Four degrees of separation from SaaS Jan Aleman, CEO Servoy

Transcription

1 Four degrees of separation from SaaS Jan Aleman, CEO Servoy 1

2 Jan Aleman, CEO & co-founder Servoy, steering committee SaaS~Cloud, secretary of EuroCloud Servoy: Platform to build, deploy and manage SaaS and On Premise applications Helped over 300 ISV s to add SaaS to their offering 1,000+ successful SaaS applications have been developed on the Servoy platform 2 million+ daily users of Servoy based products Servoy has offices in the USA, Netherlands, UK, Spain, France, Germany, Switzerland, Austria, Thailand, Romania, Argentina, Brasil, Uruguay and Background

3 4 ISVs...

4 4 challenges...

5 4 solutions...

6 4 case studies

7 Rewrite: ReadQ Cost & Risk of transitioning: Bizmanualz Dissatisfied User Experience: STB Mobile support: isaas 4 challenges

8 It is not the strongest of the ISV s that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin

9 Everything has changed

10 Pricing models

11 Pricing models

12 Product evaluation options

13 Product packaging: Adaptive and attractive UIs

14 Impact of consumer application usage: Simplified user interactions

15 IKEA effect: Self explaining and No-training

16 Expose APIs: Empowering third parties to add value

17 Data consumption: Turning data in easy consumable and actionable information.

18 have extension points

19 tailored by end users

20 Making applications social and realtime

21 1995 Palm! 500,000 units sold in 6mts. 70% market share! 2001 Nokia! 40% Market share of all mobile phones! Android! Has 43.7 of the US smartphone market 10/11! 2008 RIM!! Fastest growing stock. 56% of smartphones, 77% 3yr CAGR (19.7% share in 10/11! 2015+??! 2011 Apple! Most valuable company in the world, 27.3% of US smartphones! Mobile dominance keeps shifting

22 to evaluate to buy to extend to upgrade to use to learn to administer Simplicity matters...

23 Simplicity is more than...

24 Today s Business Applications

25

26 Revitalize existing apps Migration options

27 Botox-ifying existing codebase?

28 Opportunity to apply other fundamentals Re-architect current business model Build simpler software: 80/20 But better, leave the nasty 20% to your competition. Take feature-toxic out Platform Leverage: Embrace-and-Extend Concentrate on plumbing to develop, maintain, revalue and deploy applications, instead of tools only #1 Complete re-engineering

29 Re-engineering is your only option long term You ll have to maintain two code bases in parallel: Store is open during construction It takes a lot of (different) work More than 70% of all (traditional) rewrites FAIL

30 Cost is easy if you know exactly what to do Master the art of simplify-ing products leveraging and embracing (instead of re-code) saying no to every feature request selecting what true value customers expect from you today and tomorrow what is going to happen in which order #2 Cost & Risk of transitioning

31 Phase Actions Control Sales PM Support Framework demo Framework fit/gap Architectural design UI/UX requirements Software factory design Fill product backlog Scope required support Asses team skills Asses resource availability Determine required resources Asses project risks pre-project engagement elaboration build Business case Demo Framework demo Stakeholder kick off Elaboration resource planning Base training Definition of done dev team kick off Extend framework UI/UX design Setup software factory Train Backlog management Project monitoring Sprint planning Build, test & deploy Daily standup Product demo sprint 0 on going sprint n final sprint Retrospective Acceptance Roll out Carry over to support Release party Scope project Sprint planning Build, test & deploy Daily standup extend & optimize sprint n Product demo Retrospective Roles Deliverables sales, pre-sales engineer, development manager, product owner Business case, contract stake holders, sales, pre-sales engineer, development manager, product owner, project manager, development team servoy engineer, development manager, product owner, project manager, development team Framework fit/gap, Architecture outline, UI/UX planning,, Software factory design, Project plan, Project planning, Resource planning, Risk map servoy engineer, development manager, product owner, project manager, development team, organisation, support Running software factory, Potential shippable sub versions, Monitoring forms, Acceptance form Shippable product servoy engineer, development manager, product owner, project manager, development team, organisation, support Assurance program roadmap

32 Bring agility to your discovery, design and development processes Product Management, UX/UI and Engineering hand-in-hand UX/UI Engineering is more dominant in backlog definitions than expected. Select integrated platform and tooling that allow you to leverage modern business application patterns Only outsource if you have experience with that process Start with outsourcing maintenance of current (legacy) applications first Ship new releases with in-house resources first. Reducing Risk

33 Process agility: SCRUM

34 Work with a vendor with proven experience guides and delivers instant value on modern application patterns Don t over-promise to your customers. + + ISV Business Application Platform! Subscription Management! Theme management! Integration Services! UI patterns and themes!.. Developer Tools Reducing Risk Manpower! Product expertise! UI/UX design! Deployment Knowledge! Modern software architectures! Software business models! ISV business models

35 #3 Outdated UI/UX

36 User Experience re-engineered

37 User Experience Design

38 ü Generating new revenue - deliver new mobile driven solutions - expand existing solutions with mobile functionality ü Protect existing business - expand existing solutions with mobile functionality #4 Mobile: The Business opportunity

39 ü Identify value proposition - Shifting value from Enterprise Software towards Mobility ü Control development and maintenance costs ü Monetization - New licensing options - Delivery models (current channel, new partner channel, appstore) ü Sustainability - rapidly changing platform dominance - heterogeneous ecosystem The Business Challenge

40 ü Rapidly changing platform dominance - Multi platform support (technology, user interface, behaviour) - Multi delivery channels (browser, package, appstore) - weekly announcements of new technologies ü Different value proposition - less functionality - less data - different data (gps, photo,...) - different UI/UX requirements - more end-user focus ü Dozens of new tools and libraries ü Agility required ü Who are you going to call? The Technical Challenge

41 ü Ecosystem for business application development - end-to-end application development - Native, browser and native mobile client - Platform Independent - On-Premise and Cloud deployment - Integration platform ü Professional services ü Mobile first strategy Mobile drives roadmap Selected platform that meets this needs

42 4 case studies

43 Successful rewrite from Sybase Powerbuilder into Servoy ISV in financials market Mission critical transaction processing of billion dollar contracts Migrated reporting from Business Objects to Jasper Two-way integration Security integration Dynamic datasets ReadQ

44 Policies and Procedures Manuals Analyzed Risk and Cost of transitioning Real-time lead tracking Automated conversion from freemium to premium Integrated Metering & Billing Bizmanualz

45 Hired UX Expert Mobile Cross & up-selling Social media / workgroups 240% revenue growth CRM - Verticalized - Customization

46 Fit for purpose: desktop, browser, iphone and ipad versions Photo integration Voice integration Transaction based pricing isaas - Medical solutions

47 4 questions

48 1 How are you going to survive without a rewrite? 2 Where is your clear overview of risk and cost involved? 3 What are you going to do to get your UI/UX up to date? 4 What is your mobile strategy? 4 questions