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© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Addressing the Skills GapMadrid, 25 September 2018
Iñigo Soto – AWS, Head of Professional Services, France & Iberia
David Hernantes Rodríguez – BBVA, Senior Lean / Agile Program Manager and Intrapreneur
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Moving to the cloud requires organizational change that extends beyond technology.
Moving to the cloud
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Why is People and Org Transformation so important?
70% of cloud adoption challenges are non-technical.
• Operating and delivery model
• Organizational structure
• Corporate culture, leadership and values
• Roles, skills, career paths
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
The journey to a modern, cloud-enabled enterprise is mostly about transforming the people, their culture and how they operate.
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Ap
plic
atio
n D
ev
elo
pm
en
t
Ap
plic
atio
n Q
A &
Te
sting
Ap
plic
atio
n R
un
time
Mid
dle
wa
re &
Inte
gra
tion
Da
tab
ase
Ne
two
rk
Sto
rag
e
Co
mp
ute
Modern operating models are outcome-based
Modern Enterprises
outcome-based teams
Product Team : DevOps / Full-stack Engineering
Traditional Enterprisesactivity-based teams
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Faster and more effective, but with new burdens
Traditional ITactivity-based teams
Full-Stack Engineeringoutcome-based teams
With Traditional IT challenged to meet this demands, Businesses and their Development teams have
started consuming directly from the cloud, creating additional burden for their teams along the way.
Ap
plic
atio
n D
ev
elo
pm
en
t
Ap
plic
atio
n Q
A &
Te
sting
Ap
plic
atio
n R
un
time
Mid
dle
wa
re &
Inte
gra
tion
Da
tab
ase
Ne
two
rk
Sto
rag
e
Co
mp
ute
Ap
plic
atio
n D
ev
elo
pm
en
t
Ap
plic
atio
n Q
A &
Te
sting
Ap
plic
atio
n R
un
time
Mid
dle
wa
re &
Inte
gra
tion
Da
tab
ase
Ne
two
rk
Sto
rag
e
Co
mp
ute
Full-Stack Engineering Team
Infrastructure
Operations
Security
Finance
Handoffs
Wait Time
Competing
Priorities
Resource
Constraints
Challenges New Burdens
With Traditional IT challenged to meet this demands, Businesses and their Development teams have
started consuming directly from the cloud, creating additional burden for their teams along the way.
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Cloud Center of Excellence : transitioning to DevOps
Pla
tfo
rm,
Go
ve
rna
nce
, &
Pe
op
le PeopleGovernance
7
Ap
pli
ca
tio
ns Software Development Teams
Cloud Platform Engineering
Platform Operations Security
Dif
fere
nti
ate
Op
tim
ize
an
d S
ca
le
Architecture
Management
Common
Infrastructure
Build, Test, &
Deploy
Operate
& Manage
Define
& Enforce
Detect
& Respond
Product
Management
Program
Management
Customer
On-Boarding
Financial
Management
Codified
Assets
Cloud Business Office
Cloud Leadership Team
CloudOps SecOps
Platform Engineering
Engineers and codifies enterprise
standards as self-service capabilities
that enable development teams to
meet governance requirements while
accelerating adoption
Cloud Business Office
Aligns Customer (Business &
Development) and Stakeholder
(Finance, HR, Infra, Operations, and
Security) desired outcomes to overall
cloud adoption strategy and the
capabilities provided by the CCOE.
