Every part of a business needs technology to deliver new products and services, to make use of data, or to provide better experiences for customers, partners, and employees. In order to deliver this, IT can no longer function as the sole technology to the business; it must transform into an adaptive, responsive and nimble organization that can keep up with the pace of the digital era. This presentation will show you how to create that transformation, suggest roles and functions for the modern IT organization, and provide a real-world case study of one major company that made the shift.

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Nilanga Fernando, Customer Success Director, MuleSoft
Matteo Parrini, Customer Success Architect, MuleSoft
From CoE to C4E:
Rethinking IT for digital
transformation

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How IT is changing

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The world is changing
3
The average lifespan of a
company on the S&P 500 has
decreased from 90 years in
1935 to 18 years today.
82% of organizations are
making changes to their
policies and IT infrastructure
to support the proliferation
of personal devices.
Only 12% of the Fortune 500
firms in 1955 still were in
business in 2015.
86% of ITDMs say they are
under “moderate” to
“extreme” pressure to
deliver IT services faster than
they did last year.

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Today’s challenge
4
6.4 billion
devices
5.6 billion
terabytes
of data
2,500+
SaaS
applications

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Disruption is much easier in 2016
5
Barriers to entry have evaporated with cloud, open APIs, open source
Global reach through exponential growth in mobile and social
Consumers want innovation and are willing to take more risks

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The largest unsolved IT problem
6
Integration
software spend
$593B
Addressable
spend
$26B1
$347B1
$220B2
Systems Integration
services spend
Internal IT
integration spend
One out of six IT dollars3 is spent on connecting applications, data & devices

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Biggest challenge: IT cannot go fast enough
7
DemandsonIT
IT delivery capacity
Time
Toda
y

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IT’s absolute imperative to change
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DemandsonIT
IT delivery capacity
Time
Toda
y

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Enabling IT to support business transformation
9
DemandsonIT
IT delivery capacity
Time
Toda
y
• Create reusable assets
• Enable the business to self-serve
• Become a composable enterprise

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Creating an environment for
change with a Center for
Enablement

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An approach to unlocking your organization
11
Mainframe FTP, Files Databases Legacy SystemsSaaS apps Web services
Central
IT
LoB
Dev/IT
App Dev
Accessibility
& Ownership
Experience Layer: Innovation and digital products
Process APIs: Agility and new value creation
System APIs: Decentralized access to core assets

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The C4E is a new operating model for IT
• It enables IT and business units to fulfill connectivity
needs through an API-led approach
• It is not a project delivery team, nor is it an ivory
tower, in the way that many Centres of Excellence
(CoEs) have become
• Its primary purpose is the enablement of project
delivery teams to leverage the platform and work in a
faster, more agile and scalable manner - whilst also
driving reuse and mass adoption
• It is an organisational way of working to drive
multi-modal / multi-speed integration
Achieving de-centralisation, federation and speed without
losing control: This is the Centre 4 Enablement (C4E)

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Business
Enablement
Business
Enablement
Business
Enablement
Local
Project
Leadership
Local
Project
Leadership
Local
Project
Leadership
Achieving de-centralisation, federation and speed without
losing control
Centre 4
Enablement
Platform Architects /
DevOps Architects /
API Architects /
API Evangelists
Platform
DevOps
Team
Project
Delivery
Teams

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Shifting the mindset
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• Federated control, sharing
with partners and those
outside IT
• Delegrating implementation
to lines of business
• Enabling self-service
• Proposing business
strategies
• Having total control over all
technology assets
• Implementing everything
• Order-taker for the business
• Reacting to business needs

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Desired Outcomes from a C4E
15
• Speeding up IT’s response to threats and opportunities - by building capabilities that
can be leveraged directly and indirectly by the different departments across the
organization.
Faster time to
market for IT
• Providing reusable assets that can be consumed by audiences outside of IT, to allow
businesses to self-serve technology projects.
Establishing a core
set of IT assets
• Reducing the delivery time for these solutions, allowing LoB IT or an Business Analyst
to configure the templates without any need for coding.
• Retaining security and governance because these templates and APIs have security
and governance built in.
Creation of APIs and
templates
• Reducing the pressure on IT to deliver every technology project, freeing up time to
work on more strategic projects.
Scaling across
partners

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Activities with the C4E - ‘Steady State’
Technology Platform
• Provide the platform to deliver an API led
approach, application and license management
and central product roadmap influence
Enablement & Evangelisation
• Persuade and evangelise APIs in the community,
coordinate training and certification, thought
leadership and feature / function awareness.
Productization
• Best practice ‘how to’ guides on how to design,
document and brand APIs. Manage the central
marketplace / store to discover and consume
APIs services, repurpose and resupply
Service Ownership
• Provision of the necessary tools, analysis and
processes to allow effective ownership and
continuous improvement
Architecture
• Thought leadership and standards to achieve API
led connectivity within the organisation
Automated Governance
• Automate governance as much possible.
Coordinate collaboration with business and IT
leadership, information security, risk and audit
Monitoring
• Provide a single view of all APIs, their endpoints,
their utilization, their parameters and their
adoption across the business
Accelerators
• Provision and ownership of core APIs, templates,
connectors and patterns with a high degree of
reusability across the business to create
synergistic value
C4E
Technology
Platform
Architecture
Automated
Governance
Accelerators
Service
Ownership
Monitoring
Enablement &
Evangelisation
Productization

