At least two of the following three statements are true about Marsh: No one loves APIs more. He is a developer trapped in the body of a product guy. He hates writing bios.In the semi-random walk of Marsh's career, he has produced videogames for EA and Fox, created interactive learning environments, launched an educational non-profit organization, and fought bravely in the API wars of 2009-2018. At Google, he imagines a better future for apps and APIs.View the profile
Goals: Accelerate digital transformation by promoting developer engagement and API product strategy. Connect business agility objectives to software platform enabling R&D.Change-agent working at the intersection of developer experience, cloud tech, enterprise scale, security, and business agility. Hands-on technical leader of DevOps teams moving raw business ambition through incubation into impactful transformation. At home among the engineering challenges on the journey between Geoffrey Moore’s quadrant-1 and quadrant-2; constantly moving outward chasing the edge of the map.View the profile
About the talk
The life cycle of software and services stands in stark contrast to that of the year+ product development life cycle of a new printer or PC platform. As HP Inc. transforms itself from a legacy hardware technology company into a software- and services-savvy enterprise, software platforms and developers are at the core of the shift.
HP Inc. talks about their focus on developer experience as a central theme of their digital transformation strategy and the practical implications of pursuing a prescriptive company-wide approach, including rethinking IT and business processes, and publishing platform APIs for developers both inside the enterprise and out. HP Inc. covers how Apigee provides the system of record for APIs and powers a definitive API catalog for internal and external developer communities to provide discoverability and standardized engagement with API products.
Speakers: Marsh Gardiner, Evan Scheessele
Google Cloud Next ’20: OnAir → https://goo.gle/next2020
Subscribe to the GCP Channel → https://goo.gle/GCP
product: Apigee; fullname: Marsh Gardiner;
event: Google Cloud Next 2020; re_ty: Publish;
Hi, my name is March. Formation is a less violent way of saying software, is it in the world? It means adopting business opportunities presented by digitally Naples Francis. Transformation. Isn't this? A package? Installer is a change in how people work for change takes time. But it also snapping first the last few months at the world's face, a pandemic, Now today I'm much more likely to see my family and friends. Adapting to shifts new technologies card machine,
that made it easier to reproduce. Now, how many physical objects have did the winner faces? I can ask the Google Assistant to turn on my life, Raj door, so that it opens when I pull in the driveway. The eyes are, how these things talk to each other. When I order Groceries on my phone, apis fire off the different systems that make that happen. You can always talk to each other and today, Evan and I will be part of the simple transformation Journey. Greenway spray smell first.
Ran you build apis? You might Begin by find improve your. Internal business efficiency has four large number of developers that you never met. First developers of your customers are for internal or external or just like, any product in The Market Place, those apis need to be discovered learned about and adopted. Bird with a developer portal. As a storefront crazy eyes. This is where you were building. A great experience. Makes onboarding easy. People get through to their first all the way along my journey when they have problems.
Monetizing your apis. That's one part of it. Listen to be invaluable to developers. You guys have to be discoverable. Got to go out and buy the transformation is part of what is p is 567 + 1. Play compared to over to Evan's, really appreciate the opportunity to speak Google's invitation, and about this topic that we both share so much. Enthusiasm for myself for about 20 years and in my space is developer engagement and API strategy. Generally work in digital transformation. In fact, I work in our office of digital transformation and transformation organization.
Today, I'm going to talk about what this journey has been like, for us and would not a dumb journey is underway. There's a lot. We been learning. And that means that there have been course, Corrections along the way. And that's an important aspect that I really want to have come through specifically though. Is a few points. I just want to make sure that you are attending to and that you take away by the end of this. This brief Stephen like Marsh said apis aren't projects their products and there's a rich embodiment of that that while we really
learned to embrace it, absolutely but as an enabler of this product life cycle, There's a market place in play here that involves developers, and it might not be what you think. And developer experience is a thing, it's an important frame to moving in a digital Direction and working with apis and developers in creating that value. That enterprises seek to unlock. Now that sounds like a interesting story coming from HPI, we're hardware company. Right? Back in the thirties. We got started Bill Hewlett-Packard
going to the origins of Silicon Valley. In fact, the first garage if you ever heard of a startup in a garage, the first Silicon Valley garage where our Founders starting a company, and selling their first product, that gray box there to Disney to make Fantasia and constant adaptation and adjustments to their their product. Thinking along the way, what you see here, and you were known for computers and printers now. But on the screen. These are oscilloscopes and calculators and a wristwatch, it's a company that really does embrace our motto. Keep Reinventing. And that's been
essential to our movement into digital, and I accelerating this direction the last ten or so years. What we are today a lot of business minded. People think about HP is the PC maker in and sell more PCS in any other company on Earth, July 2020. Just last month, we held the number one position. And we obviously most folks know that we have a huge printing business from that fill factories to 3D printing. That printing business is essentially based on this idea of placing Hardware So that we can have us supplies Revenue stream. Kind of like the the
classic business school at razors and Blades model, right? You saw the razor so that you can get that annuity stream of revenue from selling the blades or often, I think also. The coffee maker on the coffee pods is very similar place in Printers. So that that ink sales happens and what's great about of courses. We, we believe we do make an important contribution to society in this face because our content is physical HB. Makes, you know, the, the online experience a little more when you can print a photo and likewise were moving
