© 2016, Amazon Web Services, Inc. or its Affiliates. All rights reserved.

Claes Jonsson, Solutions Architect, ASSA ABLOY AB

Darren Mowry, Head of AWS Nordics & Baltics

May 2016

Keeping Cloud Transformations

on Track

Most transformation programs

will stall in the field

Stall [stawl] verb

1.1 stop or cause to stop making

progress

1.2 (of a motor vehicle or its engine) stop

running, typically because of an overload

on the engine

accelerate

through the

stall

10%experience a

prolonged stall

at around 20%

adoption

70%never

recover

20%

accelerate

through the

stall

10%experience a

prolonged stall

at around 20%

adoption

70%never

recover

20%

That’s hundreds of

millions of dollars in

delayed transformation

each year

What if you could

escape the stall?

S-curves are made up of groups of buyers

Early Adopters

• It is new to the market

• It is the fastest product

• It is the easiest to use

• It has elegant architecture

• It has unique functionality

What they want is different

Early Majorities

• It is the de facto standard

• It has the largest installed base

• It has most third-party

supporters

• It has great support

• It has low cost of ownership

What does all this mean for you?

Managers in enterprises BEHAVE THE

SAME as consumers in consumer

markets

Accelerating through the Great Stall

is the same as Crossing the Chasm

10 things you need to do differently

in your cloud transformation

program…

Be realistic about the situation and what you

are facing

0 1Why will the initiative or project matter to the

organization?

Motivate and incent team members

0 2Ensure your team is educated and motivated to make

the change happen…and KEEP THEM with you!

Identify the quick wins and projects

0 3You need a Quick Win that you can complete and

show the organization. Your victory will impress

follow-on Early Majority decision-makers.

Look ahead to identify future projects

0 4Don’t boil the ocean. It’s about momentum, not

volume.

Re-position / Re-communicate often

0 5Change the communication and message as needed

to speak to the needs of the organization and other

decision-makers.

Continuously align the offering to needs

0 6Deliver the product that meets the needs at that

moment – not necessarily the needs you started

looking to solve.

Know the challenges & address them

0 7Clear barriers proactively, and don’t bring a knife to a

gunfight – bring in the right resources.

Be heard and be seen

0 8Communicate wins. And then communicate wins.

After that, communicate wins.

Lead

0 9Leaders must stay engaged and visible.

Automate & Innovate

10It was fine to do things manually in the early phase,

but what happens as demand increases and your

team is asked to deliver even more?

Claes Jonsson, ASSA ABLOY AB

About ASSA ABLOY

ASSA ABLOY is the global leader in door opening solutions.

ASSA ABLOY Shared Technologies

Group function based in Stockholm, Sweden, that focuses on

developing common product platforms.

Identifying the Drivers for Cloud

The idea that software itself could drive revenue.

A desire to gather data from millions of devices and systems.

Beginning the Cloud Journey

Big Data project started in the beginning of 2014 resulting in a

need for a) cloud, and b) modern software delivery.

Convincing Management

Evaluate various Cloud providers on key factors:

Costs

Market share

Innovation capacity

Number and quality of offerings

Clearing away existing frustrations

Development environment

IT environment

No control over commissioning and decommissioning of hosts

Little control of host configurations

Shared test environments

Special concerns due to sharing network with office

Development in the Cloud

So we put EVERYTHING but our laptops in the Cloud :

Shared Services and Repositories

Continuous Integration servers (TeamCity/Jenkins)

Test environments

Team-Specific Services

Continuous integration / delivery services was key, including:

TeamCity

Jenkins

Test environments

Continuous Delivery Pipelines

Becoming an Internal Thought-Leader

We became the envy of the rest of the organization…asked

questions like:

• You can create your own repositories?

• In less than 5 seconds?

• You can create your own environments / hosts in a few

minutes?

• And tear down and set up new ones at will?

• You can version-control your environments / hosts?

Challenges for the Teams

We faced many challenges along the way, including:

• Cloud and infrastructure knowledge

• Administration

• IAM users

• Users in the various Team Services

• User in the Shared Services

• Cost awareness

• The “candy store” effect

Management involvement in the beginning

Management were not particularly involved, which actually made

the journey smoother. It certainly made the journey faster.

We had the time to evolve into efficient and

secure IT, before nearing production.

Management involvement now

Management involvement is necessary in order to be able to go to production and gain greater buy-in.

Cloud/Shadow IT being folded into supported IT without losing the benefits of:

• Rapid self provisioning

• Mandate to create and use resources at will

• Folded into newly created CloudOps team for production

Shared Tech passed ISO 27001 certification

Positive impact on the organization

Much more creativity

Much more control over quality

Much higher productivity

Ability to use much more modern software delivery

Ability to use a much more modern architecture

Microservices were introduced very quickly

Docker even before Docker version 1.0.0 (June 2014)

Ability to deploy redundant, auto-healing software

Ability to deploy auto-scaling software

Looking Ahead to the Future

• More business units are looking to expand on initial progress.

• Working to continue to innovate and improve projects and

processes.

• Assa Abloy is benefiting from the lessons learned by Shared

Tech globally.