'll kind of try to keep it quick. The first abundance is the one, I don't think we need to talk about too much, is the abundance of computing. We're all familiar with Moore's Law, which has driven the increase of both the density of transistors on a chip. And as you shrink a transistor on a chip, the speed can go up up to some limits of physics. And that has driven this huge increase, continual increase that may be flattening out a little. And we'll get to that. But it resulted in a continuous growth of computing power. Spanning my career, what's happened in the abundance of computing. I started in the mini-computer world. I actually started with Prime Computer. There might be, does anybody remember Prime? Wow, it makes me feel good. So anyway, I couldn't find a picture of a Prime 50 series to put on here, but everybody knows the Vax, right? So Vax 1978 cost about $120,000. And I didn't bring it, because I keep losing it, is this is a Raspberry Pi 0W, costs 12 euros, I think. And one of those Raspberry Pi Ws has 1,200 times the computing power of that Vax. So $120,000 Vax, call it a $10 Raspberry Pi. $120,000 1978 is about a half million dollars in current money. So who can do the math? It's 60 million. That's the change I've seen over my career in the computing power. For the Americans in the audience, 6.5 centimeters is 2.6 inches. So I don't know how many of those you could fit in the cabinet, but it's a lot. And of course, we've got that scale up in computing power. And of course, if we used some of the Intel ships, that multiplier would be even bigger, right? So what do we do with all that? Well, another way we show this abundance is while we've got these ships, we take these now very capable ships. But one of that Raspberry Pi, it's single chip four core processor. We take those cores, we put the chips on the board, we put the boards in racks, we put the racks in cabinets, and we fill huge now purpose built buildings full of computing power here. And we make that computing power available. There are a lot of technical challenges that space power, all that stuff cooling. There are a lot of technical challenges with that. But basically, it's commoditized the idea of a computing cycle. We think of that computing power as a commodity. And the manifestation of this commoditization of computing power is that we sell this through innovative business models like cloud computing. And because of all that abundance of computing power, say these are two very competent, prominent cloud computing things that you can go by online, what's the two things they have in common from this stream? You might not be able to read it. There are two words in common between these two. Can you spot it, Andrew? You've got good eyes. Anyway, the word is free, that you can get started at a small scale with this computing infrastructure for free. You don't need to invest in your computing platform to start your project. Now, of course, as you scale up, you pay more. You pay your fair share. But computing power is not an obstacle to start getting started. Now, you saw in that curve, I want to talk about other uses. Again, Rose has taken all the thunder here. You saw that Moore's Law, maybe slowing down a little bit. You see this angst in the industry. Well, that's for single core processors. But there's other kinds of processing that we're seeing emerging from the microcomputer field. You see things like graphical processors. I had some pictures of mobile chips, but they're just chips, right? But we have low power mobile chips, largely from that telecomputing environment. And those drive entirely new modes of interaction with users. There's one in your mobile phone. We all live in that environment. We live with our mobile phones all the time. We rely on those computing platforms. I'm presenting from my mobile platform here. But that power now does things like we have augmented reality and virtual reality for our customer experiences. This is a view out my office window showing me the way to restaurants, right? Up on top, what you see there, those look like postal vans. They are postal vans. But because of some of these high power specialist chips and the emergence of AI, there's no postman in these vans, right? These are autonomous vehicles. So these are just entirely new modes of customer interaction. So that's external view. I could have put IoT on here, an equally valid one. But I want to take another view of how we use this abundance. And that is getting back to the internal view of this. One of the big beneficiaries of this abundance of computing is, in fact, the IT function itself. We see, to borrow a phrase from our IT for IT folks, the IT pipeline is no longer the cobbler's children. And we see practitioners take this computing power to improve and automate their production cycles and radically shrink these to the point where iteration and that incremental exploration that we've heard about in all the presentations has become the norm in our marketplace. So we've got things like Agil and DevOps, which probably pretty much everyone's familiar with, putting that emphasis on automation, the technical press, when you read about Docker, you read about Kubernetes, you read about what would we do without JUnit for automated testing these days, right? So we've got that at the development level. The IT management itself is now putting in place robust structures to actually manage that ability to rapidly iterate and develop. It's both ways. We need to manage it effectively, and we also need to make sure that that's connected to all phases of development, connect back to that strategy portfolio and the business drivers through that IT value