If you’ve taken a trip in the past 30 years, then you’ve probably used Amadeus technology. Our solutions connect over 1.5 billion travellers every year to the journeys they want, linking them via travel agents, search engines, and tour operators to over 700 airlines, 110 airports, 580,000 hotel properties, 40 car rental companies, 90 railways, and more.

In 2016, over 595 million total travel agency bookings were processed using the Amadeus distribution platform. In addition, over 175 Amadeus airline customers processed over 1.3 billion passengers using Amadeus’ Passenger Service Systems. We combine an understanding of how people travel with the development of the most complex, trusted, critical systems our customers need.

A platform for scalability and speed

In today’s crowded travel marketplace, our customers want IT solutions that can scale up to match their complex needs—whether this includes solving the challenge of ever increasing flight search volumes, delivering flight search results in milliseconds, or enabling “pop-up” check-in and bag drop from anywhere.

Amadeus operates at large scale with hundreds of thousands of transactions processed per second to deliver mission-critical services in travel. Having a scalable and secure platform is essential to continue driving solutions for our customers, and Apigee’s API management platform fulfills this objective.

At the same time, our customers also want solutions that can adapt quickly with new features and upgrades. We’re talking days, not weeks or months. Apigee provides on-premise gateways to securely expose our APIs to our customers. These can be scaled to deliver our APIs according to our business needs. Apigee’s great capacity to create rock-solid API infrastructure gives us more freedom to focus on the architectural details of the technology we create for the travel industry.

A platform for collaboration

In the fast-paced and competitive travel industry, our customers hunger for new ways of doing things. This hunger can only be met with an open and collaborative approach across the sector.

That’s why we use an open systems architecture that offers SOAP/XML and REST/JSON formatting to be entirely platform neutral. It is totally independent of language and application frameworks, making implementation fast and efficient.

But as the number of customers using our APIs grows, so does the need to shorten the time to deploy our applications to market and evolve our API strategy.

The Apigee platform is key here. For one thing, it’s always up to date with constantly evolving industry standards, in particular with security standards like OAuth.

The platform also forms the backbone for the web app development cycle for Amadeus and our customers to jointly build applications and release them in production. Ultimately, by integrating Apigee’s control plane seamlessly with our APIs, we are able to foster fully automated operations.

A platform for visibility

Understanding how our APIs are consumed is also key for us and our customers. With Apigee we are able to see this and provide them with a detailed view of API analytics. In this big data era, knowing the number of transactions, response times on APIs, or the page travellers are spending the most time on with a mobile app could be invaluable to make the informed decisions that help us maintain an edge over competitors. This also serves as a great feedback tool to closely monitor where the industry is heading.

As a leader in travel technology, we’re committed to open systems. That’s why Amadeus also works with Kubernetes. We have a strong partnership with Red Hat through its OpenShift platform, which is based on Kubernetes. Amadeus Cloud Services works with this open-source system and enables us to use automated cloud methods to deploy our services in a flexible mix of private and public clouds.

We’re excited to collaborate with players like Google and Apigee, because together we can pave the way for technology that makes better journeys and creates value for our customers, travelers, and society.

Olivier Richaud is senior manager, API management & web services, technology platforms & engineering, at Amadeus. Xavier Gardien is head of portfolio and product management, technology platforms & engineering, at Amadeus.

ANZ Bank is one of Australia’s top four banks and the largest bank in New Zealand by market capitalization. Headquartered in Melbourne, Victoria, we operate in more than 32 markets across Australia, New Zealand, Asia, Pacific, Europe, America and the Middle East. Our Payment team deals with all payment transaction types by providing highly secure, mission critical payment services to retail, institutional and international customers. The core payment platform is based on microservices architecture to support discreet payment processing requirements such as continuous volume growth, industry service level agreement (SLA) and complex payment orchestration and more. The API platform leverages APIs to perform specific business functions under the payment orchestration layer, which need to be resilient, scalable and heavy on security controls.

Simplifying our technology landscape

At ANZ, our mission is to improve the financial wellbeing and sustainability of our customers through reliable payment services. Over the past 12 months, we looked to simplify our technology landscape, to free up time so we could focus on implementing more customer-focused banking services. We needed an API management solution that would align to our API-first strategy, while also maintaining our high performance, security, and regulatory standards.

Specifically, the solution needed to:

• Simplify channel interactions with our platform;
• Improve developer experience and enable self-service;
• Ensure resilient fault tolerance;
• Improve our payment API security posture;
• Enable API-first digital enablement for both our internal and external payments customers;
• Have a scalable and transparent pricing model that ensured sustainable API programme growth.
  

Core focus on security and compliance

To meet our security and regulatory compliance standards an API solution would need to offer functionality including:

• Providing coarse-grained and fine-grained authorization and domain specific entitlements for API requests;
• Bundling APIs based on the nature of the channel;
• Integrating easily with established identity providers;
• Establishing patterns for connecting trusted upstream and downstream systems;
• Providing support for the industry standard OAuth 2.0 authorization protocol as per enterprise security standards.

We reviewed Apigee against other API management solutions and gateways, and determined it was the best fit for our needs. Not only did Apigee deliver on all our mission-critical requirements, but it also provided strong ease of use, feature-completeness and support for multiple coding languages.

Enabling smooth developer onboarding, processes and troubleshooting

Using Apigee has greatly improved developer onboarding and reduced the tedious steps involved in knowledge transfer and upskilling. The platform is easy for developers to use, and is backed by great documentation and video resources. These resources provide clear guidance about how to execute certain processes and troubleshoot as needed.

Overall, Apigee has delivered the features we need to manage the publication and consumption of APIs efficiently. We are now running eighteen APIs in production, including two APIs that enable payments through connection to our transaction database, and others that enable supporting services in the payment services platform team.