Software Development Teams
The “Customer Partner” of the Cloud Center
of Excellence. Consumes its capabilities while
shaping and prioritizing the roadmap and
user experience by providing continuous
feedback.Traditional CloudOps DevOps
Org Change
ManagementTraining &
Applied Learning
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
OperationsEngineering
Pla
tfo
rmA
pp
lic
ati
on
s
Dev Team /
COTS
Cloud Platform
Engineering
ITSM
Cultural Change : evolution of development & ops
Sustain
“Traditional Ops”
Grow
“DevOps”
Optimize
“CloudOps”
OperationsEngineering
Pla
tfo
rmA
pp
lic
ati
on
s
DevOps
Teams
ITSM
Cloud Platform Engineering
OperationsEngineering
Pla
tfo
rmA
pp
lic
ati
on
s
DevOpsDev Team /
COTS
Cloud
Platform
Engineering
Cloud
Operations
App
Ops
Platform
Ops
ITSM
Transitional Strategic Strategic
Retire
SaaS
Rearchitect
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Roles, Skills and Career Evolution
Product
Management
Product
Design
Product
Eng. & Test
Product
Operations
Viability
Desirability
Feasibility
Operability
IT | Product Owners
Singularly accountable for
platform vision and its
viability from a business
perspective
Workforce preparedness,
communications, training,
resource and career
management plans
IT | Engineering Manager
Career Development
Accountable for team management,
team-member development, and
overall HR responsibilities
IT | Engineers
Feasibility & Operability
Accountable for product technical
feasibility and delivery across
platform, operations, and security;
engineering, testing and operations
Viability
Fin | Financial Analysts HR | OCM Specialists
IT | Scrum Master
Productivity
Facilitates Agile process and ensures
forward progress towards business
outcomes by the product team
Financial budgeting,
tracking and reporting;
show-back/charge-backs
and cost optimization
Translates business
objectives and governance
requirements to platform
architecture
IT | Cloud Architects
Desirability
© 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
It’s about skills, but also about a new operating model, organization and culture. Create your Cloud Center of Excellence today and kick-start (or continue) your journey to a Cloud-based, outcome-aligned future !
Título presentación / 11
T&C Engineering
Octubre 2018
Ninja / Tech U!
T&C Engineering0 Visión Ninja / Tech U!
Transform
BBVA
Technology
New Tech
Stack
Transform
people
Rebuild
banking
apps
Impulsar la adopción
de una cultura de
autodesarrollo que
permita a los empleados
estar continuamente
alineado a las últimas
tendencias
tecnológicas
Potenciar y visibilizar el
talento global a través de
sistemas meritocráticos,
aceptando la diversidad y
respetando las distintas
formas de pensar
El ecosistema Ninja / Tech U! tienen como objetivo transformar a los empleados a través de 5 palancas:
3. 4.
13
La transformación de las personas es un desafío que requiere gran
esfuerzo y dedicación para conseguir resultados reales y tangibles
Evolucionar los métodos
de aprendizaje a las
necesidades reales de
formación de los
empleados en un entorno
digital (gamificación,
learning by doing, etc.)
5.
Proporcionar
conocimiento sobre la
plataforma y
tecnologías BBVA que
permita a los empleados
avanzar en su desarrollo
profesional
1.
Potenciar la liquidez de
los empleados para
ayudar a construir la
siguiente etapa evolutiva
de la organización agile
2.
Estas palancas se han declinado en Ninja/Tech U!
formando parte de su ADN
● Se generan top-down learning paths y
bootcamps de formación alineados a las
necesidades y evolución de las
plataformas y tecnologías BBVA
● Proporciona a los empleados la
oportunidad de capacitarse en las
tecnologías propietarias del banco y
respaldar sus planes de carrera.
14
● El empleado tiene el control y capacidad de
decisión sobre su desarrollo profesional,
sólo depende de si mismo.
● El empleado es capaz de demostrar y
visibilizar sus méritos y logros a la
comunidad global proporcionándole estatus,
privilegios y respaldo en sus planes de
carrera.
Reskilling Self-development
T&C Engineering0 Tech U!
16
Apx Cells DataSolutions
Architect
Para empleados bien preparados
tecnológicamente que deseen especializar sus
conocimientos en una disciplina en particular
Para empleados con una buena preparación
tecnológica a nivel general que deseen
profundizar sobre el desarrollo en las
tecnologías del banco.
Para empleados con poco conocimiento en nuevas
tecnologías que necesiten ese primer paso para
acceder a conocimientos más avanzados
Para empleados Next Gen que deseen
actualizar sus conocimientos en una disciplina
en particular.
Target
Básico
Intermedi
o
Avanzado
Experto
Express ...
Apx Cells DataSolutions
ArchitectExpress ...
