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BTOES Insights Official
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April 26, 2021

IT Infrastructure & Cloud Strategies Live - SPEAKER SPOTLIGHT: How to Gain Control Over Your Cloud Native Stack

Courtesy of LeanIX's Dominik Rose, below is a transcript of his speaking session on 'How to Gain Control Over Your Cloud Native Stack' to Build a Thriving Enterprise that took place at IT Infrastructure & Cloud Strategies Live.

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Session Information:

How to Gain Control Over Your Cloud Native Stack

In 2021, the adoption of Cloud Native still creates a competitive advantage. “Speed is not preordained, it’s a choice” - like Andy Jassy says. It’s more important than ever to embrace IaaS and PaaS without compromising on autonomy, speed or compliance. Hence, Product IT teams need to establish a holistic view on not only hybrid and multi cloud but also on the multiple deployments their engineering departments take to production environments everyday.

Ensuring a great product experience for customers is a key driver key and in the era of cloud native can only be achieved by automating as much as possible. Especially when it comes to documentation, violation spotting and resolution, having accurate and up-to-date data at hand for a variety of stakeholders becomes essential.

In this talk, you will learn:

  • Why now is the time to double-down on Cloud Native
  • How LeanIX itself is handling its fast-growing Microservice Landscape
  • What you can adapt for your environment.

Session Transcript:

Directly to our global audience, we have Dominique Rose with us. And Dominique is the Director of Customer Success, Engineering with Lean I X he's gonna talk to us on how to gain control of your Cloud Native stack. So, Dominique, what a pleasure to have you with us. For those of you who don't know Dominique, he has found his sweet spot between business and IT. And has helped customers grasp and leverage technology fully.

He's with Lean I X now for six years, has seen the company growing from shoe individuals to more than 400 employees, And he currently drives Lean I X Cloud, and micro service intelligence products.

Now, beyond all of that, he's the proud father, the father, of three very Agile and lively kids. So, Dominique, wonderful as usual to have you with us.

Very much looking forward to your presentation today.

Thanks. And let's just say, and welcome. Welcome to all of you. Thanks so much for the pleasure to, to open this conference.

I was great conference to each and every one of you, and I fully trust that it would be tremendously insightful and factual as organized.

So big, thanks Josie, and yeah.

You introduced myself already so we can dive into the topic directly.

Really looking forward to give you some insights.

First of all, from our very, very own, When you talk about cloud native, it's often still a password.

And I'm trying to demystify it a bit to you today by actually giving some insights about what's behind the I T of a scale up.

We are right now, roughly 100 people in Product. And we're random microservice.

Landscape successfully on as well as since a couple of years.

But obviously, it has been a journey, and I want to share some insights, Then I wanted to set it a bit to you in perspective.

So what did we learn working together with our customers? Where do we see the industry going in terms of enterprise architecture, in terms of business transformation and also in terms of cloud native governance?

I want to invite you to have an open discussion in the end about what you've written us and how this maps into your reality.

So the theme that I've got for today is seam of an Elevator.

And one of you is some of you might have seen this.

I might have her on this, um, seem enzi decent time when you talk about architecture in modern corporates.

Ideally, you're equipped to go to the bottom to talk about digital strategy.

And the next minute, you go all the way down until your mesh and room to talk Kubernetes and to talk. microservices, obviously, is not a reality. But to some extent, this is a journey that I want to take you on.

Where do we stand in terms of software industry?

And, again, I tried to go a bit beyond the buzzwords here.

It's interesting to see industry leaders around cloud native like, has the hightower, giving a bold statement last year to say, hey, forget about microservices, monolith, the future.

Obviously, this is, to some extent, the case, and to some extent, not the case.

It is a director front towards this silver bullet that we often see in software architectures.

Everything that I wanted to solve, I can solve was a microservice architecture.

Obviously, not the case and microservice, as you all know, as any architecture pattern, they have a lot of complexity, and a lot of caveats attached.

But, I really liked the quote by Andy Jesse, that, it's still in 20 21, a choice.

That you can make that every all of you, in your, in your architecture, and transformation with, old, can make, whether you want speed as a business, or whether it's not important.

Screenshot - 2021-04-26T150719.590And it's quite funny if you just think about some moment, and it just took over, beginning of the year, that's the largest retailer in the world. with some public Cloud Division, actually turned into the largest software company, our largest cloud company in the world, was the Retail division.