in directions. Investing heavily Beyond just simply a classic printing. In some cases, we sell ink by the thousands and we saw a materials for 3D printing in. Our nation 3D printing business, in the industrial side. A lot of growth there in this against physical content space. Without placing units and a lot of Revenue in a lot of business. The oldest is great but this is a stopper talk, right? What does any of this have to do with software important foundation for our
direction? We're heading, now Tad software in mind for decades. We've even packaged software with our devices. We had to write device drivers with operating system, Partners often do software was seen as an accessory to be included in the box at the lowest possible expense. Just in this essity, that wasn't Central to the value. Proposition of a printer's IP seasons and such It's got to evolve from there. Where were coming from? Is this old model, right? This idea that there's a factory in, on
the inside, we invent things, we make them that, we shut them out the door to the outside world, your marketing brings it to Market and I we have a direct or indirect your channel sales, classic Antiquated, physical Hardware, industrial model, So we're learning to add software as a as a principal to this model. Right? Was at another dimension and keep that Hardware side, right? We're still a mechanical engineering, strong manufacturing company. If we think of software as its own peace to this equation,
you know, now we can think of the in the factory or back office offer Investments, which are essential to a multinational company like ours. But also there's the outside software, like going to Market with software having digital businesses Cloud, modern 2020 approach to a building and growing businesses based on software. How do you make it real? Well, we start with our foundation. We have our Hardware placed all around the world from small to large consumer. Commercial industrial, how do we grow these
digital businesses and the software motions on top of it? Well, it starts with extensibility, right? How are we going to Bring new Value Hardware and that means partnering, right? Who's going to use those extensions? Who's going to participate with us at our business partners? Those are the developers developers to create these new experiences to address this market and ultimately, what do those developers need? What do they consume in our friend, the API.
So this is been one of our years past Epiphany. So I really getting our head wrapped around 8 p.m. just integration Necessities, like, a new supplier needs to be able to submit an invoice. And so they have to call an API to get paid or something. No, it's it's about sums and creating new value in the business motion. So, really? We recently gotten our hands around the the fundamental value, proposition of apis, and so weird. Really work with that. In fact, we, we started to adopt a mindset of Builders
apis, Place, those apis and they'll create value, classic Inc, Revenue, stream of replacing printers, and seeing their usage. Create Revenue through supplies consumption. Well, let's manage that. If it's going to be that fundamental of that critical, then we're going to learn about apis and ensure we have structure to manage and control and am really run them. So this is how we came to start working with apogee and apogee, Google in our work is that this is imperative to ensure that we have
a strategy. Your management is essential, right? These assets are two important and we did our research. We really came to find that the Effigies Enterprise Savvy data model and structure for Federation and security authentication. A lot of great features that map to our kind of enterprise-scale complexity, really important work to get her arms all wrapped around the a pain management space and it is going to classic back-office muscle that we had like, we need a new jarppi, we know how to bring that
and bring it up to speed to serve our business management. Same kind of motion, research adopt, build out that capability. And the outside world tells is this is an appropriate motion, yours Gartner's view of Enterprise or digital business landscape platform thinking like a robust HOA management. Sweet is a software platform, not just a tool, you use wire in. And where does it fit on a landscape? Where it came in? In the developer portal components go whether it's customer-facing or its internal or partner facing ride like that, that's the side of this landscape that
were operating in. It was reassuring to see that new Enterprise business strategy strict strategist. And then deep thinkers are, are putting this work as a major facet of our, our go forward investment investment in. Understanding the data modeling. How do we structure our thinking around 8 p.m. Management in? Obviously she is a product Foundation but it's got this organization. All our data model structure that for a non-trivial Enterprise, you have to do that appropriately and make it fit into your organization to landscape. The
deeper in the date of model. There's all these other elements that serve an important purpose and allow us to toward getting the most value out of the management platform observability in in Security Essential pieces. But then what we've learned as we've been doing this for the last five years. Now, we learn that this wasn't necessarily the goal right at Neo rolling this out and inform our work in operations, work, and ensuring the controls are in place
was necessary, but wasn't our final objective. Something's missing their and our developers, our own internal developers, kind of remind us of this. And that is this idea that I mentioned that really there's a product management and what if there's a product that means there's a customer. And if there's a customer, there's a customer experience, experience matters. No matter what, back-office it process, or HR, process or anything. There's always a relationship and there's an experienced. Recently started internalized to thinking that management is a
foundation, on which we build a product value proposition, and that the API, is the product not just a managed. Element of our our model of our, our operations Innovations. So we moved a pain management. Now, is this foundational enabler? It's like this, you know, well-built Road on which Commerce can run. On that. Now we can build software development, standards and process automation pipelines that will ensure consistent software projects and services and then is the real