chain. And of course, IT for IT is the premier reference architecture for doing that right now. There are others like Agil, a scaled Agil framework, DevOps stuff, which all play into this. But this all gets to the ability to rapidly iterate and continuously deploy new functionality. And as a result of this, we're very comfortable now as an industry with the idea of iteration and incrementalism as the way of exploring your requirement space or exploring your markets. Another abundance I want to talk about, and this is the one where you think Dave, you've gone crazy, is an abundance of developers. Now, read any CIO article, Analysis Depressed, like oh, top problem is finding talent for doing things, salaries, all this stuff. Yeah, maybe. Right now, that is a problem. But I think, again, we need to be looking forward in this digital world to a more abundance here. This is Coder School. This is actually right outside a supermarket I go to. They replaced a music school. People go there to learn coding now rather than music. And this is Joe Biden, the vice president of the United States, learning to do his first line of code by instructed by someone I think is a fifth of his age. So this is one of the critical abundances I think we need to anticipate in the digital world. I think somebody, it was either a rose or a bike, hark back to the first industrial revolution. We think of the first industrial revolution as maybe being powered by coal or steam. But the other things that happened there were management changes, cultural changes. They learned how to manage effective workforces in factories. They learned how these entrepreneurs took people. There was no workforce to run knitting mills or make pottery for these first industrial revolution. They took people from the farms. They took people from the cottages and brought them in to make an effective workforce. And that's what I think you're seeing here. The people, organizations that can take advantage of this coding abundance will have some strategic differentiation. We're not the only people to recognize this, by the way. This was a couple of days ago Steve Wozniak is launching his digital institute to help everybody gain the skills they need to survive in this digital world. So that's supply-side abundance. Let's take a look at abundance from the other side, the demand side. Businesses have exploited these abundances to create new products, new interactions, things like that. Let's take a look at how the customers have reacted to that. And these are all things. Again, the problem of cleanup is you're going to use analogies that have come out before. We live in a, we're immersed in a digital world. And we have been for years, some of the first purely digital products that came out were games. Again, I'm Pong, right? So you're old, too. But so that's the first purely digital product I saw. What does this look like to my son? This League of Legends massively delivered online game their entire convention is built around it. That was gaming. That was kind of the first one. Of course, there was music. We all have digital music now and video, right? So those are digital products that we're just immersed in. Everybody's favorite category for being digital is this concept of digital intermediation, where you use digital to provide some new experience for physical products and services. And transportation, lodging, just ordering goods and services, or planning your travel, right? We've seen these all five times in this event. It's common analogies here. And to look beyond, what you need to look beyond, you think, oh, there's a nice user experience. They've got a great web page. But there's a shift. They're indicative of a shift in the marketplace as well. That emphasis we put on customer experience is showing kind of a fundamental change in the market. So what is that shift? And the place we see it most is this idea of digital personal preference. And right now, we have come to expect that when we go to one of these digital intermediator sites, they're going to tell us something about ourselves. They're going to say, here's some books that are recommended for you, Dave. Or sorry, Dave, here's how to plan your travel, right? Or based on your past purchases, here's what we think we'd like. So that's our expectation, right? The delivery of physical goods. But it's actually going a little bit beyond that. That emphasis from shift from mass experiences to individual experiences. This is a site it's called M-Taylor, right? M-Taylor, you take a picture of yourself with your phone and you get measured in under 30 seconds. And you get clothes that fit you, right? It's actually moving from selling you clothes based on your preferences to clothes that are designed for you, right? This is a site that is literally tailoring the physical goods for the customer. And so this trend goes beyond that convenient product or services, that customer, one that is responding to your preferences, to one that is addressing you as an individual. So those are some of the abundances. Of course, there's always one anti-abundance, the thing nobody has enough of, right? And that is time. If we actually believe in this iterative approach to how you explore markets or how you define requirements, you must operate inside the decision loop of your market. You have to respond more quickly than your market does. And so you have to have all of these processes that are aligned to beat the clock, right? Your architecture processes, your IT manager processes, your delivery processes, your product definition processes, all have to beat that deadline of time. And so this is, by the way, hardly a new observation, right? The