Our engineers and testers have found it easy to use the interface and Apigee API Management to deploy and test proxies. In addition, out of the box policies allow for fine-grained access control to handle and build proxies of varying degrees of complexity. These policies allow us to control security, manage traffic, mediate transformations and implement custom functionality via scripts.

We can now implement our fine-grained entitlement-based access control requirements, onboard new customers to the cloud and streamline payment channel onboarding. With Apigee, we are also integrating with other API management tools at the bank, in part to enable self-service for API providers and consumers by building a developer portal.

Thanks to Apigee, we are well positioned to adopt a decentralized API team model that will see different teams within payments and beyond create APIs, and ramp up to full production of our API-centric model in the near future. This is a key component of the bank’s broader cloud and API-first strategy that is designed to help ANZ become a more agile and adaptive technology organization. With the right components in place, can we help ANZ create opportunities and propositions that colleagues and customers love, ultimately helping ANZ realize its vision across Australia, New Zealand and international markets.

It has been seven years since Marc Andreesen’s famous article “Why Software is Eating the World” was published in the Wall Street Journal, and given the slow pace of change in many companies, some executives still may not be taking the threat of being “eaten” seriously enough. 

Software, and platform business models based on software, have the potential to deliver powerful economic forces into virtually any company or industry. Every company has valuable assets—such as data, expertise or access to certain services or user bases—and most of these assets can be delivered via software. Once an asset is expressed as software in a modern way—that is, as an application programming interface (API)—it can be combined with other software to create new applications and digital experiences.

Benefits of this approach, just to name a few, include near-zero marginal cost to scale up APIs for new users or use cases; global reach for both partners using APIs and end users consuming the digital experiences those APIs power; and network effects triggered as more partners use a given company’s digital assets and spread its services into new markets and use cases.

Disruption by software-powered business models

In the last two decades we’ve seen individual companies and entire industries upended by these kinds of software-powered business models. Examples abound: Amazon and the retail industry, Netflix and movie rentals, Uber and ride hailing, Airbnb and hotels, etc. We’ve reached the point that these companies’ names have become verbs synonymous with being “eaten” by software (e.g., “Amazoned” or “Netflixed”).

The most famous examples of digital disruption involve digital natives, of course, but legacy businesses are leveraging software to evolve too. Brazilian retailer Magazine Luiza—a company I’ve worked with through my employer, Google Cloud’s Apigee team—has enjoyed enormous revenue growth and seen its stock soar, for example, as it has built out its digital platform capabilities and transitioned from a primarily brick-and-mortar model to an omnichannel one. The point is, whether a company has been in business five decades, five years or five months, software remains ravenous and is always looking for new companies and industries to “eat.”

Change in the face of serious threats

Facing this threat, how should corporate leadership respond? There are some excellent examples of CEOs who have galvanized their companies and led them through the massive, gut-wrenching change required to pivot in the face of a serious threat. A few of the biggest examples include: 

• In 1995, it became apparent to Microsoft co-founder and then-CEO Bill Gates that the internet was “the most important single development to come along since the IBM PC,” and, if not embraced in haste, a threat to many of Microsoft’s businesses. In May of that year he published the “The Internet Tidal Wave” memo and focused all of Microsoft on adopting and building for the internet. Almost 20 years later, current Microsoft CEO Satya Nadella similarly made the bold decision to redirect the company for a cloud-first world. 

• Facebook went public at $38 per share in May of 2012 but within months, stocks could be had for a little over half that. The concern? Facebook was a desktop-optimized website without a polished mobile presence, and by 2012, consumer attention had begun to accelerate towards mobile at a much higher rate than many initially predicted.  Facebook CEO Mark Zuckerberg reacted by not only proclaiming Facebook a mobile-first company, but also backing up that proclamation with action.  

• Turning to another company I’ve worked with via Apigee, T-Mobile launched its highly visible “Uncarrier” campaign—which offers streamlined, customer-friendly plans and services—while also investing in and executing a new IT vision dedicated to ongoing digital transformation. T-Mobile execs have credited the technology effort, spearheaded by CEO John Legere, with helping the company to introduce new services and better service customers. T-Mobile’s market cap has more than doubled since Legere took over in 2012.  

Keeping pace with changing customer needs

In the face of an existential threat, strong executive leadership is required to pivot the company to safety, as these examples attest. Digital transformationisn’t about deploying new technologies just to make an existing approach more efficient or to add a few new apps or features to the status quo; digital transformation is about keeping pace with changing customer needs by leveraging software platforms to continuously evolve how the business operates. This can be akin to turning an enormous ship—and a ship can’t turn very well without her captain, first mate, and other leaders showing the way.  

Research supports this. A recent Deloitte survey, for example, found that over “80 percent of respondents from digitally maturing organizations say their leaders have sufficient knowledge and ability to lead the company’s digital strategy,” compared to only “22 percent of early-stage business respondents [who] have the same belief.” Similarly, Gartner research finds that CEOs are seeking a “deeper understanding of digital business” as they shift their focus from growth in general to how technology helps them attain it.  

More recently, the onslaught of software devouring the world has been further accelerated by machine learning making everything smarter, voice interfaces changing how people interact with devices, and more. To keep pace, corporate leaders need to galvanize their companies to build and deploy software faster, make systems and data easily accessible inside and outside their companies, and improve digital experiences through not only machine learning but also constant data-driven iteration. 

Seven years after Andreesen’s editorial, the pace of digital disruption is still increasing, and so is the need for strong leadership to pivot fully into digital. Over half of the Fortune 500 has been acquired, merged or declared bankruptcy since 2000—and the companies that survive in coming years won’t be those whose leaders treat technology as an IT concern rather than a core part of the business.