ProgramasNivel
TechU! es una herramienta muy poderosa para adquirir
conocimiento de la nueva plataforma y tecnologías BBVA
Specialized Bootcamps
Partitioner Bootcamp
Startup Bootcamp
On the job training
Es necesario superar pruebas de nivel para acceder al
bootcampEngineering employees
T&C Engineering0 Ninja
La iniciativa Ninja potencia el autodesarrollo a
través de sistemas meritocráticos globalesLos ninjas eligen sus propias actividades:
● Talks
● Workshops
● MooCs
● Certifications
● Code Katas
● Hackathons
● Tech U! Bootcamps
● Process Academy
● Open Source (ether, salesforce, ...)
● Missions (Open Talent, AWS Game, …)
● Publicaciones (en proceso.)
● Cursos Presenciales (en proceso)
Participan
en
actividades
Consiguen
méritos
Avanzan
hacia la
maestría
Dimensiones / competencias ninja
Experiencia
Aprendizaje
Comunicación
Trabajo en equipo
Comunidad
Sistema de cinturones
Ninja
(customer)
Centric
Está únicamente centrada en dominios de
conocimiento de carácter digital y/o tecnológico
Software
Development
Security
Infrastructure
Data
Products &
Services
Development
Design &
Marketing
Digital
Processes
Banking &
Fintech
Technical
Knowledge
Processes
Knowledge
Clients/User
Knowledge
… acorde a los dominios de conocimiento aceptadosLos ninjas eligen sus propias actividades:
● Talks
● Workshops
● MooCs
● Certifications
● Code Katas
● Hackathons
● Tech U! Bootcamps
● Process Academy
● Open Source (ether, salesforce, ...)
● Missions (Open Talent, AWS Game, …)
● Publicaciones (en proceso.)
● Cursos Presenciales (en proceso)
AWS participa en la iniciativa aportando conocimiento y
actividades de alta calidad (AWS Game day)
Comparte filosofía y valores con la transformación Agile
de la organización key Talent & Culture levers…
1.
Staffing…2.
Performance evaluation…
3.
4.
People Leader…
Communities of Practice5.
Role model……to ensure employees understand their new
responsibilities within the new Agile Org.
…to help assign people in the pools to strategic
initiatives
…to measure the contribution to the initiatives,
to the team, and to the discipline
…to support the professional growth for people
in the pools
…to connect people with common areas of
expertise, share and provide knowledge, and
align methodologies
Ap
pli
es t
o S
olu
tio
ns D
evelo
pm
en
t
on
ly
Ninja Impact
● Proporciona información de calidad sobre el conocimiento y
aptitudes de los empleados
● Potencia la liquidez ya que permite a los empleados
autodesarrollarse en tantos dominios de conocimiento como
deseen
● Visibiliza el talento de los empleados ayudando a ajustar roles
por méritos y comportamiento demostrado
● Identifica el nivel, velocidad y dominios de desarrollo de los
empleados a lo largo del tiempo
● Permite conocer los intereses y preferencias en los métodos de
aprendizaje de los empleados
● Reconoce, registra, premia, potencia y organiza las
contribuciones que realizan los empleados a la comunidad
● Es una herramienta de difusión masiva del conocimiento de
las CoPS
● Transparenta el conocimiento instalado a nivel global de una
CoP, dominio de conocimiento o área de interés concreta.
Identifica nuevas tendencias
Horas
capturadas1
499.252
4
252.359
10.857
Número de
ninjas
La inscripción en la iniciativa es voluntaria
45%
300.000
50.000
Ninjas que han realizado alguna actividad en los
2 últimos meses; media anual.
75%
51%
65%
Target
(35%)
6.535
4.805
267
653
5480
5
267
Actividade
s2
Talks
………………..Workshops
….….MooCs
…………...CertificationsCodeKatasMissionsOpenSourceHackathons
Costes
ninja/año3
Formación gratuita
91% horas
#events #ninjas
#
Ninjas
Tiene un comportamiento de startup interna (Data-Driven
Decision)
8 394
961 378
3 158
4039 1965
105 1546
2176 13329
284 4561
619 39400
Activación
ninja5
Evolución
costes6
Coste por
Ninja
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