To me, this was a very astonishing moment to see while software is really eating the world.

So if I say, cloud native and cloud adoption can still make a difference, There's evidence, and if you look into gobler, for example, this is from this year on mid-size enterprises.

So there's still a lack of utilization from cloud on cloud native, leading you to the perspective that if you're able to embrace DevOps, if you're able to embrace microservices and containers, it can still be a competitive difference maker in 20 21.

And now I really would encourage you to go to the website of the CNCF, the Cloud Native Foundation, and look into case studies, obviously into this case studies of Facebook and all the likes, But even more important of the case studies of, does S AP and mastercard and other non digital belong to companies who successfully have transformed with using technology?

And actually, this is reflected also in Z profession of you as a developer of you.

If you ask Java developers this days, then obviously, they know about microservices. And obviously, they adopt microservices, there are other terms out there in the industry today.

But the concept of microservice is a known one.

And also, many IT departments are still in the transformation, it transitioning to microservices and finding their way.

So I wanted to give you a quick idea about what Linux is before I would invite you to our journey to see how we successfully applied microservices and cloud native ourself then access the german based software as a service company.

And the goal is to be the Cloud, as Google Maps for the IT.

So, we tried to give IT organizations guideline, what systems do you have when I was I used for what are the technical dependencies that you're having and who's responsible for something.

And we benefit a lot from working together, on the one hand, with big corporates.

But on the other hand, also with, um, past moving companies like Atlassian, like Dropbox, who re-invented the term enterprise architecture over the recent years.

And we are in a position to help more than 450 customers. with now we have about 5360 employees worldwide, obviously, based on sok two and ISO certification. And most important for today, also based on a cloud native architecture.

We help companies around soft management.

We help companies around enterprise architecture management, and then also around cloud and DevOps management.

But all of this should only serve for now as a context.

two, take, actually a step back and look back nine years from today when we started.

So, Linux started and founded 20 12 with an MVP focused to say, we want to prove as early as possible that we can create value for our customers.

And obviously, an MVP is not parts of the Cast somehow assembled, but an MVP for car, is a skateboard, is maybe is on a bike to show that the use of the customer can create value early on.

From a technology point of view, looking back, it's quite an interesting view.

Obviously, you use what is there? Your use Apache used PHP. You use my-s.q.l.. I don't want you don't care about cloud, your tablets scaling. You just care about getting something out.

Btog CTAAnd so this is actually what we, what we got out even 9, nine years from now. And I will invite you to a quick live demonstration at the end of my session.

And you will see that from a user perspective, many things are still very, very similar, but obviously in the back, a lot of things have changed in the meanwhile.

And just really quick invites, too, to see the scale of the journeys that we have been undertaken from a business perspective, but then also from a technology and headcount perspective.

We, in 20 15 to 20 16, decided to apply micro services, very consequently started with something like user and tenancy management.

And then also in 20 18, took the chance to move our entire stack from Bare metal from a self hosting concept into Azure. Now, fully running on as an abundance.

And this is where we are today. And this only gives you quick galab glimpse of the challenges that our IT team runs today.

Um, more than 120 K logins each and every month. A lot of managed applications, and even more data that we have to manage.

Because we help companies now, can the AWS footprints can actually monetize footprint and set it into relation to the business.

And what's underneath it is, as I said, it's Kubernetes, based on Azure.

It's now more than 30 microservices, with more than 20 development teams and into major hubs.

I'd like to invite you to so the main objectives set has been that early on.

And this has always been driven our decision to go or such an architecture to go with microservice to go with a cloud native sector, not own a single server.

And actually, this is very much in line with people like Sam Neumann will obviously give strong arguments to say, whenever you choose a cloud native, a microservice architecture, you better understand your goals.

one goal for us always is fast time to market.

And, you know the theory of continuous integration and continuous deployment.

And, obviously, the practices, also, if you allow people to deploy their software independently, then you can develop the model to deploy your software multiple times a day to have a solution times, in case of bulk appeals of minutes, and to invite customers to beta test, because I can out can test out features early on activated deactivated with some future. Like, we can have e-books.

And test the software while ensuring absolut enterprise. That is stability.

So, time to market is obviously the one aspect.

The other aspect has always been and is the scaling part.

And when I think about scaling, it's a balance, It's the balance between technological freedom, and just fiction's set, you need to apply.

So technology freedom is a great thing.

Why allow you to employs the right technology for the job?

