 Mae'r gwaith, yn allu'r rhwng. Mae'n gwybod i'r clwme ar y gweithio. Mae'r gwaith i'r clwme'r rhwng yn allu'r clwme. Mae'r gweithio ar y gwaith yma, mae'n gwybod i'r cyffredinol yw'r gwaith, ond mae'n gweithio gweithio gyda i'r IT for IT ac yma'r grwp hyn yn cael ei ddweud. Mae'n ddweud i'r cyfrifiadau i'r gwaith i'r gwaith i'r gwaith ac yma'n gwybod i'r gwaith i'r cyfrifiadau mae nhw ar gyfer eriwch, rhai i gael gaelwch yn ddiogledau... ..o rhoi'r eich ysgolwch yn ddim bywyd ar gyfer sidon yn I.T.Frighty yn y gweithniadau. Rydyn ni wedi'u meddwl am ychydig. Rydyn ni wedi'u meddwl am ywindiadau yma. Rydyn ni'n meddwl am yr hyn wedi ydw i wedi'u meddwl yma... ..eich bod yn ur Gorffwyrant mewn ychydig yng nghylch yma. Y clykry bellam ei fod yn dangos arif. Dwi'n meddwl y cyflwyng. Roeddwn ni'n meddwl. I'm going to talk a little bit more about using IT for IT to deliver business value and how it can improve the communications. I'm going to say some very personal things here and share some stuff. I've actually been sat in front of CIOs in the last few weeks, in the last few months. I'm going to share some of the experiences that I've had around using IT for IT and the conversations that it can open and the conversations that it can close, because it can close this. If anybody follows me on Twitter, by the way I've been accused of tweeting rather a lot, you'll know that last week I was in Australia. I was in Australia talking IT for IT and I was talking IT for IT and value, which is a really important thing. Excuse me, let's just jump past this one. So let's start talking about some interesting things for me to say with an audience like this. Architecture is boring. That'll go now so. Architecture is boring. CIO only a couple of weeks ago to me. When I started talking architecture to them, the first thing they did was switch off straight away. I lost the conversation. I hadn't got the ability to take that CIO down a journey and explain them more about IT for IT just because I zoomed in on architecture. So there's a lesson for us to learn straight away. Architecture on its own, as much as we know how important it is and as much as it's so critical for us going forward on its own, start a conversation with architecture, you fail. You don't take the conversation to the next level. You may take the conversation to the next level if you're talking to another architect or somebody who's actually interested in it, but if you want to talk to a CIO or if you want to talk to the business, you fail, simple as that. Speaking to a global head of operations, it's an honest answer that he said, I only worry about the architecture when something goes wrong. When everything's working, it's transparent, which actually is a really, really good message about architecture. And it's actually a really good message for saying, this is why it's so important for us because when things are going right, you don't even need to know about it. You only worry about it when it's going wrong. When I'm talking to the global financial services, I think this was an interesting one. I don't think I have time to think architecture. My business is running too fast, which is giving you a feeling now of today and the situations that a lot of our organisations, a lot of our businesses, a lot of people are in that situation. The world is moving too fast for them. Formality and structure, they suddenly feel, is difficult for them to get a hold of because they've got to move very, very fast. DevOps is a classic example in it when people say, oh, we've got to go to DevOps. We can throw away all these controls and actually the best DevOps organisations have got more controls and structure than any of our old fashioned organisations that were doing waterfall have had. But people don't realise that at first because they're all in this, speeds everything. We've got to keep moving faster. So architecture seems, oh, it's hard, it's laborious, you know, how can I do this? And this was actually a personal friend of mine who was actually, I'll name him because he said at Mark Hall, a guy from Aviva who was talking to me and saying, Cloud, DevOps, I am security, you name it, I have to do all of that. Where do you magic up the time to fit in these additional things that we're talking about? Now, interestingly, I said I'll share some personal things with you. When Eric four years ago said to me, we need to start talking about ERP for IT and IT for IT and we start talking about value chains and he mentioned the Open Group. That was my honest reaction. Oh no, it's going to be Togaf and I don't understand Togaf people. The old talk of language which I don't really quite understand. And I know it's really, really important but I don't quite get it. So that's telling us something as well. This is probably the least important thing in the corner. Actually, this is being recorded, isn't it? This is the most important thing in the corner which I really think is very, very important when my partner, Mandy, said to me who cares about plumbing because I've been doing a lot of work in the house and getting the plumbing correct, spending a lot of money on things, changing all my lights, putting LEDs in and the curtains are the most important thing. And actually, what really, really frustrated me was I was going, the curtains are the most important thing and everybody who's come into our house since has commented on how wonderful the curtains look making me feel really, really stupid because I was the guy going, curtains are important. What I'm trying to get across to you there, what I'm trying to get across to you there is value. All of these things without a value conversation you'll see this