idea that time to market is a competitive advantage is long before digital. And who can we cite better than Jack Welsh that says you need to change faster than the market or the market will change you again, disrupt or be disrupted? So these things in mind, OK, so this is not a new idea, right? Time to market, big deal. So is this, again, what's different about digital? Why is it digital different? And no revolution comes from a single source. This is a book I would recommend to people. It's called The Support Economy by Shoshana Zuboff and James Maximum. And they make the point that revolutions are always about a convergence of multiple causes here. And to go back to that first Industrial Revolution analogy, it was a convergence of technology, like coal and steam and things like that. It was a convergence of organizational and management changes, your strategy changes, how to organize a factory, how to manage workforces, how to develop markets. And it was also a convergence of a change in market demand. People started saying, oh, I would like to have some nice plates. I would like to have some nice clothes, that rising expectations of markets that satisfy some of their internal needs. And so they have this idea called the support economy that says the economy of the future is actually going to be focused on the individual. It's going to be about that customer experience, not just the customer experience, but goods and services that are unique for the customer. It's going to replace the mass market. You can read the book. You decide whether you believe that or not. But all we've heard today is all about the need for that focus on customer experience and customer differentiation. So what's different about digital? We've seen this convergence again. We've got the abundant digital resources. We've got emerging tools and techniques and organizations that can manage that delivery at speed. And we've got a shift to customer unique products and experiences. And all of that drives the flywheel of digital markets. So what does this mean for us as practitioners? So we know that change always involves people, processes, and tools. So what do we need to take advantage of some of those convergences? From a process perspective, again, we've heard a lot of this before. I really like Mike's presentation on his four forces. We have a white paper that has been published by the Open Group, Seven Levers of Digital Transformation. And you see the same themes coming out again, that these changes, they're going to be these broad changes that move us from changing our operating models, transforming our business processes to implement those operating model changes, focusing on customer engagement, customer experiences, customer unique products, and then making sure that we've got the digital products that can fulfill those needs and that core of ability to deliver in that market. And that will drive changes in our corporate strategies and our organizational cultures. And you can learn more details, but I can't explain this all in the time I've got left here, which is going fast. But please download the white paper from the new Open Group library and tell us what you think. Another thing we're seeing as a part of the digital experience, which is a bit different, is this idea that this is all going to happen at different scales, that things are going to scale up either because they're new startups, which is sort of the easy model, but also maybe experiments inside larger corporations is a way of making their transformation. And that we need to acknowledge this concept that some of these processes are going to be emergent ones. That things that will work for an individual contributor, the skills and practices you need at that level aren't the skills you need to work at a team level. And that when you get to the team of team, you bring in all sorts of new things about organization culture. You know, investor, I won't read all these things that are needed to do that. And as you get to the enterprise, we've got many teams across multiple organizational boundaries. You need to think about much broader concepts. So we need to both give guidance as we develop our digital approach. We need to give guidance to people at all these levels. We need to pay attention to telling people how they're going to get from level to level, to say, the skills you might have had at this level, here's what you need to add to get to the next level. And that needs to be not only guidance at the framework level, but we need to be able to actually give guidance to the people who do this. Culture is made up of the reactions of people. So we need to get this information in a way that the people can consume it. And so any article you read about digital transformation will talk about the need for a digital workforce. This is from McKinsey. And you can read it on the screen. So we'll need to give guidance at all those levels. I just mentioned, we need to give it at the executive level. We're going to need to give it to the people you've already got engaged, the people who know your markets and goods better than anyone else. But we also need to find ways of bringing in new people, those Coder School graduates, that workforce that is yet to be, that will become your strategic differentiator into this digital culture. So you need to learn to develop that talent. And so we need to, and much as those first industrial revolution entrepreneurs, and the one in the book is Josiah Wedgwood, who brought people in from cottages and the field, and made them into an effective workforce producing the world's most famous crockery through strategy, business organization, workforce