Apps play a critical role in an ever-expanding range of healthcare services, as patients and providers increasingly expect streamlined, engaging digital experiences. This means that IT must become faster, more agile, and free from the constraints of everyday infrastructure management.

At Cardinal Health, we are continuously enhancing our technology to empower innovators across our organization as they strive to build connections across the continuum of care. Through our efforts, we have adopted a continuous integration and continuous delivery (CI/CD) pipeline that powers breakthroughs and drives innovation. Our CI/CID pipelines use a combination of Cloud Build for foundational elements, as well as our internal DevSecOps platform, NitroDX, to deploy our application workloads built on Google Cloud.

This CI/CD pipeline powered the development of our Pharmacy Marketing Advantage (PMA) Commerce, which was built from the ground up on Google Kubernetes Engine (GKE), to provide independent pharmacists with a digital platform that expands online shopping capabilities for patients by offering more than 11,000 over-the-counter products. We also replatformed our Order Express tool, which is a simple, reliable web ordering application for independent pharmacists, from on-prem to Google Compute Engine and GKE, which allowed us to shift from quarterly releases to weekly on-demand releases.

Our application teams work in close alignment with our product teams and handle everything from basic software updates to more advanced cloud-native app development. We place tremendous value on our ability to empower our application teams, and we invest in tools and technologies to make them as efficient and successful as possible.

As part of our efforts to optimize applications and deliver engaging digital experiences for our customers and their patients, we saw the value of rethinking our approach to storage and overall IT administration. Working with the NetApp Cloud Volume Service (CVS), a fully managed storage service, and Google Cloud, we fundamentally changed our IT capabilities.

Accelerating app development

As a cloud-first company, Cardinal Health has embraced a managed approach to IT provisioning in many areas. When we offload responsibilities like infrastructure maintenance, patching, and updates, we enable our developers to focus on continuous innovations that directly impact the quality of patient and provider experiences.

We’ve made measurable progress in automating our CI/CD pipelines to simplify provisioning Virtual Machines (VMs), managing firewall rules, launching Google Cloud projects, and more. Our NitroDx platform also significantly reduced development time from weeks to minutes, improving the software delivery process and accelerating digital transformation.

Google Cloud is our primary cloud services vendor and has removed much of the heavy lifting related to server provisioning, firmware patches, and similar tasks. We rely on a mix of Google Cloud services, including Compute Engine, GKE, BigQuery, and Vertex AI to deliver patient-centric solutions. We also work closely with partners like NetApp to improve our storage management at a much greater scale and more efficiently than we could do on our own.

By using a combination of NetApp and Google Cloud solutions, we’ve been able to decouple storage from our underlying infrastructure to make better use of our resources and accelerate app development. When running on-prem, shared storage proved to be a time and resource drain.

If an application needed shared storage in our legacy on-prem environment, we had to communicate the requirements to an engineer and create a change control. And even then, if all staff and funding were in place to support the change, it would take weeks to complete. This held up projects and delayed our time to market.

We quickly overcame this challenge with NetApp CVS. Through this tool, we can delegate permissions directly within a teams’ Google Cloud project, allowing them to administer their own shared volumes. This translates to on-demand shared storage without operational complexities or the need for dedicated teams to manage it.

We were an early adopter of NetApp CVS, and we’re happy to have made that decision. In addition to cost savings and faster time-to-market, we can now provide our staff with more professional development opportunities. The team members who made up the dedicated storage team now work across the cloud organization, focused on innovation and enablement rather than maintenance.

A stronger foundation for developers to stand on

We constantly work to fill gaps at any point in the developer experience. Containerizing our apps and deploying to GKE has been a major part of this process, driving efficiencies through consolidation and improving our processes to keep our operating systems patched, updated and maintained.

In the past, it was also difficult for us to get reproducible or CI/CD pipelines into our application spaces. Now, we make things easier for application teams as we can provide a CI/CD pipeline for the containers themselves, automating more of the underlying technology to keep developers moving forward.

As we shift more traditional virtual machine (VM) workloads into GKE and leverage NetApp CVS for shared storage, our developers can more easily plug into file-based services. This further accelerates app development and deployments and fuels a more easily managed, efficient CI/CD framework focused on value, not system maintenance.