every single day. So just give you some negatives. I've gone very public on saying I think IT for IT is brilliant. I think IT for IT is the missing link. I think you have got the keys to the kingdom. I have put my career on IT for IT now. I do nothing else. So when we did the introduction, I run a business now which is only IT for IT. Don't do anything else, just IT for IT. I love it. I think it's fantastic. I think you've got something which is so special that it would make me want to do that. Why? I can now go and talk value to everybody I speak to. I can open up a conversation. I can start talking about value chains. People love the concept of IT as a value chain. I can actually break it down into value streams and I can use the words value very, very strong and give examples with it. We've got to give some examples in a while. We've got to give you some real life examples of value. That for me opens doors. I can talk to CIOs. I can talk to CEOs. I can talk to the business. When you talk value, people listen. When you don't talk value, they switch off. When you talk value, they might challenge what you're saying around value and challenge why you're saying this but they listen to you because value is valuable. And it's as simple as that. You have got something absolutely wonderful. Thank you. You've given me a missing link. A missing link which has made me go really excited. A missing link which in the last 12 months has literally taken me round the globe hence being in Australia last week literally taken me round the globe talking to people about this because now I can change your conversation. A missing link which has stopped me talking about solutions and technology which may sound quite unusual working for Hewlett-Packard Enterprise. You might expect that that is my main theme to talk about technology but actually it isn't. Technology on its own that doesn't deliver value. Well, I don't want to be in that space and neither does our company. We want to be in a space where our technology or whatever we're using delivers value because if it delivers value people use it more, they use it more, they get more out of it and they want to use more again. And of course I can speak the language of the business. I might be preaching to the converted here but what I'm trying to very subtly say is stop talking architecture. Think about that throughout the rest of this event. Start talking value. You have got something amazingly special. Very, very different that I get quite excited about it and I'm prepared to stand up in front of people like yourselves and say architecture is boring but actually you've got something wonderful. So please sort of keep that in mind and capture that. Now let's think about value. Well let's think about value very differently. I'm sure you've all seen this sort of slides about the different generations. If you think about what's valuable to a baby boomer compared with somebody in generation Z value is very, very different. So the first thing is just thinking value is one thing which everybody accepts. That's not a good way to think about value. Why? My mother is pretty good with a PC but quite slow. And when things change she really, really doesn't like it. My son uses IT in a way I can't even keep up with it and I've spent my entire career in IT. He's downloading stuff, he's using stuff he's using different mobiles. Everything to him is mobile already. We don't have this concept in his world of mobility. His world is mobility. That's what he uses. He gets stuff, he throws it away and everything. So to him what's valuable is very different to what's valuable to my mother. My mother likes stability. She likes things really sort of stable, fairly slow. She doesn't like fast change. My son wants absolute instantaneous change, constant change. It batters him and he loves it. The more it changes the better. So we can see across the generations we have different versions, sorry, different views of value. Now that's important for us because actually in our industry now all these people are in our industry. People have been talking about generation Z is going to change our industry. There are already 16 year old millionaires that were born obviously in generation Z. 16 year old millionaires that are running their own businesses and doing things differently. So all world is changing really really fast and we've got a cater for all of them. So the way we present and think about value you've got to think about the audience. Now I think I've stole this slide actually and I apologise because I can't remember where I stole it from. So especially because I'm being recorded. Value is only valuable when it's value is valued. Mmm, that's a profound statement innit? So value to my son I'm going to make it cheaper. Oh he's not really that interested in making it cheaper because that value isn't valuable to him. Making it cheaper is I don't really care. If it's expensive and it does the job and I can make millions out of it who cares? Value to my mum if I can make it cheaper is really important to her. Now what we tend to see is a grouping really in our values. Not everything applies to everybody but better, faster, cheaper, safer are sort of high level groupings where we see value now. A lot of organisations where people like to think about those things but don't blindly think that every single one applies to everybody because they don't. But better, faster, cheaper, safer generically seems to work with a lot of organisations and where you can focus value down and actually win friends and influence basically. Now on that point I want to hand over to Eric to explain some bits and we're going to do a bit of a double-app