One portfolio to secure and accelerate digital transformation€¦ · Manage Small Pivots ... to build product enhancements Agile Execution Agile Execution Agile: 4. Each Release

1 Broadcom Proprietary and Confidential. Copyright © 2019 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.|Broadcom Proprietary and Confidential. Copyright © 2019 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.

Sanjay Tailor, Vice President, Financial Services

CA Broadcom

One portfolio to secure and accelerate digital transformation

2 Broadcom Proprietary and Confidential. Copyright © 2019 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.|

Innovation in Financial Services

CaixaBank Banco Original M&T Bank MasterCard Walt Disney Company

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0ahUKEwiQ957ttb7WAhWD0xQKHduXDqwQjRwIBw&url=https://www.crunchbase.com/organization/ubs-wealth-management-ag&psig=AFQjCNHdOLZn07wmR33LPO6ASsURN5_T3g&ust=1506363002550594


Open Banking

Finalizing FDX Membership

Technology Review CommitteeFDX API | Security | UX & Consent

Thought Leadership

Primary ResearchSecurity, Integration & IoT for Banking

Technology Pilots

Platform Demos & PoCs since 2016PSD2 | Banking APIs | Omnichannel Auth

Platforms & Ecosystems

Rated #1 By Gartner

for Open Banking April 2018


… where are you in your Digital Transformation Journey?

Digitally Advanced firms are four times more likely than Digital Beginners to grow at 10% or more this year.

Source: Forrester Analytics Global Business Technographics® Business And Technology Services Survey, 2018

Beginner Intermediate Advanced

47% 39% 14%

Transform Experiences Transform Business Transform Markets


Why Digital Transformations Fail

• Enterprises are expected to invest $1.3 trillion (USD)

• 70% of these initiatives will not reach their stated goals

• $900 billion worth of spend that will miss the mark

Teamwork is forgotten in business transformations

There is no system of record for work.

http://news.morningstar.com/all/business-wire/BWIPREM20171215005055/idc-forecasts-worldwide-spending-on-digital-transformation-technologies-in-2018-to-reach-13-trillion-in-2018.aspx

https://www.mckinsey.com/industries/retail/our-insights/the-how-of-transformation


Value Stream Management

$ Digital Business OutcomesAttract and retain customers, grow

revenues, reduce costs, reduce risks

We believe | Our Enterprise Customers can Achieve Digital @ Scale

and Drive Differentiating Business Outcomes


“There’s a Ton of Fintech company's out there identifying white spaces for new revenue opportunities.”

“We want to be on the cusp of that”

Value Stream ManagementInnovation & Agility at ScaleTransform Customer Experience Secure, Connect & Integrate


Increase Collaboration: Integrated Capabilities for User Experience, Journey, Behavior, Performance, and Code Quality

App Flows, Funnel, Session

Playback, & Heat MapsDevice, Location & User

Retention

Mobile and Web Session Performance &

Crash AnalyticsUser Journey & Funnel

Analytics

Business

Analytics

Operations

Analytics

Developer

Analytics


Top 5 Bank: 15M> Mobile ClientsRecent call with Head of Mobile Products

Looking for an integrated

solution: Crash reporting,

error reporting, performance

testing

“Long line of

communication of data

exchange”

We do not have a fully

integrated A/B Testing

Testing within DEV is experiencing

challenges -Apps are so complex – App

is getting bigger

8 Release/Year - Reduce the

size of releases and the

increase frequency and

maintain Quality

We have different

groups with many

tools to leverage


Connecting Work to Investments

I NEED DATA TO STEER

THE BUSINESS, BUT CAN

NOT ACCESS IT

• Investment decisions, performance

and progress.

• What are we investing in?

• Where should we place our bets?

• Are we getting the intended outcomes

• Did our bets pay off?

• What are we getting?

• Are we going to get those in the time

we need them?

CTOCIO

Line of

Business

Exec

BUSINESSInvestment Planning

EXECUTIONTraditional to Agile

I HAVE THE DATA, BUT

CAN’T EASILY ROLL IT UP

FOR LEADERSHIP

IT

Traditional

Project

Teams

Agile

Teams

• Understanding of right plans and

work impact

• What is the plan?

• What is the outcome?

• Do we know the dependencies?

• How do I tell people about my work?

• Do we do the right thing

• What’s coming next?


Uncertainty and Change

I NEED VISBILITY INTO

FUNDING, RESOURCE

PLANNING ACROSS

PLATFORMS AND PROGRAMS

CTOCIO

Line of

Business

Exec

EXECUTIONTraditional to Agile

BUSINESSInvestment Planning

IT

Traditional

Project

Teams

Agile

Teams

PMO

• What are we funding?

• Who is doing the work?

• When do we get value?

It’s complicated since the

way we work has evolved

41% Waterfall

41% Agile

13% Iterative

3% Lean IT

2% Other

Gartner 2017 –development methodologies


Enable Business Agility

Business stakeholders can respond to change quickly with real time end-to-end transparency

Capturing Innovative

Ideas

Prioritize & Plan

Adaptive: Agile or

Traditional

Management Insights

BUSINESS LENS: Manage Big Pivots

• Manage strategy & competitive threats

• Clear line of sight into current funding

• Optimize headcount to deliver results

EXECUTION: Manage Small Pivots

• Optimize delivery & execution

• Respond to technology opportunities

• Autonomy to do what is right

EXECUTION LENS

BUSINESS LENS


Bridging the Gap between Strategy and Execution

Track

Product

1. Product: The thing the business sees value in.

A focal point that drives benefit to the corporation

For each product, I can see:

• The commercial benefit (revenue)

• My investment in headcount to drive this revenue

• My total cost – including application and support costs.

