Can enterprise IT fail fast?
Transcript
[Music] hey how's it going his keys Tyler the CTO advisor DICOM and you're watching today's CTO dose I got this question on Twitter that someone asked me if I talked about felling fast and enterprise IT prior to this and I don't think I don't think I require I don't think I recall talking about felling fast and enterprise IT felling fast is something that we've heard in cloud native for some years now this idea that there's a business idea there's fast movement from the business I dear
to implementation from a technology perspective getting fast feedback from your customer base to see if that idea works if it doesn't work then you chuck it out the window and start with something else or iterate on that idea so this agile mode of developing business ideas executing and moving forward challenge with IT and why we talk about digital transformation so much is that I talk to the VP Paul strong I believe his name is VP a strategy for s AP he's really taxed with getting Hana
into the hands of s ap customers this idea that you can go to AWS provision s ap within hours as opposed to months and this is I think the fundamental challenge when we talk about enterprise IT is that enterprise IT is very good at keeping the ship steady making sure that there's audit traceability that there's resiliency there's recoverability all these abilities and making sure the business stays stable but when it comes to moving fast Enterprise IT isn't enabled to do such so what enables the ability
to fail fast and enterprise IT it takes the agile business so from the creation of idea to the funding of that idea and then to the execution of that idea from a high-level creation of idea is relatively easy this funding of ideas is where we go into more discipline project and portfolio management and funding ideas small organizations we can be agile I run the CTO advisor I can have idea why boarded hey I want to do a CTO DOS remote with Intel hey that idea is
easy to execute if Intel says no we rather do that at AWS reinvent it's easy for me to pivot and do something now small organization really simple to do that scales up to a dozen or so people from an IT perspective but once you get bigger than that AWS has this concept of piece of piece of groups you can't you know eat up just as a great example of an enterprise IT company that feels fast you can't work an idea and decides that over group the
size of that it takes to feed a large pizza then a group is too big and there's too much baggage associated with the idea and working died down that's where a lot of enterprises failed is that our groups are too big in an effort to manage spin to manage standards to make sure that we move in a concurrent and in inflow like manner we put all of these these policies in piraka see around enterprise IT and it makes it pretty hard to steer on the flip
side this is very hard to manage small teams or cross a large organization Cisco does this when it comes to spin outs of spin is they'll spin out a company let that company innovate create something that disrupts their current business model pull that company back in and integrate it back into the product line hence they've innovated without the entanglements of innovation and they've getting the benefits this is the innovators dilemma approach to innovation in a really large organization IT and the supporting services around IT more-or-less
have to adopt this agility that AWS is showing from their governance model what Cisco's chose from their product creation model and what basically the innovators dilemma has said for years large enterprises have to do they have to break the ideas into smaller teams give those teams the budgetary power to make decisions at that team so that's gonna look a little different it's not going to be just IT there has to be business there has to be this constant feedback where you create an idea a business
idea IT implements that idea with a higher level framework what you have available from your toolbox get immediate feedback from your customers whether that's external or internal customers learn if what you're doing works if it works keep keep going if it doesn't work fail fast find a new idea and iterate until you find a solution that works so I hope that answers your question around what does the CTO adviser view or how does the CTO of Iser you felling faster Enterprise IT most of us don't
do it well because it's very difficult but it's possible just long as we break the bigger chunk of enterprise IT the project itself the business problem into smaller chunks piece of teams and we can work towards those solutions talk to you next CTO DOS you can follow me on the web the CTO advisor on twitter at CTO visor and again subscribe to the podcast greatest in itunes the CTO advisor podcast talk to you soon
