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From YouTube: Crossing the Platform Gap — Paula Kennedy 1.2.1
Description
Teams delivering high quality experiences to customers are critical to your business and they need to be as productive, efficient and supported as possible. But with multiple teams in your organisation with differing requirements, how do you balance flexibility with complexity and support a platform that provides the tools required on-demand, whilst also minimising duplication and cognitive load?
In this talk, Paula will describe this “Platform Gap” challenge that many organisations face and provide recommendations on how to solve this by reviewing and improving team interactions. She will explain how your internal platform can be used to support this model whilst still focusing on delivering a delightful experience to the users of the platform through applying product management practices.
A
A
A
A
They're
running
the
legacy
payment
system
running
on
bare
metal
on
premises
looks
completely
different
to
the
others,
but
it's
a
core
part
of
your
business.
Now,
maybe
you've
got
hundreds
of
similar
but
separate
teams.
Maybe
your
organization
has
made
acquisitions
of
other
companies
in
the
past
and
you've
got
several
teams
doing
similar
things,
but
completely
separately.
A
This
is
what
it
looks
like
when
you've
got
a
platform
gap,
each
team
is
juggling
all
of
the
components
of
the
stack
themselves.
They've
all
got
to
cross
this
gap
going
from
the
infrastructure
to
actually
delivering
the
end
value
to
the
customers
through
their
applications
and
with
this
platform
gap.
What
are
the
implications?
A
A
A
In
this
case
we
mean
it
to
say
what
is
the
core
specialism
of
this
application
team
that
they
should
be
focused
on,
instead
of
them
also
trying
to
wire
all
of
the
infrastructure
elements
together,
and
because
this
team
has
reduced
headspace
to
focus
on
the
app.
This
could
have
several
knock-on
implications.
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A
A
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And
maybe
there
are
other
hidden
elements
that
your
border
organization
is
not
aware
of.
There
could
be
other
parts
of
the
stack
within
each
team
that
are
somehow
hidden
in
the
murky
world
of
shadow.
I.T
teams
could
be
using
tools
that
don't
actually
comply
with
your
internal
governance
or
compliance
which
could
be
leading
to
security
risks.
A
You
have
duplication
and
waste.
You
have
team
silos
with
no
collaboration.
You've
potentially
got
shadow,
it
lurking
out
there
and
potentially
security
or
compliance
gaps,
which
could
mean
it's
a
nightmare
to
audit
to
figure
out.
What's
going
on
across
your
business
now,
aside
from
my
team's
combined
many
years
of
working
with
customers
who
have
experienced
some
of
these
issues,
is
there
any
other
data
out?
There
there's
actually
a
great
report
from
dynatrace
that
they
ran
this
year?
A
40
percent
of
these
cios
say
that
limited
collaboration
is
disrupting.
It's
ability
to
respond
to
change
and
three-quarters
of
these
cios
say
they
are
fed
up
having
to
piece
together
data
from
multiple
tools
to
assess
the
impact
of
it
investments.
So
you
can
only
imagine
what
kind
of
a
sprawl
of
technology
they
might
be
dealing
with.
A
As
with
all
good
questions,
there
are
no
easy
answers,
but
I've
tried
to
break
this
down
into
two
key
parts.
There's
really
change,
that's
required
at
the
organizational
level
and
then
to
specifically
hone
in
on
the
challenge
of
platform
gap.
There
are
there's
a
structure
and
practices
that
platform
team
needs
to
have.
A
A
The
parts
I'm
going
to
focus
on
are
two
of
the
three
interaction
modes:
first,
one
collaboration
defined
within
team
topologies,
as
teams
working
together
for
a
defined
period
to
discover
new
things
and
the
other
one
is
x
as
a
service
defined,
as
one
team
provides.
One
team
consumes
something
as
a
service,
for
example,
an
api.