here now so I'll pass over to Eric. Cheers. So more than ever IT is in a sort of a numbers game and obviously when you see a slide like this you don't know what number to fully focus at but the essential message of this slide is you know it is going to be more and it needs to be faster and you better get it right. If you zoom in on the middle bar you see on the left hand side you know the number of applications people are expecting to grow ourselves into by 2020 give and take a couple. But also then the number of applications that how much it's increasing compared to today which is a 30-fold and again give and take it's not about the exact number it's more like the trend the numbers behind the numbers that are saying and also looking at the number of releases per year by application more than 25. So you can really see that you know the times here it takes to actually release applications not just the mobile app but all things that come to support that are all basically being improved but here's the catch on average we only get around about 33% right and that's okay because it's very hard to get things right you know you rather basically take more an agile approach and fail fast and get over it but 43% actually shows you that we have to basically we got much better in understanding okay how do we deliver the value that Tony so much highlighted to the consumers because the younger the generations are the more they inclined to just throw things away it's for all the people that basically are like saying I know this is hard stuff you know because I know the complexity behind it so I'm willing to sort of have some lenience towards things not quite working as I want them to do the younger people are they just expect things to work they have no appreciation for the complexity and therefore it just either works or it doesn't work and if it doesn't work it just throw it away on average the first impression is really met after three seconds but it's even more interesting now we're all living in a social connected world happy people tell around about nine other individuals how happy they are with the consumer experience this is a great app I love the service this company is providing with and also of course by the way we don't talk to people anymore we talk to our phones so it's not that you have anything else to talk about it's basically you talk to the app so the app really is the representation of the company if things go well you're doing a good job you're retaining customers but when things go wrong around about 22 people are being informed about the fact how bad the consumer experience is people love to talk more about things that don't work that actually do work so the net net of this story is that we have to find other ways to get ourselves organized in IT because obviously IT has always been part of the business sometimes deep down in the trenches of the organization and now we have these new thingers called the digital enterprise and all of a sudden IT is hot and new anymore because so much products physical products are getting instrumented with software so it's really becoming the business instead of part of the business so in essence basically better, faster, cheaper, safer is a key message that basically rings through all the way we organize IT needs to fundamentally change and why is that? because people are not willing to pay for things anymore that they don't use so actually the volume of the complexity the thing I want is just the thing I want and I only want to pay for the thing I want and nothing else and the real interesting thing is that this is not sort of limited to your best competitor inside the industry vertical no it's best across every industry consumer experience is consumer experience and because we're living in a digital world all our phones are loaded with all kinds of apps across different industries and the best app is sort of setting the benchmark for all the others so that is why it's all disruptive because an online game could set a standard for a bank and that's the hard thing about it it's not that you sort of can compare yourself against your industry peers it is basically comparing competing against a completely different industry so that's why it's basically impacting basically all of us how things work so you get what you give them to what you get what you want plus you didn't know you needed how many times do we actually get other people also use this when you procure something so the intelligence in the applications knowing who you are and what you want what you purchase and how it relates to other things so the whole big data instrumentation again we just used to that idea and more and more we actually want to have that augmented reality to support us in our daily lives because we're too busy with the other stuff so like I said the bar is rising and it doesn't really matter anymore what generation you are my mother-in-law is basically teaching 80-year people old to communicate with her grandchildren using iPads so it is generation Z is still there and the baby boomers are still there but again also the generations are cross-pollinating that's how great technology is so in other words there is no boundary to this it will get bigger it will get better but how do we get organized? so when we look basically at how IT organizations have evolved over time is basically we were a hardcore engineer to order type organization we could make anything the customer wanted the line of business wanted as long as basically they basically keep the budget flowing and we can make them anything they like which is great because basically God has basically started that's how IT started it was a hardcore