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How to set up a Center for
Enablement

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The correct scope for a C4E
18
Principles:
● Be prepared to experiment, fail fast and learn from feedback
● Own Products over taking order (product > project mindset)
● Be a strategic adviser to the business, not a servant to the business
● Own the feature set and prioritise the roadmap
● Focus more on the ‘what’ and ‘why’ than the ‘when’ - take an ‘outside-in’
approach
● Focus on customers, trends, NPS, adoption of the platform
● Ensure direct involvement and input of customers (the business) in
initiatives
● Understand the business as well as the user experience of C4E customers
● C4E team is evaluated on the success and adoption of the platform itself
(KPIs)

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What’s the difference between a CoE and a C4E?
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IT as owner (CoE) IT as enabler
(C4E)
Goal Reliability Agility
Approach Waterfall, V-Model Agile, Kanban, Minimum Viable
Product
Governance Continuous, process-based Plan-driven, approval-based
Cycle Time Long (months, years) Short (days, weeks)
Sourcing Enterprise suppliers, long term
deals
Enterprise and niche,
responsive short term deals
Culture IT-centric, removed from
customer
Business-centric, close to
customer, fail fast
Talent Good at traditional projects Good at new and uncertain
projects

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Integrating C4E in the wider organization
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The five must-have capabilities for successful C4E integration:

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Roles we envision in the C4E
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Role Typical Responsibilities
C4E Developers Develop C4E assets.
C4E Analysts / Analysts Generate appropriate demand for the C4E by triaging project
requirements into priority self-serve candidates
C4E Coaches & Evangelists Evangelise and coach teams across the business to think
differently and adopt the C4E’s ways of working
API Product Owners / C4E
Asset Owners
Champion the API, engage the rest of the business to reach mass
adoption. Keep API operational and optimise through API lifecycle
(inception through to deprecation)
C4E Architect(s) Provide ‘enough’ governance over the design and operation of the
actual C4E assets. These architects could be part of a wider
community, and not just sit within the C4E.
C4E Lead / Sponsor(s) Manage the overall success of the C4E, manage operation on a
daily basis, measure ROI and performance, manage senior
stakeholder and management perception, manage budget and
funding.

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Federation of integration disciplines
Role Typical Responsibilities
Core Asset Developers Unlock the business’ data assets and initiate population of the C4E
asset base. Act as quality entry point for any incoming assets into
the C4E. Most likely within the C4E.
Application Developers Meet the business requirements for their initiatives quickly and in
the most effective, engaging way.
Drive demand and feedback into the C4E.
Integration Developers Most likely part of the C4E community, whether in Central IT, ETS
or across the business.
Meet business requirements for their initiatives. Provide a key
input into the C4E for demand generation, as well as create
reusable integration assets for other consumers.
‘Citizen Integrators’ Improve their own and their teams’ productivity by getting access
to data quickly and in a way they feel they control. Drive demand
and feedback into the C4E.
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Four Maturity Stages of the C4E
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1. C4E
Established
2. C4E Early
Adoption
3. C4E
Federated
4. C4E Mass
Adoption

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Customer Success Story

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Unilever - speeding delivery and lowering cost with
a C4E
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Unilever is one of the largest CPG companies in the world; it
owns over 400 brands and its products are available in over 190
countries.
Unilever’s IT architecture currently consists of 12,000 integration
interfaces, connecting over 1600 endpoints, and processes on
average over 1.6 million transactions per day.
The classic systematic, centralized approach could not achieve
the speed and agility the business demanded, and could not
address the growing number of mobile app and cloud service
needs.
We partnered with them to create an in-house adaptive
integration capability, which operates in a DevOps framework,
focused on self-service-oriented API connectivity and supported
by a Center for Enablement approach.

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Top Takeaways

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Top Takeaways
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● The business world is changing dramatically - if you want to be able to
compete, your IT department has to change as well.
● IT can’t change without a shift in mindset from a technology provider to a
strategic partner.
● To create a business-enabling, self-service oriented IT department with
federated control, we recommend a structure called a Center for
Enablement.
● A C4E is a transformative type of organization that offers security and
governance over technology assets while allowing the business to deliver its
own tech assets.
● Set up properly, a C4E can achieve dramatic outcomes in improving TTM
and lowering operational costs.

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Thank you