work of product management the full cycle from birth, to getting it out in front of customers, to iterating to even sunsetting product. This is our new frame. The API isn't the tip of that pyramid, really? It's the product that has those relationships rolled up in it. so, it's about relationships about relationships with developers, and That means that this original work of understanding of the data model remains in place, but we learn to start shifting, our Focus to another dimension, right? Lately, it's going up in the business model stacked into seeing those relationships
and measuring the engagement with the product. I were thinking about the product end of the value is creating. This is a graph that is fundamentally different view on the work. This is about the relationships between different kinds of developers and the API is in the product embodiment of those apis. But also the run time in real-time nature of apis, and we've even learn to embrace that developers come in different types. There's the developers who make your API in the developers who consumed, and they have different kinds of relationships in
different stages of life cycles. Reliability and security remain essential, right? The run time remains essential, but our focus is now or maybe our site lion has shifted to better see how the values really created by this work. Isn't this developer relations? Were in a sense? Yes, we're in reaching our platform thinking with a concept of relationships and developers experience with the product. As a first-order concern, there is a classic value chain view that might be familiar to some of you, this is a is a reflection of Japanese original, the digital value chain, where we've
got users, who can see apps built by developers who consumed the API? That is offered by these Publishers and what we were doing now. And how we're investing our energy looking at this face from 20. Going forward is really looking at a couple of different developer Journeys. There's the consumer developer journey and there's this publisher side, the Creator side, they're developer experience each but they're all so different and this is is A different step or a different element entirely of working with apis and thinking about, just publish apis. And the value is inherent,
right? We're no longer just thinking about shipping to ship a printer hardware. And If there would be the value inherent in, that I were thinking about the actions of these consumers of these Publishers as being the, the measured value is happening there. In fact, there's a gap in this diagram. That is the missing piece, and it's where they find each other and it works. The classic business school concept of where suppliers and consumers, find each other with some Marketplace. I use the word Marketplace very generally.
We're always thinking in terms of a developer portal more or less, but it's a Marketplace of ideas is what I've learned to adopt as a philosophy for. Why the portal serves the features it has and how you measure a success? It isn't up time. It isn't just a performance of your page abused in such, it our consumers, finding what they're looking for and unlocking value from a cow. Log of assets published by our developer Community. If he's going to offer apis, we need to offer apis that our products
would unlock value and they only matter. Even the best API product doesn't matter. Unless it's consumed by somebody who is yo, having that are, you raise is experiencing it and solving their problems. So really puts in perspective, the portal work, right, why? Why does this portal fit into this equation? It's because that's where these two communities can meet each other in a credible like believable marketplace, where my participating Community finds what we're doing. Also beyond the
portal, is just a place for Discovery. We're also learning that it unlocks Insight through instrumentation Analytics. Happens throughout the digital value chain. But at the portal where products are being published an iterated and our internal and external partners are finding them, evaluating them and choosing and engaging with our apis are there's Rich analytics that come out of that, that better inform how well the five forms working and what further Investments are needed. So looking forward simplifying, our our
energy here, we're putting energy into that Discovery and engagement parts of portal. Not just as again it up a web platform. But as a place for both the consumers and the Publishers to efficiently and confidently perform their work right. Either searching for finding an in getting on with life using some a p. I r s d k but also the Publishers who need to know that this is how the catalog works. This is the ultimate catalog where I want my work to be discovered on and is efficiently and as consistent and securely as possible. On the other side we think about the
developers in community, we have to invest in their resources for Q&A and consistent standards and topic tag in between things for that search works. Good. Solid answers are always available on how to run and be a successful developer in our company. Sisal fabric is analytics. It's understanding really what connects all these experiences. We can instrumental a lot of our digital tool, change your code pipelines and API run times and even web analytics on the
portal together. Creating a really rich graph that better illuminates how well we are. Addressing our customers are Developer Partners needs So the takeaway is it's a journey and it's not about anyone angle, but it is about being willing to reinvent how you think about your partners. Think about opening interfaces. Think about eight guys, as products, there's a whole life cycle in apis, that recently has come to light for us on how to invest in it as from end to end and management. Absolutely
essential apogee has been a powerful enabler for us to meet our needs for management, but now we're also seeing how it further extend that value into the product life cycle. Developers need a Marketplace for their ideas. Whether you're looking for something or you're looking to ensure your work is discoverable and the best way to understand those developers needs and requirements and expectations is what we called developer experience. It supports all of those different developer Journeys and it's the right product frame of mind for thinking about unlocking,
your your Enterprises ultimate value As you move from Hardware or whatever, Legacy business structure to really services that build on top of your foundations and help you move forward and compete. And was that. Thank you very much again Marsh for the invite and if you have any questions you can reach out to me at 7 at hp.com, is there a great walk through that?
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