deep down technology thing it's hard to do IT we evolved basically because the one thing that's great about an engineer to order model is also it's sort of biggest shortcoming it takes a while before things get done it's also if you look at the organizational style it is plan start to the project moving things into development and then throwing it over the high wall into operation we have all heard that basically how siloed IT is so basically IT came up with a new way of working industrialized IT we're going to create ourselves some more common services to make life better for everybody really most of the industrialization common services common basically either platforms databases sometimes applications were created but they were created for one selfish reason to get rid of that you know you're too slow it's too little too late and basically here is things you can consume but the consumers in mind were more like IT people than anybody else so what is new and different about the right hand model is that basically it is much more consumer oriented we call that basically IT for the digital enterprise or digital IT whatever bus word you want to associate with it but there are some fundamental shifts in the right hand model you can see in the middle we still talk about plan build deliver run which is at least good because it added like the IT value chain did a new value stream in the middle but what is actually the poor part about it it's very technology centric on the right hand side you're consumer centric you do anything you do taking your end consumer into account the people that really would consume the services of the line of business and nothing else so this is much more than just a technology shift it's a cultural shift it is taking the consumer as your starting point and looking back into your IT value chain whatever needs to be tweaked and twisted to make sure this consumers get what I needed this affects culture this affects basically finance it affects basically what you build the technology it affects basically all you do so IT is fundamentally shifting in all the dimensions you can imagine that's why it's so transformational and that's why we're all running these projects and Tony already mentioned you know when we met with Mark Hall is that you know I'm doing DevOps I'm doing cloud I'm doing brokering you know I'm doing all this stuff so why would I care well because all those initiatives are the new silos you pretend that DevOps is at least well it's related to cloud but cloud is a separate initiative and then service brokering is another separate initiative and then by the way I'm managing my core and that's another separate initiative and we basically said no no you have to really look at how the IT value chain you're affecting the same people it's the same set of activities how many value chains are there when it comes to the architectural side of it it's only one so to a large extent the things are basically being done by the same people so we basically looked at this and as you look back at enterprise using a value chain lens holistically you are consumer centric anything you do takes the consumer at the first starting point you are agile when you're creating new stuff you want to fail fast and improve iteratively you are multi-sourcing because you only want to focus on things that are unique to you and then you basically source commodity which brings you speed and quality at the same time you can't sort of forget about your core IT it's still there because we can pretend that the mainframes are gone but they're still there in the background when I'm booking my online application or online my flights we all know that basically in the background the mainframe is still basically do the actual scheduling security goes without saying because if you can be faster you are consumer centric but if basically people's personal information is on the floor you know your reputation is gone before you know it especially given the network events so in other words all these things are crucial functions qualities, requirements for how you run an optimiser IT value chain and it will affect your culture your people, your process technology to become faster, better, cheaper, safer so the question is okay how do you basically get going how do you get smarter about that? well the foundation of it is the IT for IT it's all grounded in IT for IT the key message is there and we all basically have lived through different iterations of getting it last year this time we basically announced the standard to be emerging which in the end got emerged or got launched in Edinburgh so we all know this story and if you don't know it yet this is the ultimate experience for you to actually start learning about this it is really grounded in it but I think is also a great observation is that you can see that IT for IT was built by architects because I think is the most important part is hidden all the way down at the bottom on the right hand picture which basically the value chain itself the service backbone because that is the one thing that really highlights and articulates that from wild idea into a charter project into something that got into the catalogue that got consumed basically that's the thing that everybody cares about that is really what you want to focus on and the rest is just a means to an end to get that service out there but that's just the foundation when we looked at other industries and there is so much we can learn because in IT we pretend that it's also unique and different we are all different in IT and we really would like to have different words but there is so much else we can learn from other much more mature