The document discusses how open source, cloud technologies, and agile delivery methods are creating disruptive changes. It notes that these changes are occurring faster than most companies can adapt to. Secondly, it emphasizes that organizations need to embrace constant change and plan for how their organization will change, rather than plan for specific changes. Finally, it argues that agile methodologies are necessary for organizations to maintain a sustainable pace of development in today's quickly changing environment.

1. The great collision of open source, cloud
technologies, with agile, creative delivery
11 July 2014

2. • First Woman in Science and
Technology
• International entrepreneur of the
year 2013
• Digital Innovation award 2013

5. Some of our clients

6. 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

7. 1. Scene setting

8. Welcome to the revolution

9. The next phase of the digital
communications revolution

10. 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

11. Internet and web a huge disruptive force
for change
The change challenge

12. Needs to be recognised that digital is a
strategic competency, rather than just
another tactical channel in the marketing
mix
The change challenge

13. Ignoring this subtle difference is critical
The change challenge

14. The change isn’t going to slow down
The change challenge

15. 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
The change challenge

16. Evolution of delivery methods
to cope with change

17. 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.

18. Delivery models have to improve
1. Endless specification processes
2. Document to the finest point of detail
3. Big go-live with meteoric impact?

19. UK Gov’s Digital Service (GDS) is leading the
way, trail blazing radical new approaches
Radical change is not only necessary but
also unavoidable.

20. 2. User-centric thinking

21. We need to mean it
Our mouths are full of customers
But our practice is often full of ourselves

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

23. 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”

24. Open source built on change
Understand the background to open source beyond “free”

25. Changing software wasn’t always easy
Understand the background to open source beyond “free”

26. No scope to play, just use as intended
Understand the background to open source beyond “free”

27. Geographically limited
Understand the background to open source beyond “free”

28. Against all odds.... and conventional wisdom and
economics
Understand the background to open source beyond “free”

29. 60% of all web services run on
open source
Understand the background to open source beyond “free”
Source: http://w3techs.com

30. Now there are huge communities
changing & developing based on needs
Understand the background to open source beyond “free”

31. So in a quickly changing world,
community driven software can only be
good
Understand the background to open source beyond “free”

32. Forrester

33. Forrester

34. 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.

37. 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.

38. Open source fits in to the change
challenge

39. It’s no sliver bullet to these challenges,
but it can help
Where open source fits in to change challenge

40. There’s organisational agility and then
there’s agile projects
Where open source fits in to change challenge

41. Project agility – Change the way you run
a project
Where open source fits in to change challenge

42. 3. Why are we hearing about
agile now?

43. Amount of data

44. Change is an increasing challenge
Technology growth is now following an exponential
growth curve, and it’s not slowing down!
1476
1832
1887
1920s
1960s
1990
2007
1997
2010
1992
1971/3
1986
1989
2000
1994
1995
2004

45. Agility is a survival mechanism

46. 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.

47. 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.

48. 3. Isn’t agile impossible for large
organisations?

50. 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

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

53. UK Gov’s Digital Service (GDS) is leading the
way, trail blazing radical new approaches
Radical change is not only necessary but
also unavoidable.

54. 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

55. 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

56. Agile in action

57. 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 June
Deadline for site launch: 27th June

58. 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

60. Use projects to discover, as well as to
deliver something
Where open source fits in to change challenge

61. “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

62. So what’s
holding us
back?

63. Long-range planning (Over long-term strategy)

64. Big technology commitments
Need a mocked up image, for a contract
“Big clunky inflexible contract, monolithic systems ltd”

65. Resistance to change
Need a mocked up image, for a contract
“Big clunky inflexible contract, monolithic systems ltd”

66. Always one step behind the customer

67. And for the future

68. You ain’t seen
nothin’ yet

69. IoT & M2M Opportunities

70. 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

72. And lots and LOTS of data

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

74. Moving from research to an experimental
approach
Our understanding of the
people formerly known as the
audience needs become
much more sophisticated.

75. Arduino and Raspberry Pi

76. 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.

77. Change creates disruption
and organisational agility
becomes a necessity

78. 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

79. What does an agile organisation look like?
Business Information / Big (or little) Data
OperationsFinanceMarketing
Agile Iterative Strategy
Real-timeInsight
Decisionmaking
Communication & Collaboration
Rapid Product, Platform, & Service Delivery
AgileCulturalFramework
EmpoweredPeopleandTeams
Modular Open Source Cloud Technology

80. Architects of digital change

82. 2. Some definitions

83. 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

84. 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).
11/07/2014 86

85. The cloud

86. Open Source