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AligningAligningBusiness and ITBusiness and IT

ArchitecturesArchitectures

Roger Roberts McKinsey & CompanyRoger Roberts McKinsey & Company

[email protected][email protected]

February 23, 2005February 23, 2005

Microsoft Asia Pacific Regional Architect ForumMicrosoft Asia Pacific Regional Architect Forum


2/45

2

Unit of measure

* Footnote

Source: Source

Aligning Business and IT ArchitecturesAligning Business and IT Architectures

Forces at Work Reshaping BusinessArchitectures

The Challenge and Opportunity for IT

The Central Role of Business Domains

Aligning IT Architecture Management with the

Changing Business Context

Moving from Planning to Execution


3/45

3

Unit of measure

* Footnote

Source: Source

Structure

What are the scope, scale and boundaries of

the enterprise?

Strategic Capabilities

How does it deploys resources people,

intellectual property and tangible/intangible

assets to fulfill its aspirations

Source: McKinsey & Co.

Pressure for more rapid change in business architecture

is rising fast in almost every industry

What do we mean by business architecture?What do we mean by business architecture?


4/454

Unit of measure

* Footnote

Source: SourceSource: McKinsey & Company

McKinsey colleagues

around the world haveidentified a wide range of

trends that ultimately are

reshaping business

architectures

2

1

3

4

Changing nature of work

production to interaction

Creative Destruction

Emergence of Global Process

Architectures

Unbundling the Corporation

Forces at work reshaping businessForces at work reshaping business

architecturesarchitectures


5/455

Unit of measure

* Footnote

Source: Source

73

59

38

24

10

11

13

14

6

7

10

14

6

6

7

13

2

10

11 15

2 3

8 9

1

3 12 7

1 1

4

Interaction-

intensive

workers

Percent of total US labor costsPercent of total US labor costs

1900 1930 1960 2000

Data manipulators

Analytic knowledgeworkers

Coordinators

Data harvesters andcommunicators

Caregivers

Doers

Strategists

Interpersonalknowledgeworkers

Source: US Bureau of Labor Standards data; McKinsey Global Institute analysis

Over 60%

of the

economy

and stillgrowing

1.Interaction work takes over1.Interaction work takes over


6/456

Unit of measure

* Footnote

Source: Source

Interactions

Searchcoordination,

monitoring

Direct,physicallabor/

Individual

analyticwork

Percent of time

Source: McKinsey Global Institute analysis

Inter-personal

know-ledgeworkers

StrategistsAnalyticknow-

ledgeworkers

Datamanipul-

ators

Care-givers

Dataharveste

rs andcommun-icators

Coordina-tors

Doers

Interaction costsas share ofoverall economyare increasing ascomposition oflabor force

changes

These interactioncosts are fallingas technologyand access to itbecome morepervasive

15 19

37 42

6877 78 78

85 81

63 58

3223 22 22

Labor costs are increasinglyLabor costs are increasingly

dominated by interaction costsdominated by interaction costs


7/457

Unit of measure

* Footnote

Source: Source

% of total labor costs

GermanyU.S.

5146 32

12

8

India

19

42

60

30

Directphysical

labor

Analytic work

Interactions -SearchCoordinationMonitoring

Interaction

costs are

falling globally

Building

software is

more like

making a

movie than

running a

factory

Source: McKinsey Global Institute analysis

Interactions are a pervasive feature ofInteractions are a pervasive feature of

all modern economiesall modern economies


8/458

Unit of measure

* Footnote

Source: Source

Key Messages

Falling interaction costs createnew degrees of freedom for

structuring business

architectures as organizations

become more networked

Three broad kinds of businesseswill emerge

Customer relationship Product innovation Infrastructure

Leaders must look hard at whatbusiness theyre really in?