industries in the way we organize IT the way we look at it basically there are three roles that IT organizations typically play in conjunction and we can quickly go through this on the one that you are basically acting is like the broker in other words, you take pride in getting someone else's work and putting it into your catalogue and make it available like it is your own this applies to house brokering market brokering stock brokering as well as to IT brokering it's just getting someone else's service put it in there into your catalogue and just act as a single stop shop both for request fulfilment as well as for IT operations but then someone else needs to do the dirty work which typically is where the system integrates comes into the player the service integrates into the player which basically assembles different individual components mature components into something that is a composite that is really value added and differentiating so the service integrator doesn't want to be building commodity it wants to basically get something that's unique and different so then someone else again needs to basically build the more commoditized components infrastructure services, platform services et cetera in today's IT world and each of those roles are optimized for different KPIs and this is not new this is nothing more than basically three value chains because each of them are a value chain in their own right but they're wired up like a value network they're wired up in a value network across different legal entities but also I'd argue most IT departments shared service IT centres are actually fulfilling all these roles at the same time but if you compare this picture to what's the one we saw in the beginning which was plain build run you can see how profound the shift is from a very much project centric organization to an organization that is truly service centric fulfilling three roles in conjunction using the same technology foundation underneath that because you don't want to have three technology stacks implemented to support three roles that's why this is hard and that was basically what we get back as well two weeks ago I was basically in Washington four weeks ago I was in France last week I was basically back in the Netherlands talking with customers okay I love the big picture it's too much all at the same time and we basically said okay how can we improve from that so by taking an agile approach and I'm not talking about you know all the fancy part about it but the fundamentals agile, screaming means that you're focusing on those user stories that add most value now wait the shortest job first the thing that now impacts my line of business most is the one thing I'm going to work upon so if you combine on the one hand the big picture that you have the blueprint supported by software tools and all the offices all the things we've heard before and on the other hand I mix it up with the best of agile which in other words try analyzing where your value chain is broken depending on whether you're the broker the integrator or the supplier that gives you okay where you're going to fix it by putting on that holistic lens and the combination is where the magic happens so I'll let to talk about some real examples and bring back Tony on stage thank you Eric so a few things that Eric said that I want to jump into before we just get into this example do you know I hear IT people say this constantly you know it's really quite complex IT it's really quite difficult yeah it's always building buildings like this so was building you know the great wall of China so was building lots of things like that you know life's difficult tough live with it get on with it there's no point whinging about it there's no point keep complaining about it the important point with Eric just finished on is dropping value fast and regular that's the world we live in now people want things they don't want us to keep saying it's hard it's difficult it's complex tough just live with it get on make it easy for people if you keep saying it's hard it's complex it's difficult you know you sound quite boring because everything's hard difficult and complex that's the world we live in putting people on the moon is hard and difficult and complex you know so we have to think of this regular value conversation and we mentioned my friend Mark Hall a couple of times and one of the things I think he's an expert at doing it by the way I should have mentioned Mark he was a chairman of the IT SMF he's been quite high profile in some of his jobs and things like that he's fantastic at recognising this and delivering value back to his business and his team do the same sort of thing in regular drops not necessarily an IT for IT organisation yet hopefully he will be but that's something I've learned and seen him do and it's interesting that in IT we're a bit slow at learning lessons we really are quite good at tripping up over the things we should have really known about in the past when I was introduced one of my part of my background is around ITL and IT SMF and I was heavily involved with them I've been heavily involved in ITL since sort of the very very early days and one of the things that happened with ITL is we created evangelists that became one in the perfect world of ITL how long's IT for IT been in the industry oh look at this case study real life example true organisation fantastic architecture all based on IT for IT you'd walk into that organisation today and you'd think wow they're an IT for IT reference site fantastic road maps which are probably the best I've ever seen in the industry the architects are absolutely beside themselves going life's wonderful we've