Smart, data-driven decisions

We’ve been impressed by how quickly we can aggregate data, analyze it, and uncover insights with BigQuery, Vertex AI, and Dataproc — at a speed that would not have been possible without Google Cloud. Vertex AI pipelines helped us automate and standardize our ML operations so data scientists can focus on innovating code vs. managing deployments. This allowed us to make improvements in areas such as more accurately predicting market demand and providing more relevant product recommendations to our customers.

To date, Google Cloud has collaborated with us on many projects, giving us access to early-release products, listening to our needs, and applying our feedback to their product development. Likewise, NetApp continues to work closely with us to expand what is possible with NetApp CVS, particularly with the types of data we can store and the ability to manage it easily.

It’s an excellent partnership, and our work with Google Cloud and NetApp helps us redefine the possibilities of app modernization in healthcare. We can continue to push boundaries of speed, agility, and success of CI/CD pipelines. It’s exciting to see what we are accomplishing today and what we’ll do in the future to constantly improve our customer’s digital experience.

Learn how integrated solutions with NetApp on Google Cloud can help you unlock the full potential of your data.

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.  

We’re excited to announce that Spring Cloud GCP version 4.0 is now generally available! In this post, we’ll be describing what the new major version has to offer, and demonstrating the process of using the migration guide on one of our reference architectures, Bank of Anthos.

What’s new?

With this release, Spring Cloud GCP officially supports Spring Boot 3.x. However, this migration involves a number of breaking changes as outlined in the migration guide. The full list of changes made is available on Github, but the one of the most significant differences is that Java 17 is now a minimum requirement.

Another notable feature of this release is the addition of starter artifacts – Spring Boot starters for Google Cloud – that provide dependencies and auto-configurations for 80+ Google Client libraries. Just as the name suggests, these starters can serve as helpful starting points when working with a new client library. For now, they’re in preview. 

These starters are not included in the BOM by default and need to be added as a dependency to your project before they can be used. For example, if you wanted to get started with Cloud Text-to-Speech, you would include the following:

<dependency>
    <groupId>com.google.cloud</groupId>
    <artifactId>google-cloud-texttospeech-spring-starter</artifactId>
    <version>4.0.0-preview</version>
  </dependency>

The upgrade process

We prepared a migration guide to help answer any questions involved with moving from 3.x to 4.x.  Let’s follow those instructions to migrate Bank of Anthos.

We’ll start by cloning and building the application before the upgrade, according to the quickstart and development guide:

PROJECT_ID=<YOUR-PROJECT-ID>
gcloud services enable container --project ${PROJECT_ID}

git clone https://github.com/GoogleCloudPlatform/bank-of-anthos.git
cd bank-of-anthos/

gcloud services enable container.googleapis.com monitoring.googleapis.com \
  --project ${PROJECT_ID}

REGION=us-central1
gcloud container clusters create-auto bank-of-anthos \
  --project=${PROJECT_ID} --region=${REGION}

gcloud container clusters get-credentials bank-of-anthos \
  --project=${PROJECT_ID} --region=${REGION}

skaffold run --default-repo=gcr.io/${PROJECT_ID}/bank-of-anthos

At the end of this, you should see a “deployment stabilized” message:

Deployments stabilized in 9.657 seconds

With the environment set up for development, we’re ready to move on to the actual migration. The migration is already complete at time of writing, but here’s the full list of changes made:

• We began by checking the current Java, Spring Boot and Spring Cloud GCP versions.
  • Our Java version is okay, but the other two are out of date, and will need to be updated.
    We can also add the Spring Cloud GCP BOM to manage our versions going forward while we’re here.
• Then, in no particular order, we can make the following code changes:
  • Remove the explicit type declarations from our ResponseEntity instantiations.
  • Replace all javax.* imports with Jakarta.* counterparts, since Spring 3.0 makes use of Jakarta EE 9.0

With those changes in place, the app is upgraded and ready to re-deploy!

Live example

For a finished example of this migration, check out the Bank of Anthos repository on Github. It’s an excellent sample application that showcases a polyglot Java & Python app, served on Kubernetes and Google Cloud. All CI/CD and configurations are open source, so it may be instructive as you approach this migration.

Thanks for reading, and feel free to provide comments or feedback on Twitter, or in the issues section of the repository.