Source: McKinsey & Company

2. Unbundling the Corporation2. Unbundling the Corporation


9/459

Unit of measure

* Footnote

Source: Source

Coases law

A company tends to

expand until the cost of

organizing an extra

transaction within the

organization equals thecost of carrying out the

same transaction on the

open market

Organization costs

are a growth barrier

Execute

transactions

internally only if

value captured is

greater than value

network would

have created for

customers and the

enterprise

Metcalfes law

The value of a network

goes up as the square

of the number of new

nodes (participants) in

the network

Network value is

exponential

Source: McKinsey & Company

Networked organizations shift the boundaryNetworked organizations shift the boundary

between internal & externalbetween internal & external


10/4510

Unit of measure

* Footnote

Source: Source

Often webs

build around

more formal

networks

(e.g., tier 2 or3 suppliers to

a HK-based

apparel

manufacturer

for European

brands)

A network is a set of relationships that builds onexplicitagreement to a set of standards

The set of relationships creates a gated community

Network growth can be controlled by selecting andevaluating relationships

Network value creation can be managed

The necessity of explicit agreements slows growthdown to manageable levels

Formal

networks

Gated, controlled

A web is a set of informal relationships that builds onimplicitagreement to a set of standards

The set ofinformal relationships develops organically Webs require publication of the relevant standards

Web growth cannot be controlled and therefore valuecreation can not be managed traditionally

Web growth is faster than network growth

Informal

webs

Organic, unbounded


Explicit agreement around standards makeExplicit agreement around standards make

formal networks manageableformal networks manageable


11/4511

Unit of measure

* Footnote

Source: Source

Tendency to collaborate

Insurance

Chemicals,

steel, paper

Television

News/ information

Electronic banking

Actual value of

a standard

Health care

Credit cards

PCs

Online services/

Internet technology

Desirability of

the standard

Positivefeedback loops

for network

growth

Ability to un-bundle the value chain Potential value to be extracted Value-sharing architecture

Automobiles

ASSESSMENT

Retail banking Brokerage

Alreadyexperiencing

network effects


Petroleum

So far few industries have fully leveraged theSo far few industries have fully leveraged the

benefits of external network configurationsbenefits of external network configurations


12/4512

Unit of measure

* Footnote

Source: Source

Implied lifetime in S&P 500 based on company exits

90

45

30

22

15

1935 1955 1975 1995 2005E

Its getting tougher to

survive

Half of all companies in

S&P 500 today are likely to

be gone by 2020

Pace of change is

accelerating

Over long time periods,

even the survivors tend to

under-perform broadermarkets


3. Creative Destruction is shortening the3. Creative Destruction is shortening the

lifespan of corporate entitieslifespan of corporate entities


13/4513

Unit of measure

* Footnote

Source: Source

Create OperateTrade/

Destroy

Markets

Primary focus is to create,

exchange, and destroy assets

Companies

Primary focus is to operate assets


Just surviving is difficult - and

getting more so

Survivors generally underperformattackers in their industry theylose the attackers advantage They do not create enough

They do not trade/destroy enough

Markets are better at creating,trading, and destroying thansurvivors

Implication is that willingness tounbundle and reshape businessarchitectures is critical to survival

Why do survivors under performWhy do survivors under perform

markets?markets?


14/45

14

Unit of measure

* Footnote

Source: Source

Continuous cycle of creating and

destroying

Prerequisite: State-of-the-art

development & operations capabilities


destroy

TomorrowFocus on development &

operations

Today


destroy


Sustained leadership demands anSustained leadership demands an

integrated create-operate-trade mindsetintegrated create-operate-trade mindset


15/45

15

Unit of measure

* Footnote

Source: Source

Traditional process model

Offshore

(e.g.,

Asia)

Near-shore

(e.g.,

Eastern

Europe)

Onshore

R&D

Logistics

S&MHR

REM/FM

Corporate

center

Finance

Manufacturing

Shoring

Sourcing

Make Partner Buy

Size indicates number of FTEs

Focus on onshore optimization

Manufacturing

Sourcing

Make Partner Buy

Logistics

REM/FM

HR

S&M

LogisticsR&D

Corporatecenter

IT

Finance

R&D

Target process model

IT

Shoring

IT

IT

Source: McKinsey & Co. (disguised client engagement example)