• By pulling all of this together, I finally have visibility into whether

the investment is worth the return. Application1

Application 2…10

2. Application: thousands applications will support 1 product

Applications have support costs as well as enhancement projects to keep them healthy.

Application Support Costs

(Service Mgt)

Maintenance

Projects

Funded

Release Train 1

Funded

Release Train 2

Funded

Release Train 3

3. Funded Agile Teams:

They want to fund “projects” for their agile teams each quarter to build product enhancements

Agile

Execution

Agile

Execution

Agile:

4. Each Release Train manages their feature development in Rally. Each PI managed in Rally relates to a project in PPM for the funding of the Release Train.

5. Costs:

The costs of the Agile Development AND the application support equals the spend on the Product each period.

Clarity

Rally

SNOW

The Product is the outcome of all of these components. The total cost of the Product should match to the total revenue (benefits) of the product to enable investment decisions for optimizing innovation


“ARD enabled us to change how we

interact, to think about things differently, in

much shorter cycles because the customers

appetite for change is growing exponentially

and they’re going to constantly want best-in-

class experiences and best-in-class

services and if we don’t have the ability to

run at speed, we’re going to get left behind.” Yolanda Piazza,

CEO of Citi FinTech

“Reduced Citi Gold release from 3 to 5 years to only 8 months”



QA Is THE Bottleneck In Devops Shops

15

http://www.computing.co.uk/digital_

assets/634fe325-aa28-41d5-8676-

855b06567fe2/CTG-DevOps-

Review-2017.pdf

Where are the main hold-ups

in the software production

process?

32%

16%22%

63%

21% 23%30%

Plan code Pre-test Build Test/QA Release Deploy Review/Improve

Today’s Testing Center

Of Excellence Is A

Bottleneck To Speed(Not built for Agile approach)

Traditional Testing

Tools Are Too

Complex & Expensive

agree

63%70%

Of Testing

Today Is Still

Manual*

*Bloor Research

“

http://www.computing.co.uk/digital_assets/634fe325-aa28-41d5-8676-855b06567fe2/CTG-DevOps-Review-2017.pdf


Service Management

APIs

Customer

ProductionApplications

Security

Test Data/ Synthetic Data

Test CaseCreation

Functional & Performance

Testing

Virtual Service

DEVELOPMENT

Code BuildPortfolio & Project

Prioritization

Build Business

Case

Requirements Definition & Management

PLANNING

Monitoring

TESTING

Traditional SDLC Process

OPERATIONS

Testing as a time-boxed event, in a linear process.

Ideas


The Goal: Testing Embedded Throughout SDLC

TESTING

Test CaseCreation

Test Data/ Synthetic Data

Functional & Performance

Testing

Virtual ServiceMonitoring

Continuous Feedback & Collaboration

Service Management

APIs

Customer

ProductionApplications

Security

DEVELOPMENT

Code BuildPortfolio & Project

Prioritization

Build Business

Case

Requirements Definition & Management

PLANNING

OPERATIONS

Ideas

Continuous Testing is the embedding of testing as a fundamental and ongoing aspect of every activity though the software delivery cycle


“We’re delivering new digital services faster and more

securely with CA API Gateway.

This will help us to further grow our

customer base and support M&T Bank’s

continued success,”

David Januchowski.


Copyright © 2018 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.

Frictionless Risk Based SCA: 3-Way Trust Enables Greater Security without compromising CX

How it Works

• Identifies user, app, and device

• Learns and tracks relationship between the

three entities

• 3-way trust relationship is registered &

authenticated to gateway

• Elevates authentication or prevents access

when pattern deviates from norm

OAUTH 2 | OpenID | PKI

runs on


Typically our customers find value aligned to one of the following four themes:

Outcomes & KPIs you can expect to improve


Improve Developer Confidence

• Mean time to feedback

Increase Innovation Throughput

• Cycle time, # of deploy ready

builds, response time

Balance Speed with Risk

• Release Risk Score

Outcomes & KPIs

Reduce Customer Outages

• Uptime, Response time to failure,

Business impact Score

Increase Customer

Acquisition/Retention

• NPS, CSAT, Churn Rate,

Abandonment Rate, Revenue Impact,

LTV, Engagement Rate, Trust Level

Who Will Benefit – Key Department Leaders

• Head of IT operations

• Line-of-Business leaders

• Innovation Leaders

• Director of App Dev

• PMO Office

• Line-of-business leaders

• Security & compliance

• Line-of-business leaders

Optimize Investment

• Innovate to Sustain Investment Ratio

• Strategic to non strategic cost ratio

Eliminate Waste

• Intent to outcome gap

• Over production

• Cycle times: Lead, handover, process

Reduce Security Threats

• # of security incidents

• Compliance and risk score

• Env. Fidelity score

Protect Customer Data

• Access pattern level

• NPS, Trust Level, Engagement

Rate

CxOs - CIO, CTO, CDO, CFO


Broadcom at a Glance

One of the industry’s broadest IP portfolios with

>22,000 patents

21 Category-LeadingSemiconductor & Infrastructure

Software Divisions

FY18 netrevenue of

$20.9B*

$3.8B investment in R&D in FY18

* FY18 Non-GAAP revenue of Broadcom.


Innovation Lab - Extending Collaboration

23 Broadcom Proprietary and Confidential. Copyright © 2019 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.|Broadcom Proprietary and Confidential. Copyright © 2019 Broadcom. All Rights Reserved. The term “Broadcom” refers to Broadcom Inc. and/or its subsidiaries.

CA Broadcom

Thank you

Documents

One portfolio to secure and accelerate digital transformation€¦ · Manage Small Pivots ... to build product enhancements Agile Execution Agile Execution Agile: 4. Each Release