The great collision of open source, cloud technologies, with agile, creative delivery

The great collision of open source, cloud technologies, with agile, creative delivery

April 18, 2023

• First Woman in Science and Technology

• International entrepreneur of the year 2013

• Digital Innovation award 2013

Some of our clients

What we will be covering

• Scene setting

• Beyond the digital tipping point – how cloud, agile delivery and

open source is creating disruptive change

• The lasting impact of the communication revolution

1. Scene setting

Welcome to the revolution

The next phase of the digital communications revolution

A powerful global conversation has begun.

Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter—and getting smarter faster than most companies

The original browser

http://upload.wikimedia.org/wikipedia/en/3/32/WorldWideWeb_screenshot.gif

Internet and web a huge disruptive force for change

The change challenge

Needs to be recognised that digital is a strategic competency, rather than just

another tactical channel in the marketing mix


Ignoring this subtle difference is critical


The change isn’t going to slow down


How do we cope with this?

1. We have to recognise we can’t plan for change

2. Need to embrace change as a constant factor

3. Don’t plan for change in your organisation, plan for your organisation to change


Evolution of delivery methods to cope with change

Challenges facing today’s marketing managers

• Do more with less

• Budget

• Resources

• High expectations from both internal and external stake holders

• Pitfall of investing in commercial off the shelf software and not much budget left for customisation / development.

Delivery models have to improve

1. Endless specification processes

2. Document to the finest point of detail

3. Big go-live with meteoric impact?

UK Gov’s Digital Service (GDS) is leading the way, trail blazing radical new approaches

Radical change is not only necessary but also unavoidable.

2. User-centric thinking

We need to mean it

Our mouths are full of customers

But our practice is often full of ourselves

3. Embracing open source tools, cloud and agile business models

The fact that open source is free is great, but there is more to it than that

Understand the background to open source beyond “free”

Open source built on change


Changing software wasn’t always easy


No scope to play, just use as intended


Geographically limited


“”

Against all odds.... and conventional wisdom and economics


60% of all web services run on open source


Source: http://w3techs.com

Now there are huge communities changing & developing based on needs


So in a quickly changing world, community driven software can only be

good


Forrester

Forrester

Security concerns around open source

Understood the myths and reality surrounding open source security concerns.

One theme we heard over and over again as we spoke with interviewees is that the security concerns for open source solutions aren’t that different from those faced when implementing proprietary solutions.

Technology is THE enabler!Yet too often it seems like a set of constraints to be worked-around, an obstacle to be overcome, or set aside.

Open source fits in to the change challenge

It’s no sliver bullet to these challenges, but it can help

Where open source fits in to change challenge

There’s organisational agility and then there’s agile projects


Project agility – Change the way you run a project


3. Why are we hearing about agile now?

Amount of data

Change is an increasing challengeTechnology growth is now following an exponential growth curve, and it’s not slowing down!

14761832

18871920s 1960s

1990

2007

1997

2010

1992

1971/31986

1989

2000

1994

1995

2004

Agility is a survival mechanism

Competitive advantage is evolving

http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html

Cultural and technological change is disrupting business environments at increasingly faster rates.

Welcome to the ‘age of agility’

Age of Agility

Survival is increasingly dependent on the ability to strategically adapt and respond to changes in culture and the business environment.

3. Isn’t agile impossible for large organisations?

Benefits of a waterfall process• Robust and applicable to almost all types of design and build

projects

• Clear sign-off points for client

• Detailed timeline for each component/phase

• Client review and iteration periods

• Prototype phase allows client to see exactly what they are getting prior to build

• Detailed documentation

• Create happy clients

However...

• …what if you have to build a website in just one week?

UK Gov’s Digital Service (GDS) is leading the way, trail blazing radical new approaches

Radical change is not only necessary but also unavoidable.

Reading Room’s Agile Creative Technology

• Based on Agile Project Methodology

• iterative development

• evolve through collaboration

• Dedicated Reading Room/client team, co-located throughout the project duration

• constant decision-making

PHASE 1

Concept phase Nav Spec

Design

PHASE 2 PHASE 3

CMS

Functional Prototype &

Testing

PHASE 4

Reading Room ACT project process

Develop

HTML Design

Deploy to live

PHASE 5

Agile in action

Cabinet Office – Solutions Exchange Forum

Key objective was to create an online forum tool to allow :SMEs to engage with the government,

Give suppliers a quick, free of charge way to pitch innovative ideas to save money and improve public services.