Cost reduction EUR 500 million p.a. Implementation time 3 years

AutomationOptimizationRedesignRightshoringRightsourcing

Performance leaders fundamentally optimize theirPerformance leaders fundamentally optimize their

operations across all processesoperations across all processes


16/45

16

Unit of measure

* Footnote

Source: Source

More flexibility in IT architecture required

to meet disruptive threats

Decreasing business margins require

reshaping of process sourcing strategy

It is not the strongest

of the species that

survive, nor the most

intelligent, but the onemost responsive to

change

Charles Darwin

It is not the strongest

of the species that

survive, nor the most

intelligent, but the onemost responsive to

change

Charles Darwin

IT must ride the price/performance

curve just to maintain pace

New IT architecture models with a new

level of flexibility and efficiency offer hope

Sustaining global growth requirestechnology leadership


Macroeconomic trends force companies toMacroeconomic trends force companies to

rethink their IT strategyrethink their IT strategy


17/45

17

Unit of measure

* Footnote

Source: Source

UPS strategic IT-enabledcapabilities

New services and network optimizationbased on global track-and-trace

One face to the customersupported bycustomer automation system

Dynamic capacity optimization byoverarching order management

Cross-divisional business integrationbuilt on common data

Enhanced solutions business throughintegration with customer systems

Ware-

house

mgmt.

Ware-

house

mgmt.

Customer

automation

Customer

automation

Order

management

Order

management

Supplychain

manage-

ment

Supplychain

manage-

ment

Professional

services

Professional

services

FinancialservicesFinancialservices

Sys-

tem

inte-gra-

tion

Sys-

tem

inte-gra-

tion


Technology enabled UPS to turn packageTechnology enabled UPS to turn package

delivery into a global information businessdelivery into a global information business


18/45

18

Unit of measure

* Footnote

Source: Source

Romania

China

Japan

India

Fiji

New Zealand

AustraliaSpain

UnitedKingdom

Ireland

France

Portugal

USA

Mexico

Egypt

Hungary

SouthAfrica

Switzerland

Greece

Sweden

Albania

Germany

Malta

Netherlands

Italy

Belgium

Kenya

Poland

offer global solutions for corporate customersuse low cost call centers for customer serviceoffer advanced mobile products globally

Global brand

Global reach

Global customerbase - 135 million

Global skill pool

Technology leadership

enables Vodafone to


Sustaining global growth requiresSustaining global growth requires

technology leadership: Example - Vodafonetechnology leadership: Example - Vodafone
http://www.vodafone.com/http://www.vodafone.com/


19/45

19

Unit of measure

* Footnote

Source: Source









20/45

20

Unit of measure

* FootnoteSource: Source

USD 1 bnMajor applications*

Central functions HR Finance/controlling Purchasing Other

Back-office Product development Underwriting Policy administration Claims/benefits Other

IT infrastructure

dominates

Data center Storage

Network Telecoms PCs/mobile

devices

ILLUSTRATIVE

Front-office Sales force automation CRM Call center Internet Other

* Disguised insurance industry exampleSource: McKinsey & Co.

75

225

50

650

Only a smallfraction of app

spend delivers

new

differentiating

capabilities

After recent cost cutting much IT spendingAfter recent cost cutting much IT spending

goes into infrastructuregoes into infrastructure


21/45

21

Unit of measure


Current paradigm

Business flexibility

Infra-

structure-

centric

architecture

IT

efficie

ncy

Application-centric

architecture

Past IT architectures were bound bytrade-off between increasing

business flexibility and reducing IT

cost/increasing process commonality

Every new app brought its own

infrastructure along

2004

2000IT

efficie

ncy

New paradigm


Application-centric architecture

New

architectureparadigm

Future IT architecture mustprovide both an increase in

business flexibility and a decrease

in IT cost

Decoupling of apps and

infrastructure


What definesthe the new

architecture

paradigm?