management, and technological innovation, those three drivers again. So we need to find a way to do that as part of our digital direction as well. Doing so will mean we need to give guidance to different ways that people learn. And this is Shu Ha Ri, if you do agile methodology or you practice a keto, you may have heard this, but it's the idea that at the basic level, people need a checklist that they will follow in a rote manner of what to do. But at some point, you start to generalize that. You say, I could do this a little bit differently, and it'll be more efficient. And then at some point, you take that further step back and say, oh, well, let me think about how this is all put together, and we'll change our approach. That we'll change it more strategically. We'll change it more functionally. This may be a little bit of a change for the open group. Typically, we target the top level practitioners, that this transcendent audience of practitioners here. But as we go forward in the digital world, we know we need to actually get some things for these other styles of learning as well. So this gets me to, I've talked about the open group and directions. So how does the open group respond? Again, I believe the open group is uniquely positioned to bring some of these ideas of abundance together. There's no one group inside the open group who has the whole answer. But I think if we bring together some of the things that are already going on inside open group forums and do some additional work to fill the gaps, then we can actually come to be the leaders in this space. And we've got the ecosystems in place and the partnerships in place to do this. These key themes, again, you've heard them all in the presentations today. I won't spend a lot of time on them. The idea of customer-unique products and experiences that these need to be driven by customer-led perceptions of value that we need to be prepared to give guidance to do this digital operation at all different scales of enterprises and partnerships. And as part of that, we need to respect this concept of emergence that we'll need to guide people through transition points. The idea that we'll iteratively and incrementally explore markets and do that in a continuous delivery, it's not like, yep, we're going to do transformation, now we're done. It's going to be a continuous delivery process. That obviously needs to be managed with processes that work at the speed of the market. And that will all be implemented by a competent digital workforce. An area that's of great concern to the open group is what's the role of enterprise architecture in this? Enterprise architecture clearly pays a core role in this. But we need to make sure that we're giving, again. I'm going to use the guidance word a lot. You're going to be sick of it. We need to be able to apply the strong foundation of enterprise architecture in an agile way. We need to be able to quickly do the more strategic parts of EA in a way that we can put the framework in place for digital evolution. And then we need to also have, and we heard this many times today, we need to actually have the EA framework in place and the decisions in place to actually guide and constrain the agile teams that do the implementation with the enterprise architect function being integral to the team. And it might not be enterprise architects, but it will be enterprise architecture as a job skill or a participant for someone in the team. We needed to have effective management that works at speed. Well, IT for IT is the good reference model for high output IT management. In the digital world, we need to think about how we profile that so that we can give that guidance to different levels of emergence or different levels of complexity in an organization as they build out their digital capability. This is an example from another white paper that I'll recommend to people towards the digital professional body of knowledge. And this is one of our members has taken this concept of what parts of IT for IT would you need when you're working at the team level? You're a small team. What parts of IT for IT do you have to have in place? So we've got that mapping. We need to build that out. We need to actually develop that kind of IT for IT guidance based on the foundation of the standard for different levels of emergence. I think actually doing that will help drive the adoption of IT for IT as well as improving the foundation for digital. Finally, I want to talk to platform 3.0 people. I see some of you in the audience here. Ron's over there. Obviously, this all runs on a platform. We've heard about platforms earlier in the talk. Third platform really needs to provide the reference architecture for all phases of the digital transformation from development to deployment and operation We should probably include even the tooling. We need to encompass the DevOps principle of automate everything, run everything continuously. So that will need to incorporate our architecture tools in there. The other thing is the developer must be viewed as a top tier client of the third platform. We need to include all of the tools you need to do that continuously delivery. The automation, the package management, all that stuff. I won't dictate which ones. There are some obvious leads, but we need to get those in there. So we bring it all together. And we see that we've got some of these foundations already in place, either work that's ongoing in the forms or that probably need to be done in the form. The concept of how we do EA in an agile way. High output IT management map to appropriate scale. Presenting a digital platform. And there's one more thing. We've talked about the