So we can say, we need one database type, like a relational database for the one part of data, and a time series database for the second part of data.

We can also say, great, a Southern Development team excelled in another programming language in something like Go or another language. And we can try this.

Um, obviously this comes, was a prize and was a balance.

You need to understand what this makes with your workplace. You need to make sure you can attract people in the long run.

You need to understand topics like GDPR.

You need to understand topics like ISO and suck too, and they are all mixed answers, and what we experience and what I want to share here is that it's constants, boss, and pack between pushing for freedom ends up Development Department. But then, also, educating the development teams, the product owner to take responsibility for aspects, like, workplace, like, data protection, like security.

And then, finally, it's obviously also a topic about efficiency, and the topic is on prioritization when you are in a fast going mode.

And when you're running, when you're running such a big architecture, it's about understanding where you can use technology.

We can use, as in Kubernetes, for example, to save money or two.

Towards efficiency, I'd say always tradeoffs.

There are tradeoffs for costs regarding building new features and and other things.

And we made it a clear learning for ourselves that making those tradeoffs visible actually even tagging the effort and development teams.

What has been, a new innovation, what has been sales, commit, what has been something that we did? For example, before?

Some, some, some governance aspect helped us to to objectify the choices that we made a volant around our backlog, and it was on evolving our landscape.

So if we up to X a bit away, so this is the next story, and I will share some insight into, into our tooling at the end of the session. But this is the ...

of, if we abstract it a bit towards a standard normal enterprise, paused those days, then obviously, you guys have options.

And I'm not an illusionist, it's trying to 21, and we see a lot of applications stood on, on prem.

So, if I'm working with insurance companies with banking companies, they are mainframes, upset, and for good. Good reason. Say, OK, liable. They are stable.

Obviously, infrastructure as a service, It's a very, very valid option when you run your software.

In the end, you know, it's economy of scale, that's about AWS.

So as long as they can run your machines much, much more efficient, much more secure than you can do.

Then obviously, Software as a Service is a topic as well.

More and more, we see the trends at IT organization does Software as a service to provide us, like, actually likes to say, I don't want to have anything to do with the development.

14I want to have an eye-level patna who can provide the software.

But obviously, it's all about providing business application, providing value, Does the business in a way that is the resilience that you can react to changes in the market.

We have seen this. Obviously. Everyone has seen this was covert.

Definitely guarding. how will you are hosting your application?

They need to be manageable, and, of course, they need to be observable as well.

So that's, you always not rely on gut feeling whether your IT is in a good shape or in a batch type.

And this is also obviously well, whereas it's entire topic of cloud native or microservices come into play.

In my view, this is the area of Platform as a Service. where you, as a company, make a very dedicated decision.

that you want to be a child.

That you want to have a core competency built in software, which you can evolve to your needs. Where you can react to your needs.

Hopefully also in, they have a very short talk.

Now, if we dive a bit deeper into the topic of platform as a service, then, again, it's not my intention to compare you wherever you are in your reality to somebody like Netflix also, and actually, we made some mistake very early on in our history as well.

We we played around with the notion of how many microservices do we need? At a certain point in time, we had more microservices and developers.

Obviously, this is not scaling, so you need to find your own way to deal with, with your business needs. Bots.

What we learn is that, if you want to invest into Platform as a service, then you want to also take your developers seriously.

And one part of this is it's all about development is about automation. It's about DevOps. It's about infrastructure as code and all the other great trends.

Then, you can't force people to do two documents things manually then you need to find a way to embed the documentation that you need for strategic, for regulatory purpose into their toolchain.

Also, if you decide to build a muscle in platform as a service, in cloud native, then it's a clear decision to go all in here.

It's a clear decision to say, I don't want technology to slow me down.

And this means your challenge, your challenge, legacy databases, you challenge, knowledge silos and step by step really try to optimize, you're your landscape, And, again, that's the business choice, it's not the technology shaws.

Also, it's important not to rely on gut feelings, So this is something that we Use ... also sends a very long time, and I'll show you some examples again. Second.

it's about relying on evidence and on and on science that software Engineering in 20 21 can be measured, whether this is efficient or not.

There's great work, island meantime to recovery around deployment frequency, around lead time, the time you take from an idea to value for your customers, and around failure, right? That those for metrics, gives you a clear indication, whether your software development is, is in a good shape or not.