got this reference architecture we've got to fill it all out we've got some bits missing and we're going to invest some more money here and we're going to have this perfect IT for IT landscape and they're not seeing us delivering any value and the business is really really not very happy why? fallen to the same mistake as we did with ITL evangelistic about IT for IT they've forgotten the whole concept of value because without value it's a waste of time Eric said that point before let's think about incremental value on a regular basis let's not just think about populating an IT for IT architecture and the landscape let's think about what's hurting the business and the pain let's take those pains away let's really focus on the things that are important because that's what will keep that business engaged how interesting there's a real life example it's difficult to stand it up and say already we've seen somebody doing this with IT for IT we've mentioned certifications out please industry and I am being recorded in please industry recognise certifications really important but don't fall into the trap of doing what we did with ITL and trying to get everybody qualified and having a world worth of people that are saying well on page 4 chapter 3 it says no no don't fall into that trap let's think about certifications so it adds value to us let's think about it so we use people who can actually be very valuable in the in our businesses in our industry let's not go into a world of people getting badges and qualifications because we'll create organisations like this and IT for IT then will fail because you'll just get a bad name because people are going oh it's another one of these standards you can already see the doubters in the industry get on Facebook get on Twitter get on any social media you can see people already saying oh it's just another framework you know and I'm the guy who's going yeah but I think it's brilliant it's really really different because I talk about it from value this organisation didn't true story really important one for us to learn do not fall into the traps remember what we've learned in this industry already and let's move on and use that knowledge and actually use it to our benefits another organisation this global finance that's just happens to be using IT for IT and I love it you go into this organisation they're not talking IT for IT in fact hardly anybody speaks about IT for IT it's just happens to be based on IT for IT almost flippant yeah it's based on IT for IT what we're doing is we're looking at the business pay so we're looking at things like mobile apps and getting out to the generation zeds new platforms platforms using different types of media platforms that get to them faster quicker, safer, better platforms that they can try out that work for their type of media that they're happy with at the moment and they need to do them really really quickly so they've looked at use cases based around doing that then when you look at the use case based around providing that new mobile app they look at the pain that they're addressing and the potential value it can deliver in some cases the value is really low because it's not that important in some cases it's really really high so then they can use an agile approach as Eric's just been saying to say let's go for those high value things things that's going to have massive impact but let's not do something which is going to say in nine months time trust me it's going to be wonderful because they're not going to engage they want to see in two weeks time you're delivering me some value in three weeks time you're getting some more value in seven weeks time I'm getting incremental value they want that regular value drop that agile approach to delivering value and once you regularly delivering value guess what? the IT reputation improves the business paying starts being removed the customers start getting happier and as Eric just said before everything now is compared to the best app and the app doesn't necessarily need to be the app that's associated with that industry it could be a gaming app it could be a motor racing app it could be anything if you're seeing then to be comparable to those things and they seem more value they then start spreading the news and talking to people and I'm absolutely stunned all the time the way this happens especially with the generations that people the way good news just you know just spreads around the world so fast because people like to see this we've for too long a lesson we need to learn from the past have said trust us with the IT experts you'll get all the value at the end of the project hence why waterfall projects now are starting to get less and less common and people are getting less happy with them so one more for Eric yeah well the Tony was saying you know good news spreads fast but bad news spreads faster and basically typically hits the news and there was this case as well that we had a global hi-tech company that was really suffering from a business continuity challenge it really was all about operations and at first glance when we came in basically felt like you know wow these guys are really rocking it you know they've got all this automation in place they have monitoring and it was all nice and then he said what could be causing this why is this not working for us so he basically again leverage the IT value chain in this case the detector correct value stream and basically did some road course analysis to identify that in despite all the good efforts and automating and monitoring they were forgot to basically to get the scene to be in place so the one thing that matters most I think when you go to the