workforce management and what it'll take to bring people along at all levels. So we need to develop a body of knowledge for digital practitioners. To that end, we've started a work group of the open group called the Digital Practitioners Work Group. And you can see here the objective is to develop and promote understanding of what it means to be digital and the best practices for organizations to provide that digital customer experience. Nice thing about being a work group, it's open to all members of the open group so we can coordinate our activities across forum boundaries. The group is very much in its early formational stages. We're collecting input on direction and developing a roadmap for what we're going to deliver. Venkat's the chair right now. So Venkat is out there somewhere. But you can see any of us if you want to get involved. Now is a good time to get involved because you can get in on the ground floor and you can see the URL there. So my time is up, but I want to just say the open group can only get things done because the members actually bring their expertise, knowledge, work, hard work to this, so please join us in the forums or in the Digital Practitioners Work Group to help make this happen. And if we do that, the open group can be the place to develop digital guidance for the future. So thank you. Thank you, Dave. Thank you, please take a seat. We do have some questions. The place for digital guidance, I like it. OK. All right. So the first question came in very early while you were talking. Did you consider to factor in TPUs that break and outrange Moore's law by their architectures and massive computing power? If somebody wants to make an argument that there are ways of getting more computing abundance, bring it on, right? Absolutely. There are lots of ways of scaling up there. Ideas here that I don't even want to get into, things like we have a number of members who are working on quantum computing techniques, which will, again, with orders of magnitude improvements. So yeah, absolutely. If you have a vision of what that means for a digital market, please bring it in, because again, it is part of that abundance of computing. Related, in fact, the same person. When do you think the von Neumann architecture is replaced by a more brain-style architecture enabling massive parallel computing and storage access? If I could predict things like that, I probably would have a completely different job like in the markets, in playing the stock market. I think we're actually right on the edge of the quantum computing revolution. We are seeing quantum computers out in the marketplace. We're seeing people like NASA buy those quantum computers to solve a certain class or community problem. And several of our Platinum members are working on it. So that's definitely on the watch list. And that's clearly the replacement for the von Neumann architecture. What are the skills architects need to prepare for this future? I think the skills there, and there's quite a good body of work going on in the Agile EA work group and talking about those. The idea of iteration, the idea of fast guidance, setting up the frameworks to constrain Agile teams, the principle breach we need to bridge in the IT world is that gap between what Agile practitioners think of EA and what EA thinks of Agile practitioners. So thinking about how to give that guidance at speed and the guidance at the weight those kinds of teams can consume is, to me, the key thing that needs to happen. You didn't mention the security forum when in your talk, the security forum at the Open Group. Surely that plays a role in the direction for the Open Group. Well, there's lots of dimensions of that. A thing that will need to happen, obviously part of your strategy for deployment will be looking at potential security vulnerabilities, and you'd want to use some of the tools we've got, like Open Fair to do the risk analysis of where your vulnerabilities are and how exposed you are. I think there's more work to be done on the idea of how we do security in that massively distributed environment. That's, to me, very much an open issue, and that's something that needs to be brought into the Open Group. And last question, last question, yeah. Either of us could take this, I guess, but I'm gonna let you do it. Will the Open Group assign a CDO, a chief digital officer, and how would that relate to Dave a CDO? So maybe I'll take the first part. I'd love to have the resources for a chief digital officer. So maybe one day we will, but if we generalize that, how would that type of role work with the CDO, for example? How would it relate to the CDO? One of the things anybody who knows me knows, I don't let titles and structure bother me much. There is plenty of opportunity for that kind of digital transformation at the Open Group. We get a lot out of these physical meetings. We get a lot of work done in the virtual meetings. Do we have that individually focused customer experience in our daily operation? I think that's actually a pretty good question. I think that would be something that would encompass a lot of different aspects of our management team. How we lead it, again, this is an emergence question. How do we move the Open Group from the level we are now to a level where we're massively bigger? It really is kind of one of those good to great questions. Whether we call that the chief digital officer or just good continuous process improvement. I think I'd worry about that later. I'd worry about the customer value as the starting point. Yeah, sure, absolutely. Dave, we're gonna leave it there and let these people get to lunch. But thank you for a great job. Thank you.