| |JANUARY 202519CIOReviewCXO INSIGHTSBy Allen Shacklock, Executive Director (VP) Cloud, Data, BI, & AI Technology, The Depository Trust & Clearing CorporationStrategy for Integrating Cloud Technologies into the Enterprise ArchitectureThank you. Over the past ten years, DTCC has been leveraging the public cloud for different initiatives and workloads. This brought varying levels of success and challenges during that time period. When I joined two years ago, I was asked how we get more of the benefits from the public cloud that were promised. Primarily, DTCC wanted to see improvements to the speed of delivery, increase flexibility, manage costs effectively, and easy access to innovation. As I learned the landscape of the current state, there were a few things that began to come to light. While DTCC was a pioneer in leveraging public cloud starting a decade ago, there were gaps in how it evolved. The public cloud, primarily the use of AWS, was implemented similarly to a data center and federated across many technology teams. While the model of implementing cloud technology as a project or program got things moving, it did not keep it evolving. In order to deliver on all the promises of cloud computing, we had to think differently about how we addressed what was holding us back from getting the results we wanted. We introduced the Cloud Center for Enablement (CC4E). This organization was to bring all those federated technologies together under one umbrella to deliver a platform. The CC4E would not only re-introduce the public cloud but also how we consume it. This new team takes responsibility for running the cloud like a business, focused on creating products holistically from product management to operations, with the goal of making the developer experience as seamless as possible to use public cloud technologies. If we can remove the toil management, manual processes, and handoffs to create automated, secure consumable products, this allows development teams to own more without dependency on technology teams. With that in mind, we went to work to align skills and redesign the public cloud (AWS) to meet the latest best practices in what we call AWS as a Platform. The structure of the organization is one part of the strategy to ensure we can execute the goals of the company. Now that the structure is in place, DTCC is looking to leverage the public cloud for Regulation Systems Compliance and Integrity (Reg SCI) workloads. Working closely with our regulators to meet strict resiliency and security controls, DTCC will move the financial markets forward into the public cloud. Once we are able to comfortably put the most critical workloads in public loud, it allows us to create new and exciting offerings while leveraging the innovations that come with the technology. This will transform the financial markets as DTCC offers a more seamless experience for our clients and potentially changes the way financial data is shared or consumed. Challenges during the Adoption of Agile That Current Services Are Unable to SolveLike many others going through transformation, the term Agile is used extensively. However, the challenge is ensuring that the term means the same for everyone. As a technology leader for over 20 years, I have learned that any transformation falls down without a shared understanding of the goals, terminology, and blueprint. Everyone needs to know the why: we are doing something, and things may not be broken, but that doesn't mean they shouldn't change or adapt. Traditional practices with handoffs, delays, and unrealized return on investments could be solved by better alignment of resources, technologies, and processes. As we began to think about platforms as products to focus on being more client-centric, the introduction of the CC4E gave us an opportunity to think differently about how we deliver services. An agile operating model allows us to INCORPORATING CLOUD TECHNOLOGIES INTO ENTERPRISE ARCHITECTURE
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