General Session IV: Third Party Integrations – Does it make sense? Aaron Hosey and Alan Minton
“Prediction is very difficult, especially about the future.” Niels Bohr, Danish physicist “If you have a choice of two things and can’t decide, take both.” Gregory Corso, American Poet “Even if you’re on the right track, you’ll get run over if you just sit there.” Will Rogers “Competition is the keen cutting edge of business, always shaving away at costs.” Henry Ford “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” Arie de Geus, Shell Oil Company
“How do I stay competitive in a hyperchanging business and technology landscape?”
The travellers of tomorrow will demand higher levels of control, comfort, security and personalization from the travel experience, and the growing sophistication of Information Technology will underpin travel providers’ ability to deliver to these expectations, transforming the customer experience from booking to baggage collection. Future Traveller Tribes 2020 - Henley Centre HeadlightVision/Amadeus
Integration
noun \,in-tÉ™-`grÄ -shÉ™n\
1 : the act or process or an instance of integrating as : a : incorporation as equals into society or an organization of individuals of different groups (as races). b : coordination of mental processes into a normal effective personality or with the individual's environment. 2 a : the operation of finding a function whose differential is known. b : the operation of solving a differential equation. (1620) merriam-webster
Islands of Automation • B2Cloud
A System of Enterprise Application
1990 Integration 1950
Systems today
1970
System
Computer
Integration
System
(Engineering)
Integration
• Cloud2Cloud
Integration Types • Partnerships
Business
• Client/Vendor • User (Cloud/Free)
• Direct
Technical
• Indirect • Mashup
Why Integrate? •
Enter new markets
•
Fill gaps in your product portfolio
Increase
•
Retain existing clients
Revenue
•
Provide a service or product at a lower cost
• • •
Not a core business function Limited resources and skill limitations Attract new prospects/clients
Decrease Cost Gather Fame
When? Only After You Know What You Are Trying To Do! Far too many integrations are driven by technology rather than business objectives. • • • • •
Cost to Return Analysis Build verse Buy Analysis Think Long Term – 3, 5 or Even More Years Have an Exit Strategy Test Assumptions
“As a general rule of thumb, when benefits are not quantified at all, assume there aren’t any” Tom DeMarco and Timothy Listner
How to Integrate Business Areas Legal &
Relationship
Finance
Model
Contracts
Define
Positioning
Financial Models
Success
Message
Privacy
Criteria
Media
Governance
Marketing
Sales
Delivery
Operations
Support
Responsibilities
Define
Responsibilities
Communication
Measurement
Communication
When Is Done
Processes &
How Are Client
Done?
Tools
Issues Resolved?
How to Integrate Technical Areas Click to add text
3
Complexity
2
Format
1
Type
Workflow Business Logic Security
XML Flat Delimited Proprietary
Web Service File Transfer SDK
Give Extra Attention To: • Use and Processing Measures • Stability and Scalability • Delivery and Support Requirements
How to Integrate Project Management 1
Plan For the New & Unknown Build “Slack” into Your Schedule
2
Is Everyone Ready? Slow Responses Cost Time
3
Take Small Steps Validate! Validate! Validate Along the Way
4
When Things Get Off Track Get Everyone Together and Regroup
How to Integrate Product Development Process
Define
Analyze
Iterate
Deploy
Design
Manage Test
Develop
Integration Evaluation Plan Task
Responsibilit y
Complete Partnership Opportunity Assessment (POA) Exec Committee reviews POA Technology Process Map (TMP) created TMP Reviewed by Partner Candidate Project Scope created* Project Scope Reviewed by Partner Candidate Product Roadmap Impact Assessment (PRIA) completed Exec Committee reviews TMP, Project Scope and PRIA Partner Agreement Presented Partner Agreement signed
CIS/Partner CIS CIS Partner CIS Partner CIS CIS CIS CIS/Partner
*includes internal resource allocation, external costs, and time requirements
Things to Think About What Good Things?
How Much Good Things?
Cost of Good Things?
Evaluation Funnel
Valuable Partnership
Great?
OCI:
Primary - Brand, Secondary - Revenue
Platform: iQCX What did we do?
•Partnership •Direct integration using web service API (Tripit proprietary) •Complex workflow •Leverages iQCX business rules
What good things did you get?
•Integration between iQCX Mail and popular itinerary tracking application •Customer satisfaction via offering in demand technology •Competitive advantage in sales presentations
OCI:
Brand
Platform: iBank What did we do?
•Partnership •Direct integration using file transfer (XML and flat delimited formats) •Simple workflow •Leverages iBank’s on-demand data output model
What good things did you get?
•Secure data transfer from iBank to flight status application •Automation of customer required task •Customer satisfaction via offering in demand technology •Competitive advantage in sales presentations
Final Thoughts 1
Integration is a powerful method to extend the reach of your business and maintain a competitive edge.
2
Have clear business outcomes before starting the project. Evaluate on revenue, cost or fame.
3
Think long term and set objective measures for success (and failure). Have an adoption AND exit plan ready just in case‌
4
Create a detailed integration plan and manage to it. But remember to build-in time for any uncertainties. Measure twice and cut once.
Questions?