2. The End of Competitive Advantage
Continuous Innovation
Cloud Native Applications
Continuous Delivery of Business Value
Digital Platforms
Enterprise API Platform
Platform Business Model
20. “When looking to split a large application into parts, often
management focuses on the technology layer, leading to UI teams,
server-side logic teams, and database teams.
When teams are separated along these lines, even simple changes
can lead to a cross-team project taking time and budgetary
approval.
A smart team will optimise around this and plump for the lesser of
two evils - just force the logic into whichever application they have
access to. Logic everywhere in other words.
This is an example of Conway's Law in action.”
Martin Fowler, “Microservices”
continuous delivery of business value
21. “Any organization that designs a
system (defined broadly) will produce
a design whose structure is a copy of
the organization's communication
structure.
Melvyn Conway, 1967
continuous delivery of business value
25. Requirements for microservices (per Fowler):
rapid provisioning
basic monitoring
rapid application deployment
devops culture
continuous delivery of business value
32. All teams will henceforth expose their data and functionality through service interfaces.
Teams must communicate with each other through these interfaces. There will be no
other form of inter-process communication allowed: no direct linking, no direct reads of
another team’s data store, no shared-memory model, no back-doors whatsoever.
The only communication allowed is via service interface calls over the network.
It doesn’t matter what technology they use. All service interfaces, without exception, must
be designed from the ground up to be externalizable. That is to say, the team must plan
and design to be able to expose the interface to developers in the outside world. No
exceptions.
Anyone who doesn’t do this will be fired. Thank you; have a nice day!
“
Jeff Bezos
CEO, Amazon
35. “An architecture to move at the pace of change.”
Key pillar of innovation strategy
Future proofs existing assets
Makes AT&T network into a platform and
addressable by other innovators
Creates permeability
“[The API program] is an architectural choice one makes for speed.”
John Donovan, Sr. EVP, Technology and Network Ops, AT&T
36. “If you have infrastructure assets and are going to operate at a pace at
which the external market is moving, you have to take capabilities—
industry-specific or not—and make platforms from them.”
John Donovan, Sr. EVP, Technology and Network Ops
AT&T
“We’re pivoting toward architecting everything we do in an API-centric
way.”
Jacob Feinstein, Sr. Director, Core IT
AT&T
47. Eisenmann, Parker, Van Alstyne (2011),
“Platform Envelopment,” Strategic Management Journal.
Product
Features
Zune / iPod Zune / Sony PSP Zune / iPhone
48. Eisenmann, Parker, Van Alstyne (2011),
“Platform Envelopment,” Strategic Management Journal.
T A T A
Network
Users
Platform
Providers T A
High Overlap Low Overlap Asymmetric Overlap
49. Openness is a critical element of all platform businesses.
53. Most firms can only
concentrate on most
valuable apps
Profits increase when
others add to platform’s
“Long Tail”
Parker, Van Alstyne (2011),
“Innovation, Openness & Platform Control,” SSRN.com.
58. Empirical approach to digital transformation
Continuous Innovation
Enterprise Digital Platform
59. Further reading:
The End of Competitive Advantage (McGrath)
http://12factor.net (Wiggins)
Migrating to Cloud-Native Application Architectures (Stine)
Microservices (Fowler)
Platform Revolution (Parker, Van Alstyne Choudhary)
The Power of Pull (Hagel, Brown, Davison)