SCOTLAND’S MUST-ATTEND IT & DIGITAL EVENT
The expo is the largest annual enterprise technology event run in Scotland, and a must-attend for senior technologists, digital innovators and IT leaders.
SCOTLAND’S LARGEST VENDOR SHOWCASE
DIGITExpo hosts Scotland’s largest exhibition of technology and solution providers, spanning: Cyber Security, Networking, Infrastructure, Cloud, Data & Analytics, Managed IT Services, Telecoms, Connectivity and much more.
TOP SPEAKERS AND INDUSTRY INSIGHT
Keynote and seminar theatres will host leading thinkers and innovators from some of the best known companies in the world. 2018 speakers included: Google, Twitter, Mclaren, RSB, Hill & Knowlton, CYBG, IBM, EasyJet and AmTrust.
3. SITUATION NORMAL, EVERYTHING MUST CHANGE
“The programme will contextualise the
evolution and impact of technological
innovation, examining the way it is changing
the way we work, think, interact and engage.”
4. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Simon Wardley –
Geography teacher
Leading Edge Forum
5. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
6. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
What is
a map?
7. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
What is
a map? Plotting
evolution
on a map
8. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
What is
a map? Plotting
evolution
on a map
Aptitude and
attitudes
9. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
What is
a map? Plotting
evolution
on a map
Aptitude and
attitudes
Strategic
gameplay
10. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Why do we
need maps?
What is
a map? Plotting
evolution
on a map
Aptitude and
attitudes
Strategic
gameplay
11. WHY DO WE NEED MAPS?
Strengths
A well trained Spartan army
A high level of motivation not
to become a Persian slave
Most of the Persian army are
mercenaries and slaves
Opportunities
Get rid of the Persians
Get rid of the Spartans
Become a Legend
Weaknesses
The rest of the Greeks aren't
well trained
The Ephors might stop the
Spartans turning up
A truck load of Persians ARE
turning up
Threats
Persians get rid of us
The Oracle says a really
dodgy film might be
produced over 2,000 years
later
12.
13.
14. • Visual
• Context specific
• Anchor
• Position and
movement
• Components
WHAT IS A MAP?
15. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
USER NEED
Cup of tea
Cup
Hot Water
Tea
Person
Kettle
Water
Power
16. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
USER NEED
Cup of tea
Cup
Hot Water
Tea
Person
Kettle
Water
Power
• Visual
• Context specific
• Anchor
• Position and
movement
• Components
17. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Evolution
Cup of tea
Cup
Hot Water
Tea
Person
Kettle
Water
Power
USER NEED
18. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Evolution
Cup of tea
Cup
Hot Water
Tea
Person
Kettle
Water
Power
USER NEED
• Visual
• Context specific
• Anchor
• Position and
movement
• Components
19. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
LEO 1 IBM 360
Analytical
Engine
Charles Babbage
1837
J Lyons and Co
1951
IBM
1964
PLOTTING EVOLUTION ON A MAP
20. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Novel
architecture
practice
Scale UP
Servers
21. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Novel
architecture
practice
Scale UP
Servers
Best
architecture
practice
Scale UP
22. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Servers
Best
architecture
practice
Scale UP
23. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
LEO 1 IBM 360
Analytical
Engine
Charles Babbage
1837
J Lyons and Co
1951
IBM
1964
PLOTTING EVOLUTION ON A MAP
24. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
LEO 1 IBM 360
Analytical
Engine
Charles Babbage
1837
J Lyons and Co
1951
IBM
1964
Amazon
2006
AWS
25. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Servers
Best
architecture
practice
Scale UP
Novel
architecture
practice
Scale OUT
AWS
26. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Servers
Best
architecture
practice
Scale UP
Novel
architecture
practice
Scale OUT
AWS
Inertia
Evolution
27. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Servers
Best
architecture
practice
Scale UP
Novel
architecture
practice
Scale OUT
AWS
Inertia
Good
architecture
practice
DevOps
28. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Cloud
Good
architecture
practice
DevOps
35. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Cloud
Container
Services
Emerging
Architectural
Practice
Azure
Functions
36. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
• This is a map
• Co-evolution of practice
• Inertia to change
• Efficiency enables
innovation
Servers
Novel
architecture
practice
Scale OUT
Cloud
Inertia Container
Services
Azure
Functions
38. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
Pioneers Settlers Town Planners
Deals with ambiguity
Ignores customers
Experimentation
Novel/Rare
Agile
Builds on common
components
Spots trends
Listens to customers
Feedback
Features
Lean
Uses ecosystems
Scientific modeling
Build what’s needed
Analytics
Cost of doing business
Waterfall
Six Sigma
Innovate everywhere
Apply the right methods,
don’t ‘agile everything’
Align personalities
to type of work
Two pizza style
product teams
APTITUDE AND ATTITUDE
39. Genesis Custom Built Product Utility
ValueChain
Evolution
InvisibleVisible
ONE SIZE DOES NOT FIT ALL
Deals with:-
• Common
• Well defined
• High volume
• Standard and stable
Happy with:-
• Operational efficiency
• Metric driven
• Builds what is needed
• Analytics
Uses
• Six Sigma
Deals with:-
• Growing
• Increasing education
• Feature Differentiation
Happy with:-
• Constant improvements
• Listens to customers
• Feedback
• Trend spotting
Uses
• Lean
• Ecosystems
Deals with:-
• Rare
• Poorly understood
• Constantly changing
Happy with:-
• Failure
• Gut feel
• Experimentation
• Uncertainty
Uses
• Agile
• Common components
Pioneers Settlers Town Planners
40. STRATEGIC GAMEPLAY
Open Approaches
Encouraging competition through
open source, open data, open APIs,
open processes by removing barriers
to adoption and encouraging a focus
for competition
Patents & IPR
Preventing competitors from
developing a space including ring
fencing a competitor.
41. • Maps give us high levels of situational
awareness of the competitive landscape.
• Maps have characteristics
• A Wardley map allows us to map evolution and it’s impact as
technology evolves
• Different aptitudes and attitudes at different stages of
evolutions
• High levels of situational awareness allow you to perform
strategic gameplay.
IN SUMMARY
51. AI for Good - MNDA
51
• Verbal Spontaneity
• Quips
52. 52
MND
Motor neurone disease (MND) is a fatal, rapidly
progressing neurological condition affecting 5,000
adults in the UK at any one time.
The disease causes messages from nerves (motor
neurones) that control movement to gradually stop
reaching the muscles.
The result is that people become locked in to a failing
body, unable to move, talk and eventually breathe.
93. Jane Pitt – Senior Business Program
Manager, Microsoft
From ‘Know it All’ to ‘Learn it
All’ - Developing a Culture of
Continual Learning
94. In times of change, learners inherit
the earth, while the learned find
themselves beautifully equipped to
deal with a world that no longer
exists.
Eric Hoffer
95. The Technology Revolution Demands New Skills
A cloud-based and continuously connected world:
• Demands that puts a focus on growing your internal skills and capabilities
• Creates new requirements for your organization
• Positions IT Professionals as a change agent
$160B
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
62%
Tech skills gap expected to
cost economy $160B per year
by 2020
27% of total roles will be new
by 2022 in comparison to 16%
in 2018
62% of executives believe they
need to retrain or replace more
than a quarter of their
workforce by 2023
74% of employees ready to
completely retrain in order to
remain employable in the
future
74%
27%16%
20222018
103. The only thing harder than
transformation is… failing to transform
$100 trillion
opportunity
- World Economic Forum
Opportunity
52%
….the majority of
companies will not
exist in a meaningful
way 10 to 15 years
from now.
Threat
106. Anything is possible for a
company when its culture is about
listening, learning and harnessing
individual passions and talents to
the company’s mission
I plan to use every opportunity to
encourage our team to live this
culture of dynamic learning”
“
Be passionate. Be bold.
Always keep learning.”
-Satya Nadella, Hit Refresh
110. Technology People and Culture Leadership
The Modern Intelligent Workplace
Customer/Business
Value
111. A convergence of
disruptive technologies
is leading to the ‘end of
business as usual’
Why Now?