Technology capabilities and a new architectureTechnology capabilities and a new architecture

model offer hope to shift this mixmodel offer hope to shift this mix

R f IT i h b i


22/45

22

Unit of measure


IT project budget

Percent

Budget reallocation from "Run the

Company" to "Change the

Company" by

refocusing on projects that drive

metrics that matter

establishing clear architecture

governance linked to business

initiative portfolio

focusing on target platforms

retiring redundant applications

stopping messy projects early

~ 10

~ 90

65

35

Today Target

"Grow"

"Shrink"Run the

company

Change the

company


Refocus IT on renewing the business systemRefocus IT on renewing the business system

M t d h i t fM t d h i t f


23/45

23

Unit of measure


2004+

Infrastructure-centric

architecture

Application-centric

architecture

Regain

infrastructure

manageability

Begin to unleash

the potential of

service-oriented

architectures for

business and IT

Early 1990's

Today

Managing the full stack

Applying service orientationto the full stack

Coherently revamping

applicationsand infrastructure

Infrastructure operated like anutility

Application services

Infrastructure services

Profession-

alized ADprocess

Utility

operations


Move toward comprehensive management ofMove toward comprehensive management of

applications, application delivery & infrastructureapplications, application delivery & infrastructure

M i Th F ll St kM i Th F ll St k d d td d t


24/45

24

Unit of measure


Reusable business

logic

Business service

specifications Business data schema Business domain

architecture governance

A

Desktop infrastructure Server infrastructure Network and Telco

infrastructure

Storage infrastructure

Elements

Applications/core business

logic

App/data service

plumbing

Virtualized physical

infrastructure

Integration backbone Run-time platform

Data management Portal services

Resource pooling Resource provisioning

and connectivity

Service-levelmanagement

B

C

The twoservice layers

fully decouple

applications

from physical

infrastructure

Application

services

Infrastructure

services

Commoditized

hardware

D

Physical

infrastructure


Managing The Full StackManaging The Full Stack depends on twodepends on two

distinct service layersdistinct service layers

SOA h ffi i & fl ibilit t dSOA h ffi i & fl ibilit t d


25/45

25

Unit of measure


ITefficie

ncy


Best practice:standardized

business processes

(e.g., financial

controlling)

Next practice:innovative, frequently

changing processes

Service-oriented

architecture

Today's

architecture

Today's

position

Service-oriented architecturescreate value by allowing

enterprises to pursue Best

Practice and Next Practice

simultaneously in different parts

of their business architectures

Higher efficiency forcommoditized business

processes

Higher flexibility forinnovative, frequently

changing processes


SOA pushes efficiency & flexibility towardSOA pushes efficiency & flexibility toward

the next frontierthe next frontier

Ali i B i d IT A hit tAli i B i d IT A hit t


26/45

26

Unit of measure









Business domains are key to managingBusiness domains are key to managing


27/45

27

Unit of measure


Business view

Technology view

Domains ofcoherentfunctionality andinformation

Services asstable businessrelationships

Business/

IT architecture:domains/services

Strategic

aspirations Business

plan

Businessinitiatives

Executionmodel

Business strategy

Business

processes Business

relationships

Businessrules

Processes

Hardware,

storage, OS,networkinfrastructure

Middleware,databases,

Systemsmanagement

Technology

Application

programs andmodules

Informationdeliveryportals

Data model &query tools

Applications


Business domains are key to managingBusiness domains are key to managing

application and data servicesapplication and data services

B i d i hi h l lB i d i hi h l l


28/45

28

Unit of measure


UseUse

ServeServe

Receive

information

Receive

information

Provide

information

Provide

information

Calculate profitabilityCalculate profitability

DefineDefine

BuyBuy

Offered toOffered to

HistoryHistory

ChannelsChannels

RelationshipRelationship PlanningPlanning

ProductsProducts

ProductionProductionCustomersCustomers DeliverDeliver

MANUFACTURINGEXAMPLE


Business domains a high-levelBusiness domains a high-level

exampleexample

B i d i d iBusiness domains are mapped using


29/45

29

Unit of measure


Typical design criteria

Enable end-to-end support along core business processes (e.g.,customer acquisition)