This is by no means, the, uh, the message that deployment frequency, for example, is the only thing that counts. Now, it's about the balance.

If you deploy 100 times a day, and 99 deployment, go into failures. You haven't won anything.

But the combination is a correlation of a high deployment frequency.

With a lower failure rate, is something that says a lot about your capability to run your DevOps operation successfully, and efficient.

And, again, in 20 21, we must not forget that technical things have business impact. And my pet examples in this days, it's evolved elastic, elastic search. They changed their licenses.

Beginning of the year, we probably have have witnessed, they moved away from an Apache license into an own license. Actually, they forced every single development organization on the globe to assess.

Are we still on that position to run elastic software in our tech stacks, or do we need to make a choice to move away to another open source project Tuesday was an old version, and to accept technique adept.

And, what we learned is, that's the interaction here between, it's the CTO, betweens illegal, who can navigate this jungle, and then between the business to understand when is this really making an impact fast?

or not becoming more and more crucial for companies to understand which business capabilities, which value streams are affected by such a change and a license.

So, all of this is, is, most likely, not not news, but hopefully reinforcing of what, you know, anyways.

Now, let us look into the how, because this all is great, but how can I get this data together?

How can I, step by step, build up a documentation, build up a backbone for my development department, which gives me transparency around my software, which sets me in a position to establish enterprise wide KPIs, like deployment frequency, and which also set me in the position to the end.

Hmm.

Level up, processes, like the management of open source live, always.

If we paulo the elevator hat on and take a look in your Mentionable, then we can start with it's a public cloud provider and hit Start with very, very simple questions.

Screenshot (4)Which cloud services are we using in our company? Where do they run?

Who owns Cloud services?

What cost to say, what cost incur, and we have governance under control?

And so, those questions sounds really trivial.

But, in the end, it's some things that we see companies struggle with.

Say, are we actually using some ..., or some Lambda, or some Fugate?

Somewhere in our company who's actually responsible for this virtual machine, which cost us X Y, is that amount of dollar.

Last last month, OK, I farms with technical owner, but who's the business owner? And this is justified or is this not justified.

And the very foundational things like, for example, a clock ticking policy can make a difference to companies to all of a sudden understand all the different cloud environments are tied to the business. And, for example, understand whether you are using some cloud services in the US that you must not use because you're hosting European customers on.

This is something which we support based on providing visibility or AWS for Azure for GCP and reconciling those data altogether.

And also, again, just to repeat a very, very basic and foundational task of setting up a cloud ...

policy is something which we still see organizations struggling with, just to repeat. It's nothing which is like a workaround also.

There's actually best practices around AWS around Azure. They have tons of white papers out, says that you need to make sure that your text, that's your label, your cloud resources properly, in order to give them the business context.

And if you can make such a cloud tagging policy transparent in your company, and your development department, then it can feed into infrastructure as code, into processes, and allow people to adhere to such a policy much, much easier.

If we look into micro services, then ideally, you would be able to provide a micro service catalog.

two, your development department also to other stakeholders, like, um, like for example, as a support team.

And what we see is that the combination of different sources that you have any way in your development department, like for example, CI CD Pipeline, your development team is obviously using CI CD to deploy their stuff.

Great.

Can we hook in, get out of this some metadata that they can easily maintain, that we can get out of this license and liability inflammation and KPIs in order to a non intrusive monitor or whatever we have deployed?

Or can we are commands this information with a live view, from your machine? From Kubernetes, for example, which is, obviously, some state of the art.

Currently, I'll say, whatever we deploy it, It says, actually reflect things that tools, which is running in my machine to avoid something like architecture drift.

Or, can we go one step further and now, not only look into what we have deployed, and what is running, but also how things are connected, and link, a micro service catalog with some API information, with some metrics around API usage, in order to give people the understanding?

Where can I find a well established API in my company? Who's responsible for this? And can I invest, for example, into more re-use into more diversity, into in my, in my API landscape?

And finally, it's a topic of vulnerabilities and risk.

We see great tools out there in the market and we listed some, which gives your development and operation department.

A lot of insights around vine of ability is a lot of insight about potential, um, potential risk to technique because this to your business. But now having the capability to understand which of this thousands of findings is really affecting myself. Because is a productive system we are not only using internally but we are using to. Customer data is something that can make a difference.