Requirements gathering meeting: 16th JuneDeadline for site launch:

27th June

Agile Creative Technology Methodology

Phase 2 & 3 (Mon from 1030hrs - Thurs)

Truly iterative process of Dev creating pages while UX and Designer created the user journeys and design

Constant communication between all team members enabled continuous iterations throughout

1 -2 catch up session per day (no more than a couple of mins)

Phase 4 (Friday)

Bug fixing

Phase 1 (First 90 mins)Brainstorm session to establish the pages required for the forum

M/S/C/W

Use projects to discover, as well as to deliver something


“”

“At my previous companies building a website would be like unveiling the

new Taj Mahal, and then you had the next one two years later. Now you

start in a caravan and upgrade it bit by bit and keep things moving

forward, it’s a more iterative process.”

Ryanair CMO Kenny Jacobs

“”

So what’s holding us

back?

Long-range planning (Over long-term strategy)

Big technology commitments

Need a mocked up image, for a contract

“Big clunky inflexible contract, monolithic systems ltd”

Resistance to change

Need a mocked up image, for a contract

“Big clunky inflexible contract, monolithic systems ltd”

Always one step behind the customer

And for the future

“”

You ain’t seen nothin’ yet

IoT & M2M Opportunities

Signs

CCTV

Energy

Signals

HVAC

Information

Temperature

Location

Security Air quality

Lighting

Personal

Directions

Noise

Fire & Emergency

HumidityMaintenance

Vibration

Access Control

Gas monitoring

Telecomms Infrastructure

Waste

Mobile Comms

Advertising

Weight

IoT & M2M Opportunities

Travel profile

And lots and LOTS of data

Gamification

http://www.youtube.com/watch?v=yr-kKEylrJ8&feature=related

Moving from research to an experimental approach

Our understanding of the people formerly known as the audience needs become much more sophisticated.

Arduino and Raspberry Pi

Major companies like BT are taking these changes very seriously. Hiring analysts to understand how they need to adapt their services channels for hyper connected customers.

Change creates disruption and organisational agility becomes a necessity

Time to embrace a more ‘agile’ approach

5 Year Plan ‘Agile Iterative Strategy’

Proprietary technology

Open Source & Cloud Based Technology

Management Information

Structure & hierarchy

Flexible systems and processes

Experimental, data-led, decision making

What does an agile organisation look like?

Business Information / Big (or little) Data

OperationsFinanceMarketing

Agile Iterative Strategy

Real-time Insight

Decision m

aking

Communication & Collaboration

Rapid Product, Platform, & Service Delivery

Agile

Cul

tura

l Fra

mew

ork

Empow

ered People and TeamsModular Open Source Cloud Technology

Architects of digital change

2. Some definitions

Agile principles

• 1. Customer satisfaction by rapid delivery of useful software

2. Welcome changing requirements, even late in development

3. Working software is delivered frequently (weeks rather than months)

4. Working software is the principal measure of progress

5. Sustainable development, able to maintain a constant pace

6. Close, daily cooperation between business people and developers

7. Face-to-face conversation is the best form of communication (co-location)

8. Projects are built around motivated individuals, who should be trusted

9. Continuous attention to technical excellence and good design

10. Simplicity—the art of maximizing the amount of work not done—is essential

11. Self-organising teams

Customer satisfaction by rapid delivery of useful software

Working software is delivered frequently

12. Regular adaptation to changing circumstances

Working software is delivered frequently, and is the principle measure of progress

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Cloud

Cloud Computing

Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as autility (like the electricity grid) over a network (typically theInternet).

http://en.m.wikipedia.org/wiki/Computing

http://en.m.wikipedia.org/wiki/Service_(economics)

http://en.m.wikipedia.org/wiki/Product_(business)

http://en.m.wikipedia.org/wiki/Utility_computing

http://en.m.wikipedia.org/wiki/Electrical_grid

http://en.m.wikipedia.org/wiki/Computer_network

http://en.m.wikipedia.org/wiki/Internet

The cloud

Open Source