Support differentiated performance need (e.g., flexibility vs.reliability)

Grouping domains

along logical

functionality and

business purpose

Prioritization of new capabilities needs to

Provide required performance without inhibiting performanceof existing capabilities Fit logically with existing capabilities Address IT and business trade-offs

allowing support of

foreseeable business

challenges

Potential opportunity for future outsourcing needs to be ensuredby e.g.,

Grouping capabilities eligible for sharing/outsourcing together

and enabling

potential carve-outs

Enable simplification of application rationalization and interfacecleanup by Carving out most critical capabilities which are buried under

complex IT architecture Designating a clear owner in the organization to enforce

cleanup

while reflecting

current IT starting

point

Rationale


Business domains are mapped usingBusiness domains are mapped using

several design criteriaseveral design criteria


30/45

Key enterprise architect role manage aKey enterprise architect role manage a


31/45

31

Unit of measure


Time

Opportunity lies in

IT efficiencyTab l e S t akesTab l e S t akes

Basic capa-

bilities that

represent theprice to play

Opportunity is impact on

todays business

performance

Pe rform anc ePe rform anc e

Capabi-

lities that

help you

win today

Adoption

Phases of technology adoption

Innovat ionInnovat ion

Capabilities

that could

change the

game

Opportunity is potentially strategic for

tomorrows business

i.e. in creating option value

Managefor

efficiency

Leveragetechnology for

competitiveadvantage

Objectiv e

s


Key enterprise architect role - manage aKey enterprise architect role - manage a

portfolio within and across domainsportfolio within and across domains



32/45

32

Unit of measure


Forces at Work Reshaping Business

Architectures







Vision roadmap and governance are keyVision roadmap and governance are key


33/45

33

Unit of measure

* FootnoteSource: SourceSource: McKinsey & Co.

IT Architecture Governance

IT Architecture Vision / Principles

IT Architecture Roadmap

IT Architecture

Management

Target architecture blueprint

IT architecture standards

Mission

Structure, role and responsibilities

Processes and tools

Skills

Performance management

Architecture inventory

Projects sequenced in a managed evolution approach

IT architecturemanagement consists of the vision, governance structure and

processes, androad map that guide the sourcing and deployment ofIT assets

To enable greater productivity for todays business To support business evolution

Vision, roadmap and governance are keyVision, roadmap and governance are key

elements of IT architecture managementelements of IT architecture management

City planning principles for IT architectureCity planning principles for IT architecture


34/45

34

Unit of measure

* FootnoteSource: SourceSource: McKinsey & Co.

1.1. Create modular zonesCreate modular zones::

Follow a long-term city planFollow a long-term city plan

that defines the keythat defines the key

components of the city,components of the city,

such as residential,such as residential,

industrial, and natureindustrial, and nature

preservespreserves

2.2. Reuse and integrateReuse and integrate

assetsassets::

Exploit the assets andExploit the assets and

functionality that existsfunctionality that exists

already in the city andalready in the city and

create connectivitycreate connectivity

3.3. EvolveEvolve::

Manage change byManage change by

evolving the city step-evolving the city step-

by-step; revolutionize onlyby-step; revolutionize only

where necessarywhere necessary

4.4. Federal GovernanceFederal Governance::

Have a central zoningHave a central zoning

board, but allow localboard, but allow local

decisions in different zonesdecisions in different zones

City planning principles Target IT architecture blueprint

Domain Domain Domain

DomainDomain

Integration backbone

City planning principles for IT architectureCity planning principles for IT architecture