Connectivity (5G) + Mobile + Social Media + The Cloud &
Edge + Big Data + Predictive Analytics + Algorithms +
Internet of Things+ Industry 4.0 + Digital Twins + Digital
Workplaces + Artificial Intelligence + Robots +
Automation + Cognitive Computing + 3D Printing
(Additive Manufacturing) + Wearables + Augmented &
Virtual Reality + Autonomous Vehicles + Drones + The
Blockchain + Generation C = The End of Business as
Usual
No industry, no organisation, no individual is
immune from the threat of being disrupted
115. The State of Modern Intelligent Workplaces 2019:
A Research Summary
2018/2019 PUBLIC
SECTOR REPORT
EXECUTIVE
WORKSHOPS
RESEARCH
STUDIES
116. In
summary….
• Foundations are being established but are we
MODERN and INTELLIGENT yet?
• We need to move from the WHY to the HOW of
transformation
• Digital has become politically correct. We need to
cut the spin, stop rewarding mediocrity and focus
on the reality
• Becoming a Modern Intelligent Workplace is not a
destination, it is a journey – there are many
mountains blocking our route. Many barriers to be
overcome
• Success requires the integration of technology,
people, organisation, culture and leadership
• Most MIW initiatives will fail because of an over-
emphasis on technology at the expense of people
• We all face the threat of Digital Darwinism with
the pace of change exceeding our organisation’s
ability to adapt
• Leadership and digital dexterity is critical…….
119. Only limited
progress is being
made
Most organisations remain at an early experimental
stage on their MIW journey. Few have yet fully
embedded digital technology at the core of
everything they do.
For the public sector, progress in transforming
service delivery has been slow with 81 per cent of
respondents stating that ‘little or only limited’
progress has been made.
120. External
Digital
Few organisations are leveraging the full potential
of digital for delivering exceptional customer
experiences at Key Moments of Truth in the
customer journey.
For the public sector, only 15 per cent of
respondents stated that they were making good
progress in this area.
125. Boards
remain
unprepared
for the
digital era
Board evolution for the digital era has been slow
80 per cent of company directors state that they
are not satisfied their boards have sufficient digital
proficiency
Less than 20 per cent of Fortune 500 companies
feel fully equipped to deal with the technological
challenge
Boards require 'transformational digital talent'
Everyone knows there is a problem but no one is
doing anything about it
126. Leaders of
change for the
digital era
urgently
required
There is an emerging leadership
crisis.
129. Overcoming the Barriers
• Know your starting point - digital landscape
analysis & MIW maturity audit
• Agreeing the MIW vision, strategy, objectives, KPIs,
targets
• Being customer focused, including internal
customers
• Agree the MIW roadmap – prioritising key digital
actions, initiatives and technologies fully aligned
with agreed business goals and objectives
• Overcoming the non-technology barriers to
change; your organisation’s DNA; non-technology
implementation and adoption plan
130. Overcoming the Barriers
• Communicating the vision, winning the right to
engage, overcoming staff resistance to change -
what’s in it for us?
• Winning senior executive support and resource
allocation; transformation leadership
• Agile implementation with heavy reliance on
teams
• Maintain the momentum
• Performance monitoring, iterate and scale
131. Agile to the Core
Agile sits at the centre of an
organisation’s transformation journey –
an input and an output
As a set of management principles
applied to software development, the
adoption of an agile approach is critical
to ensuring that digital transformation
programmes are delivered on time,
within budget; that the transformation
journey stays on track
Agile is also an output of digital
supported transformation with the
ultimate objective being to leverage
the full potential of emerging
technologies for reimagining the ‘way
we do things around here’ – building
flexible, fast-moving, responsive,
efficient, agile workplaces fit-for-
purpose in a digital ere
Breaking free from the limitations
imposed by legacy technology and
legacy management thinking
136. Consumers transact with
Deliveroo using their
payment method of
choice. 9M transactions
per month.
Payments at Deliveroo
We run our fraud
detection models on the
transaction and route to
3DS (or our PSP).
Stripe/alternatives
process the transaction
through card schemes
and the consumer’s
issuing bank.