And finally, we see that now that you have your data from your different sources together and unbundled now it's important too level up again in the elevator and actually translate this know-how into transformation into a language that your business partner can understand, because let's face it, every single cloud transformation, every single Cloud Native initiative, in 20 21, has some business impact, and actually we can learn a lot from software development.

They obviously use on a daily base substance like the Punching, something like, in the end, my versions of software come together, but I can build some cohesive scenarios, are some cohesive development, Hawkes on this, where people can work on this, and then match it all together.

And this is something that we are doing quite actively with our customers, as well, To give them a chance to maintain their baseline architecture. What do you have in place today?

And then, together, with the business partners, let's, um, formulate scenarios. What if I would replace my HR system with Workday? What would be the consequences on the interface? What would be the consequences on the cloud service side, on the cost side?

Screenshot - 2021-04-26T150719.590And to find a language where you can meet your business stakeholders.

And Enzi and brings us together.

And just about an example, how it could look like in the end, it's about ..., this entire elevator to start with the business objective. And I still see a lot of technical people afraid on this business perspective. But this is the language that office is a business partner, will, will understand. Am I able to increase my IT efficiency by 20%?

And then the meme is, I can move my internal application into public cloud into ... etcetera.

And then the way you can do this, step by step is to decide on a plan, communicate a plan, and execute the plan.

So, this was a bit of a tour, just to summarize really quickly on our own, um, architecture, from some challenges we have.

And, then, step by step, turning into, What can you do in your very own IT department? Where can you find some data? How does it relate to sourcing options that you have? And finally, also, to migration?

If we now quickly look into, um, wakely, look five minutes into practice and I can share you some ideas how we actually do this in our very own setup.

So, bear with me while I'm basically chain rings, sheringham.

So she'll say, can you quickly, con her arms.

It seems some nice KPIs padma.

Know, right now, we still see your live demo screen. Yeah, there we go. Now we see the right screen.

Fantastic.

So this is essentially a view into our law own deployment frequency.

So this reads, like, last Tuesday, we deployed a couple of services live into production.

If I would look right now into what's going on, just as of now, I see that actually a minute before some people have deployed services, in this case, an artifact, or a micro fondant, and I can see if I now, for example, look into this one.

I can see the different people related to this work in our organization. And even in a 100 people product organization, it's really a value add to see who's responsible for something, and to whom do I talk. For example, formula escalation, palmer product point of view.

And those information are now plot.

CI CD of them from Kubernetes, to understand what an artifact is this team actually responsible for, or which domain is this team supporting. This case, it's a domain would cause standard report, which fall into the reporting AVL.

Also, now, it's a question around, if I take a look into one particular service, how often is it deployed, which technology is it using, where would I find the source code?

Is it CDN relevant, or which technology is running underneath it?

And finally, ran the linkage to software liabilities that I'm using here and Z Z license.

That is used, where I can then gets the information, whether this is a post in our company or not, or can lynxes information if it's not approved back into our business.

And on the other hand, just to end up again, with this pattern of an elevator, on the other hand, the opportunities that we give to our customers, to say, if I would now go to the sea level and understand, what is my objective for our company, Where do I want to go?

What does the onus behind objectives, and how is it mapping to my business capabilities?

And then finally, connecting this business capabilities, this landscape.

I'm actually on a planning view on a timeline, say, if I, for example, would carry my, um, entire cloud architecture for certain division into AWS. What would be the building stones, what would be the dependencies and how is it changing my architecture?

So again, this gave you a quick sneak info.

On the one hand, two technologies that we are using internally, or managing our architecture. And then on the other hand, setting it into relation to what our customers are doing to bring this technology to business users, to management, so that they can make joint decision on cloud migrations.

And by this, I will hand it back to Josie, I believe, right on time, and I'm more than happy to answer some questions.

Perfect. Perfect. Dominique, thank you so much for that great, great review and insight on the: on the capabilities of what's available today and what Linux has has developed. First of all, it's an incredible journey to see the growth of the company, The impact it has had, the growth of the customers. And on that note, there were questions that that's a little bit on your wisdom.

That you're working cross industry with hundreds of different types of organizations, and you're getting to see a lot of different types of governance models for cloud.

And the question is, what do you see emerging as a best practice for cloud governance organizations that seem to do it well, and they seem to get the desired outcomes out of their their cloud systems? What does their governance look like?

That's a really good question.

And I believe it's what we see is, it's relative to where companies come from and and where they want to go.