purple line at the bottom of the reference architecture the surface wasn't as well captured in the scene to be so that basically topology based event correlation was a challenge and that basically caused the fact that you know things were going out and people had a hard time finding basically the root cause so despite the one hand that you can be high tech electronics you can be basically state of art in the industry some of the foundations are there so even the checks and balances that IT for IT gives us the basics when you go back to the idle background IT for IT can help with they basically just put the plan in place takes you to do a roadmap in 80 month incremental roadmap not just to fix the scene to be which we all know is one of the challenging topics but also to understand that this is not just about operations it's about the whole value chain coming to life so this customer basically did a roadmap from D2C to R2V to R2D to STP really to clean up the whole value chain to make sure that shit basically doesn't end up in operations and that in the end reduced waste so fundamentally even though high tech is there go back to the checks and balances and again IT for IT and the reference architecture really does a great job of really getting things back to all right what is it really that we have done and take away all the funnier and all the fine lining go back to the root cause and use it as a way to instrument and when you do that well you know customers really love it and I think there is one take away from this slide is that this is the only language the business is willing to invest in help me to improve my uptime but reduce the number of security events make sure that I've got fewer people basically focusing on mundane stuff so they can actually do more value added activities and million dollar savings on business efficiency and I don't mean the efficiency inside IT it is basically removing waste for line of business people dealing with IT those kind of things really help 45% support cost reduction because you are not doing things anymore that people didn't care about basic portfolio management we have grown a library of stuff that basically sits in the catalogue and that people might not be looking at it so between STP and R2F analyzing what is in your portfolio is it being used and if not just take it out it is a massive improvement and interestingly what you've seen on these these are real life examples these are not made up real life examples actual things that we pulled from clients at the moment that we are working with some of them I don't actually like some of them I look at them and think yeah they are still too IT you know I can go and speak to somebody about you know the business when we are talking about million dollar efficiency for the business I really love that one some of the IT ones actually I still focus too much on IT but we are learning and actually IT for IT isn't able to deliver that and as you can see real life examples and we've got all the value streams covered there so that I can change conversations execs listen to me when I speak to that language whether they be a business exec or whether they be an IT exec so it flips to next slide so last slide we said we're going to stop talking architecture start talking value the lessons out of this whatever generation they all want value the way you contextualize value for those individuals is key don't think value is just a generic way that you're going to present this to everybody so think about your audience that you're presenting value to and remember everybody wants to see value very regularly and if we start going down an IT for IT approach which means 12, 18 months down the line you'll see some value forget it you're doing it wrong you need to be throwing value fast so you could attack things from a simple value stream perspective you could attack things from a pain to the business perspective you could attack things in whatever fits the organizations that you're working but the beauty of it for me is I can bring it all back to IT for IT this is why I think IT for IT is brilliant because then I can say on behind all of this is a vendor neutral reference architecture oh I brought that architecture word in but now I can bring that word in with confidence, strength you have created something brilliant thank you very much wouldn't mind taking a seat just for a few questions I did see some coming in around here and to ask the questions today is the open group VP of standards and certification Andrew Josie so don't blame him for the content of them is the mic on okay? okay good, thank you well thanks for Tony and Eric for taking us through introduction there in fact I think the questions have been listening to you there all about stop talking about architecture and talk about value so let's first one here how do you see IT for IT helping organizations provide better quality services and products to users? I think but like I said in my slide the thing that I think is most profound about IT for IT in the reference architecture is the fact that it's really centered around the service itself and that's the architectural side of things but when you actually introduce that line to a customer and help them realize that everybody in the same organization is really supporting that the creation and realization and maintenance of that particular service in the end it opens eyes people don't in their day to day work don't realize that they're all part of that same thing if you contextualize it in what the line of business does very basically talking with people on the help desk what do you do? I close tickets really well now I actually improve the