Needs  of  Next  Genera.on  Giants  Strategy  Track  

Aaron  V  Sandeen  co-­‐founder  Zuggand  zuggand.com  |  aarons@zuggand.com  

Recovering  CIO    Startup  Co-­‐founder    Should  have  been  a  Pirate  

About  Me  

AWS  LoadBalancer

Route  53  DNS

Stratos  LoadBalancer

Identity  Server

Application  Server

Enterprise  Service  Bus

API  Manager

Business  Process  Server

Governance  Registry

Stratos  Core

Message  Queue Business  Activity  Monitor

Complex  Event  Processor

Stratos  Controller

Amazon  CloudFront  CDN

Puppet  MasterUser  

Engagement  Server

AWS  Load  Balancer

Human  Resources Finance Procurem

entDrupal

Microsoft  Azure  Multi-­‐Factor  

Authentication

SSO  through  Identity  Server

CitizensActive  

Directory Business

Create  New  Customer  Experiences  &  ExpectaDons    

Reimagine  Business  Outcomes    

Innovate  Business  &  OperaDonal  Models    

Disrupt  How  It  Has  Always  Been  Done  

h8p://bit.ly/1hCKy9w  

What  Airbnb,  Uber,  and  Alibaba  Have  in  Common  

Few  companies  operate  as  Network  Orchestrators  

Three  Lessons  from  the  Research:  

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2  

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Four  business  models  (asset  builders,  service  providers,  technology  creators,  network  orchestrators)  

Network  Orchestrators  create  more  value  

Network  Orchestrator  many  make,  many  sell  create  &  manage  networks  (social,  informaDon  sharing,  marketplaces)  

Why  do  so  few  companies  operate  as  Network  Orchestrators?  

Most  enterprises  have  very  siloed  thinking  

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Network  orchestraDon  requires  new  technologies  and  competencies  (this  can  be  hard)  

Generally  Accepted  AccounDng  Principles  (GAAP)  don’t  encourage  leaders  to  invest  in  customers,    senDment,  and  networks  

*  remember  we  are  talking  about  Network  OrchestraDon  as  a  new  business  model  

Why  do  so  few  companies  operate  as  Network  Orchestrators?  

How  can  you  overcome  these  challenges  (while  implemenDng  a  new  Network  

OrchestraDon  business  model)?  

Breakdown  Silos  (before  your  compeDDon  does)  

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MiDgate  the  technology  and  competency  risks  

Implement  New  Outcome  Based  Metrics  

How  can  you  overcome  these  challenges  (while  implemenDng  a  new  Network  OrchestraDon  business  model)?  

Scalable  (Start  Small  but  Can  Support  Robust  Enterprise  Needs)  

1   MiDgate  the  technology  and  competency  risks  

Reduce  Investment  (Open  Source  &  Quick  Start  Programs)  

Standardized  PlaVorm  Approach  (capabiliDes  &  skills)  

2   Implement  New  Outcome  Based  Metrics  

-­‐  Eric  Ries  -­‐  Lean  Startup  -­‐  Product  &  Feature  dev;  

AdopDon;  MarkeDng  -­‐  Built  In  CapabiliDes  -­‐  Metrics  Must  Be  AcDonable  -­‐  Validate  Value  &  Prove  Growth  -­‐  Pivot  or  Persevere  Decisions  

-­‐  Split  Tests  -­‐  Per-­‐customer  -­‐  Keywords  -­‐  Funnel  Metrics  -­‐  Cohort  Analysis  -­‐  Customer  Journeys  /  Moments  -­‐  SenDment  

-­‐  Customers  (internal  &  external)  -­‐  Networks  -­‐  Content  -­‐  Demographics  -­‐  Preferences  -­‐  InteracDons  

Thanks  freepik  &  flaDcon  for  the  base  graphics!  

Breakdown  Silos  3  

Thanks  freepik  &  flaDcon  for  the  base  graphics!  

AFIS  (ERP)  Single  Sign-­‐on  

Payment  Processing  API  (3rd  party)  

HR  Ac.ve  Directory  State  Employees  &  Contractors  

Arizona  Ci.zens  Directory  

Arizona  Business  Directory  

Single  Sign-­‐On  

MulD-­‐factor  auth  

Payment  Processing  

Employee  Director  

AZ  Business  Directory  

AZ  Services  Directory  

Digital  Signature  

Document  Mgt  

LoQery  Distributors  

Risks   Metrics   Silos   Take  Ac.on  

Thank  You  

Aaron  V  Sandeen  zuggand.com  |  aarons@zuggand.com