So, if I would set what I just shared from ourself, likes its ability to deploy multiple times a day, Interrelations, we see e-commerce companies, we see insurance companies going there, and say, Yes, this is something that we need.

We see other companies, actually, um, aiming to be a bit slower and aiming bit more towards stability to say, It's not important in our business to release once a day, It's more important to be stable.

Then you can, You can actually lean on a mortgage that governance.

But, if you want to go past the learnings that we have in our customer base, is, you need to empower, we need to empower your development teams.

You need to not put fences in front of, then, if I would recommend the DDOs case study, for example, from the CNCF, you can read it upsell, says this quote about, it slows me down, and it drives me crazy as a developer to wait and to fill in forms whenever I need a new machine.

I can go into AWS and just provision a new machine, wasn't second's myself.

This needs to be a developer experience, if I want to go fast, and if I want to build great stuff up there.

Now, obviously, the reality is, not only developer experience, but also, governance as GDPR soc, ISO.

But we see great companies bringing it together by giving people the information and empowering the people to say, for example, which texts to your needs.

If you don't provide me the customer texts, then I cannot do my reporting from a, from a regulatory point of view.

But still, I would want to educate you by providing the right information, by letting you embed this information in your infrastructure as code pipeline, instead of forcing use school portal, so some paperwork before you can deploy something.

Very good. Very good, those are very good insights. Another question, As I look for the questions coming in, another theme that has emerge has to do with technology development in this area.

If you look at the journey of Lean I X, in the last maybe 12 months, or maybe even a little bit longer, than the last couple of years, what has being the new developments, or the new functionality that you have brought to the market?

That, uh, that some people may not be aware of.

I believe a very interesting stop it here, is we made a very conscious decision because we have seen the reality of so many IT professionals changed your children to encode it.

So, don't think of it, all of a sudden, IT organization had obviously to organize home office and something like this.

So we made a very conscious choice to say, let's give people a portal to make it very, very easily accessible to people all over the enterprise.

What software cannot provision we're kinda provision does is to supporting home office, supporting VPN, and build a very, very friendly user interface in front of this, so that people who normally would never go into something like an architecture tool, got a clear idea of where to find things.

And this is one extreme.

So to bring information to the end user, not to stop at the IT professional, but to, but to democratize information.

And then the other part is, obviously, too, to invest a lot into automation.

So in the area of microservices are cloud, just can data directly from Kubernetes on, from CI CD, but also in the area of software as a service management.

We just acquired a company called Clean Shape, Clean Shelf Software as a Service management company, to give IT departments and Optometric view in the ASAP as Software as a Service landscape.

Volunteer utilization around cost around SS. Oh, adoption is on security.

All comes back to the slide. I found I want to provide business applications which are resilient and manageable and observable, disregarding well where I saw that.

So this is a bit the bigger picture that we see constantly evolving with our customer base and then obviously not stopping and capture the status quo.

14But to take the business stakeholder on the journey and say, how can we jointly, um, jointly to conduct a transformation where we understand your language and you understand how technology can use them?

And, this is where we invest also, quite a lot from our perspective, into what we call business transformation management.

Um.

Where we have all this mechanisms, like scenarios, which are shared in the end of my talk.

Very, very good. I must say that you gave a good doing your presentation. You gave it a little bit of a glimpse, a certain capabilities and use cases that made me, then that wish I had the functionality. When I was leading Enterprise a few years ago, I was leading an enterprise with, we had 12,000 engineers in more than 100 countries doing global infrastructure projects. And as part of that journey, every 2 or 3 years, we had an assessment of finding out what toward the software applications we had run in this enterprise. Because as you know, the large organizations, this thing's just multiply overtime. And we had no real simple way of doing that. And it was incredibly time consuming, but very important.

Because, inevitably will find out that we had over 4000 different types of software licensing application is going on in the enterprise, some of which were not even being used anymore. And that we're just kind of out there with paint licenses. So, so that's, that's, it's incredible to see just, kind of, the development of technology and capabilities, that you have in just one use case like that, like that.

But I'll follow that up by saying that by asking the question that many have asked here is, that, I'm an Enterprise Architect?

And, And it's hard to stay up to date on everything that's going on. Because, you know, the reality is that, you know, you have to focus on your job and your organization, and your lawyer, your head, and focusing your work. And by the time you raise your head back up, there are all sorts of things that have happened with technology in, in that area. So, on enterprise are related to Enterprise architecture and IT infrastructure.