Stripe settles the money
into our bank account.
Deliveroo pays money
out to riders and
restaurants.We track the movement
of money at all stages.
179. Companies with strong design
practices increase their
revenues and shareholder
returns at nearly twice the rate
of their industry counterparts.
180. In fact, companies with high design
maturity see cost savings, revenue
gains,
and brand and market position
improvements as a result of their
design efforts.
181. The top 2% of employees make
exponentially greater contributions
to the business.
199. Oracle Cloud Infrastructure Benefits: Best of Both
Worlds
Oracle Cloud Infrastructure Benefits
Consistently Fast
Predictable, fast
performance for serious
workloads, up to 10Xfaster
than competitors, backedby
performance SLAs
Most Versatile
Theonly cloud designed for
all workloads, from
Enterprise ITto cloud-
native, reducingoperational
overhead
Comprehensi
ve Control
Manage appswith thetools
you know without
retraining, while increasing
agility
Optimized forOracle PredictableSavings
Only cloud with Oracle RACandExadata Simple&flexible pricing for all services,
performance and reliability. Automated providing savingsof up to 50%overother
migration tools for OracleApplications. providers
Public Cloud Benefits
• Adding capacity takes minutes
• Only pay for what youuse
• Minimize data center costs
On-premises Benefits
• Rawiron performance
• Dedicated hardware
• Governance and control
202. Oracle Cloud Infrastructure Overview
High performance compute, storage, database, edge on the same flexible virtual network
ORACLE
REGION
SERVICES
CONNECTIVITY
STORAGECOMPUTE DATABASE NETWORKING
VIRTUALNETWORK
PHYSICAL NETWORK
DATACENTERS/
AVAILABILITYDOMAINS
GOVERNANCE
(IAM /APIs)
Department A Department B Department C
ORACLE
REGIONn
YOUR
DATACENTER
INTERNET
AD-1
EDGE
AD-2 AD-3
2
0
203. Oracle Cloud Infrastructure
2
0
Technology Benefit
Availability domains
Enablesenterprise-level high availability with highspeed
interconnects
Flat, non-blocking network Enablespredictable low latency; eliminates “noisy neighbors”
Off-box IOvirtualization &
automated hardware wiping
Enablessecure deployments of bare metal servers without Oracle
management software overhead
Bare Metal On-Premise, raw iron, performance in the publiccloud
218. HPC
Processor Memory Network VMs
36 core
Intel 6154
3.0 GHzBase
3.7 GHzturbo
384 GBRAM
10.6 GBRAM/Core
2666 MHz, DDR4
ClusterNetworking
<2µs latency
ROCEv2 RDMA
1x100GBps NIC
1x25GBps NIC
December 2019
Security hardened
hypervisor
Flexible sizing
DenseIO option
BM.HPC2.36
Highest CPU
performance in
the cloud
Local Attached Storage Remote Attached Storage
NVMe SSDs
6.4 TB,1 disk
Millions of IOPS
Up to 1PBof Block
NVMe BlockVolumes
32 TB/ volume
219. GPU
Processor Memory Bare Metal Next Gen
52 CPUcores
8 GPUs
NVLINK
768 GBRAM
96 GBRAM/GPU
2666 MHz,DDR4
Instance isolation
Highest IOPS
High throughput
Low latency
New processors
More cores
More memory
Local storage
BM.GPU3.8
Highest GPU
performance in
the cloud
Remote Attached Storage
Up to 1PBof Block
NVMe Block Volumes
32 TB/ volume
224. Gen2 Oracle Cloud Security Hardware: Secure Isolation Zones
• Dedicated Servers inside tenant’s isolation zone run tenant’s VMs and DBs
- Dedicated Servers protects fromsecurity exploits at the VM, OS,and other softwarelevels
• Perimeter Control Computers filter all incoming network packets
- Perimeter Control Computers not visible on the network
- Immune from software andzero-day exploits
Tenant X IsolationZone
Oracle PublicCloud
Tenant Y IsolationZone
Perimeter
Control
Computer
DedicatedServers DedicatedServers
32
Perimeter
Control
Computer