availability of service better the KPIs but do you really do? well if you're for a bank you help basically to make payment transactions occur or if you're an insurance company you actually help policies to be processed and that whole conversation is why people are starting to change differently to think differently about IT for IT and to think differently about their job it's about the end result more than anything else and the architecture makes, that gives you a language to have that conversation I think the thing I've seen particularly around products is the whole concept of systemic waste where people say you know I'm going to have the best incident management on the planet why? what's the point? when the rest of your value stream is broken and when I start having conversations with people like that it changes the whole products and tooling conversations as well and makes people think slightly differently interesting, one thing that I think IT for IT is doing for us from a pure product perspective is people now have started to realize dependency and risk as well so you would expect vendors like ourselves to say we've got one product that does it all well that would be a really stupid thing to do, wouldn't it? because then you would just take over all that risk to your organization so I think it's making people think differently as well around products on that perspective so there's some really good things that are coming out of that okay, I think this one is sort of more of the same here can you say something about quantifying the value of the IT for IT approach how do you quantify it? you quantify it in whichever terms the consumer desires that quantification and all that's a very consultancy answer but that's what you have to do if you're working with a financial organization but everything is about finance you quantify it in finance if you're working with a defence organization that everything's about the war fighter you quantify it in terms of the war fighter if you're working in a fast moving consumer industry in retail or something like that where everything's cans of beans you quantify it like that that's the way we need to get very good at doing things and I think in general we're not good at that in IT I think we're very good at using IT terms and we're very good at talking about meantime between fails meantime to repair all them type of wonderful stuff which means nothing to somebody who's selling cans of beans okay this was more of a technical question I think is the service catalogue the entry vehicle for human systems and machines to find value with this operating model so again the word value being raised wow I can do that I would say definitely I think one of the key things that I liked about IT Friday is indeed the art of value stream and then the service catalogue as a key ingredient for that I definitely think that if we are able to package up things that people use in that service catalogue and help to drive the consumption it is really what I think a good point to measure whether people are liking what you do and I think that's the one thing that's happening the service catalogue per se having a single place is just a starting point the whole usage the metering as part of that is the more important part of that and also to tie that directly back into a strategy portfolio so you basically go on a very active understanding of what people are actually liking what you did and not just at the shallow level first which is okay how many downloads do I get but what do people actually think by instrumenting the actual services in understanding what do people do with your app so it starts with the catalogue absolutely because that drives you towards having services in there it starts by metering what people are consuming from your catalogue but ultimately and I think by extension not just a service catalogue but the application itself should know how people are using it because that gives you the insight are people liking what you've got and a bold statement and it is a bold statement I guarantee I can improve customer satisfaction by focusing on request to fulfil I guarantee so that's a different way of answering it you get request to fulfil working right customer satisfaction always goes up yes and you're being recorded and I'm being recorded and I guarantee it okay one last question here is the business challenge of IT for IT really scale and speed? is the business challenge scale and speed? interesting is the business challenge of IT for IT scale and speed the business challenge I don't see if we're talking about getting IT for IT more popular and established and is the business challenge of IT for IT in that context scale and speed possibly I'm struggling with a question of how I'd apply that to an industry situation because IT for IT just happens to be what we use you know the architecture is irrelevant almost it's a great thing for us to do it's there it's wonderful you don't need to scale it you don't need to speed it up any more I love it I'm off using it all the time you know it's fantastic for IT for IT itself do we need to scale and speed more? yes because the industry just moves a lot faster when I talked about ITAL and the lessons learned if you look at how long we talked to before ITAL became mainstream significant period of time you look at how many people now are viewing IT for IT already as mainstream and it's only a year since we launched it absolutely you know that's speeded up so much faster than anything else but all worlds just faster full stop so yes we'll always have that challenge okay I think we're out of time for questions but thank you both very much for your contribution thank you