So, So, let's say that for a lot of our audience right now, they have been kind of heads down trying to get work done through the covert just disruptions and they raised their hands. It's been like a 1 or 2 years since they have raised their hands, and they're looking around, and what should they be aware that has changed? What has changed in the last couple of years? Or maybe things are gonna happen in the next 12 months that you think the enterprise X that architects must be aware of these things.

I believe the number one message is that, um, see the landscape or the or the surrounding of enterprise architects and companies has so much evolved over the last let's say 2, 3 years.

Um, We see lot of companies with cloud centers of excellence nowadays. What are they doing actually? They are understanding the business goes, on cloud, they are understanding how to set up a landing zone best for business success.

Modern DevOps is all about not focusing on technology only, but it's focusing on business and understanding business.

Then, when we listen to toledo's, those days on, on conferences, they talk about technical platforms, they talk about technical capabilities at all, about business capabilities.

And obviously, also then other aspects. Like, moving from projects into products, which is all they are in the industry.

Screenshot (4)Um, we see our very best are very best equipped customers in a way that's a level, this particular relations, they are not in this mode.

Like while that Shadow IT, I'm the gatekeeper of IT, but it's more like those people CC OU engineering can be Alice for me. And if if I find a giant language with them, then I can like guides as elevated together.

I don't need to be a Kubernetes Pole to, to understand where are where Kubernetes is supporting my business or not.

But, uh, but I can have a discussion with, with the Kubernetes, guys, around, do we reach our goals in providing dynamic utilization, providing an infrastructure, actually, which will caveat for the next Black Friday?

So all of a sudden, because I have data available and because I have people available at the other side of the table. Also, really interested in the business side and enriching this gap.

So situation, all this Enterprise architect changes dramatically. Obviously, we see that also. It's, a typical enterprise architect needs to embrace. This Challenge is, no longer only a single gatekeeper of inflammation, but her job is more to our THWACK has tried and true to connect to those different other people.

That's terrific. Dominique Dominique, Before we leave, I, one more question, quick question. How, how does our audience can connect with you? Can connect with Lean I X to know what's going on to learn more to interact with you. What is the best way for them to access the work you're doing? Lean I X. Fantastic. Just get in touch via LinkedIn. You'll find me on LinkedIn. She's just just sent me a message more than happy to get in touch.

If you want to know about Linux, we have some fantastic videos just on the homepage. You can, you can check out there are a lot of resources, just linux dot dot net.

You will learn about enterprise architecture, you will learn about cloud governance, about microservice governance, will have the chance to fire, but you will also have directly salsa at your fingertips, we can learn from without connecting. And then, obviously, more than happy also to connect, and to get in touch, to understand whether we can help.

That's terrific. Congratulations again to you and the team at Lean I X, for this incredible growth you have experienced, to all this great services that you're providing to enterprise and society. And it's a pleasure to have you with us on behalf of our global community. Thank you for sharing your expertise today.

So, thanks so much for having me, everyone, enjoy the conference.

Thank you.

Ladies and gentlemen that was Dominique Rose, the Director of Customer Success engineering for Lean. I X directly from cologne Germany, to the world. So, what, I want a great start to understanding the technical aspects of.

Of this journey of, for IT infrastructure, and Cloud Strategist, that we got from a real expert that's developing the solutions today.

Now, at the top of the hour, we're going to take a break now, and at the top of the hour, we're gonna come back with the managing director for Enhance International Group, who works for organizations of all sizes from smaller organizations, to fortune 50 organizations, accelerating innovation, accelerating, value creation with those organizations, and building resilient, digital ecosystem. So, Jim is going to be with us Is going to lead us from the in this journey on how great enduring organizations are building resilient digital ecosystems, You're gonna hear directly from an expert, cross industry, expertise. There's some very well-known organizations, and we're gonna, we're very excited about welcoming Jim to the show, at the top of the hour. So, for now, I'm going to close this session, and I'll see you back up at the top of the hour.

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About the Author

9253-1Dominik Rose,
Director Customer Success Engineering,
LeanIX.

 

Dominik has more than 10 years of experience around modern IT architectures. He helped many large clients to adopt LeanIX, and combines product & technical expertise with a deep understanding of modern EAM. Currently, he drives Customer Success Engineering and topics around Cloud-Native at LeanIX. He holds a master's degree in Computer Science as well as an MBA, and is a father of three very agile kids.

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