A
A
The
second
team
type
that
I'm
focused
on
is
the
platform
team
defined
in
team
topologies
as
a
team
that
works
on
the
underlying
platform,
providing
a
compelling
internal
product
to
accelerate
delivery
by
stream
align
teams.
So
it's
within
these
two
areas
that
I've
focused
in
my
career
heavily
in
the
last
few
years.
A
A
A
A
A
A
Autonomous
delivery
teams
can
make
use
of
the
platform
to
deliver
product
features
at
a
higher
pace,
with
reduced
coordination.
Now
you
can
see
that
this
definition
is
technology
agnostic,
it
doesn't
mention
kubernetes,
it
doesn't
mention
any
specific
technology.
Rather,
a
platform
is
a
set
of
tools
and
services
arranged
together
as
an
internal
product.
A
Now,
to
give
you
some
concrete
examples,
it
can
look
a
bit
like
this,
so
here's
my
platform
team
at
the
bottom
of
my
slide.
The
first
thing
the
platform
team
needs
to
understand
is
who
are
their
customers
now.
If
we
go
back
to
our
original
organization
model,
it
would
look
a
bit
like
this.
We
have
teams
a
and
b
and
c
working
away
on
their
applications
and
those
team
members,
those
developers,
those
designers,
those
product
managers.
Those
teams
are
the
customers
for
the
platform
team.
A
A
With
the
requirements
defined,
the
platform
team
needs
to
start
building
the
platform
that
is
building
the
set
of
services
that
the
customers
need.
Now
again,
the
practices
that
the
platform
team
should
follow
are
the
same
as
the
development
practices
that
other
product
teams
should
follow.
They
should
be
building
in
small
batches.
They
should
be
seeking
user
feedback
early
and
often
maybe
through
demos.
A
Once
the
platform
has
a
service
ready
to
be
used
by
a
customer,
we
know
that
the
next
step
forward
is
to
move
to
the
x
as
a
service
mode.
Now
this
means
providing
a
method
by
which
the
customer
can
access
the
service
on
demand
without
having
to
have
any
communication
or
intervention
by
the
platform
team.
A
A
The
internal
platform
should
be
the
easiest
path
for
the
teams
to
get
to
production,
and
this
could
mean
several
things
that
the
platform
team
can
do.
For
example,
it
could
mean
evangelizing
the
platform,
maybe
branding
it
and
giving
it
a
cool
name
and
marketing
it
internally
such
that
teams
are
curious
and
are
excited
to
use
it.
A
It
could
mean
that
your
internal
platform
is
the
only
place
where
teams
can
access
a
specific
bespoke
tool
that
is
part
of
your
own
internal
business
value.
It
could
be
that
that
particular
tool
could
not
be
accessed
from
a
cloud
provider
or
an
external
vendor,
and
it
would
provide
a
competitive
advantage
for
your
platform.
A
All
of
these
steps
combined
would
lead
your
internal
platform
to
be
easy
to
use
adopted
by
multiple
teams
with
a
reduced
cognitive
load
and
freed
up
developer
time.
This
platform
itself
would
fit
the
exact
requirements
of
your
business
and,
through
the
ongoing
lightweight
collaboration,
it
would
remain
up-to-date,
secure
and
relevant.
A
A
I
spoke
at
spring
one
platform
conference
in
austin,
and
I
shared
just
a
few
statistics
of
customers
we
had
worked
with,
who
saw
huge
improvements
in
their
flow
of
change.
By
implementing
some
of
these
practices,
for
example,
one
company
had
1500
developers
supported
by
only
four
operators,
so
a
fantastic
economy
of
scope.
A
We
need
to
begin
the
learning
process
through
collaboration
and
then
drive
towards
the
platform
meeting.
The
user
needs
as
a
set
of
services
available
on
demand.
We
need
to
take
everything.
We've
learned
from
product
management
of
external
products
apply
those
practices
to
the
internal
platform
and
treat
it
as
a
product.