Financing digital transformation poses a significant problem for many enterprises we work with. It’s not because the C-suite doesn’t support it: the need to become more agile, digital, and data-driven is nearly ubiquitous in executive public pronouncements. But most large organizations look at IT investment in a way that’s ineffective for a successful digital transformation effort.  

A varied combination of  factors affect an organization’s success in the digital ecosystem, and a lack of alignment between IT and business leaders can hamper even the most digitally sophisticated organizations. Empirical research by the Apigee Institute shows clear evidence that a solid digital transformation effort, aligned across business and marketing, whose progress is carefully tied to core enterprise metrics, must be supported by an investment strategy that uses a “real options” portfolio approach.

Let’s explore ways to think about funding digital transformation.

Planning for the Unimaginable

Common IT investment strategies are focused on straight-line net present value (NPV) business case calculations, which emphasize linear solutions and impacts. These methods ignore the value of enabling a range of options and potential future use cases, which an API program, with its reusable, highly consumable digital assets, makes available for the enterprise. In addition, these methods often ignore the value of the new categories of business data generated by such programs, as well as business capabilities that were impossible to imagine before the capabilities came online.

One media company we’re working with was astounded by a project that now makes key sales provisioning available to large distribution partners within two months, when previous estimates predicted two years and many millions of dollars, each.

More importantly, that functionality will now be reused across all of their numerous current partners and sales channels, and is enabling exciting new partnerships that were too costly before. This functionality was an unexpected by-product of their original API effort—it wasn’t even the main focus of the initial project.  

There was no way that the impact of this capability or its implications on new business could have been predicted at the outset, and no way to formally model the outsized impact this functionality will have on the enterprise. Any attempts to do so would have been deemed ludicrous.

Breaking from the Status Quo

So how do you fund an API-driven digital transformation, which by nature emphasizes speed and optionality to unlock new ways of doing business, instead of the business-as-usual single-use, point-to-point integrations that perpetuate status quo thinking? For a world where the latter is the dominant paradigm and you don’t have a clear C-level mandate, here are three suggestions.

1.  Enable your web/e-commerce teams. Many such teams find their responsibilities expanded to include mobile, kiosk, and many other digital initiatives, while being trapped in the traditional web server, do-it-yourself paradigm. These teams are actually quite open to technology, and often harbour weekend hackers who love to explore the new capabilities that are expanding the digital ecosystem at light speed. Tapping this passion by funding new approaches and quickly realizing immediate projects can create first the technical, and then the business proof points that resonate with a strategy team. These capabilities must be nurtured to move out of the lab into production, where real results are created.  

2. Focus on partnerships. Opening and accelerating  your relationships with partners via APIs (read more about partner API initiatives here) is high-impact and relatively easy to model. This business area can prove out an API platform, and in our experience creates clear business value that can support future justifications for other business units. What’s best about these wins is that sales operations groups are typically very tactical and demanding, so when they see the value, these groups will send a message to the rest of the organization that APIs have business value. Further, your enterprise’s core partnerships have the focus of executive attention. Adding value here will elevate the stature of the API program in the C-suite.

3. Work on your CFO/financial organization. Using your successes in e-commerce and partnerships, you can propose a more robust investment using a real options approach that leads to treatment of APIs as products. This path is predicated on what research has proven to work: the adoption of a digital KPI target, coupled with a portfolio of programs whose net result is to achieve the target KPI.  

Building Toward the Big Vision

But what about the visions of ground-breaking business models, ubiquitous connectivity, and enablement of an ever-shifting set of opportunities on big platforms and with unlimited partnership possibilities? Yes, these are still the endpoints to work toward, and fundamentally comprise the strategic reasons to embark on a digital transformation. If your enterprise has the C-Level leadership (in the form of a CDO or CDO-like figure), supported by a well-funded, sophisticated investment approach, by all means, build that new world now.

However, should that vision be shared only within your business unit, a forward-thinking IT group, or a dedicated innovation team, the most important thing to do is to build your team’s capability—and your program’s credibility—while delivering value along the way. The approach we suggest here has been proven in many of the organizations we work with; once your organization begins working faster and at lower costs by orders of magnitude, you’ll have created enough leverage to change the way your organization invests in its API program.