Pivot IT architecture management aroundPivot IT architecture management around


35/45

35

Unit of measure


Key roles and accountabilities

Business Sponsor

Defining metrics that matter Driving value capture initiatives

Business Domain Architect

Demand assessment Service prioritization Complexity reduction

Service Portfolio Manager

Delivery of service levels to

promise inside and outside thedomain

AD program management Data quality & integrity

Business domains become theprimary axis for

Definition of key business metrics

Management and funding of

application project portfolio

Stewardship of master data

Definition of services anddocumentation of services

Delivery and service levelmanagement

Organizing application development


Pivot IT architecture management aroundPivot IT architecture management around

business domainsbusiness domains

Moving from projects to domain-basedMoving from projects to domain-based


36/45

36

Unit of measure

* FootnoteSource: SourceSource: McKinsey and Company

FromProcess-driven project model

Few big programs with big budgets

Aimed at wiring in new processes

ROI at the project level

Projects drag along and fundinfrastructure

Business needs change by the timeproject is delivered

Ruthlessly managed to the criticalpath

Heroes deliver bigger projects

on time/on budget

ToDomain-driven portfolio model

Many, much smaller projects

Aimed at building in future flexibility

ROI primarily at the portfolio level

Infrastructure investment based oncapacity planning for key resources

Project duration shorter than theclock speed of the business

Leaders motivated to delivercapability for the present & future

Heroes maximize effort vs.

metrics that matter while keeping

complexity in check

Moving from projects to domain-basedMoving from projects to domain-based

service portfoliosservice portfolios

U it fAligning Business and IT ArchitecturesAligning Business and IT Architectures


37/45

37

Unit of measure


Forces at Work Reshaping Business

Architectures







U it fAgenda for actionAgenda for action


38/45

38

Unit of measure


Create theCreate theconditions forconditions for

successsuccess

Think bigThink big

Start smallStart small

Agenda for actionAgenda for action

Unit of measureThinking big: HR example unbundling capabilities in aThinking big: HR example unbundling capabilities in a


39/45

39

Unit of measure


Traditional

bundled HRactivities

Typical issues in HR Overlapping global, regional,

and local responsibilities

Unclear division of laborbetween central HR and BU HR

Mix of repetitive processes,projects and roles

Strategic HR

leadership Management

(self-)services

e.g., Project staffing Personnel

evaluation

Employee self

servicee.g.,

Online personal datamanagement (e.g.,

address change,benefits)

Information delivery ERM capabilities

3rd party BPO&O

providers

Transactionalactivities (e.g., payroll

Process activities(e.g., exportmanagement

Shared services

Utility services

Servicefactory

operations

Captive globaldelivery model


Sourcingcapability

Processimprovement

capability

Advisory

capability

Access

capability

1

23

4

complex domaincomplex domain

Unit of measureThinking Big: Resetting priorities across theThinking Big: Resetting priorities across the


40/45

40

Unit of measure

* FootnoteSource: SourceSource: McKinsey & Co. (disguised client engagement example)

-75

-50

-25

0

25

50

75

-30 -20 -10 0 10 20 30

Unprofitable growingUnprofitable declining

Profitable growing Profitable declining

BU D

BU H

BU K

BU FBU E

BU G

BU C

BU A

BU B

Profit (2003 EBITDA proxy)

Percent

Growth (2001-03 revenue CAGR)

Percent

Client IT Application Development spend

Index

Unprofitable

declining

B With no ROI

C

Current

A

With questionable

ROI

Strong business

cases in strong

businesses

Opportunitiesto reprioritize

spending and

redeploy

resources onhigher impact

efforts

25

25

20

30

100

Thinking Big: Resetting priorities across theg g g p

business portfolio Telco examplebusiness portfolio Telco example

Unit of measureStarting Small:Starting Small: Defining the domain-based service oriented architectureDefining the domain-based service oriented architecture


41/45

41

Unit of measure


Web service

START: Identify

business priorities

and starting point

Define business priorities and vision of new

architecture :

New channels, new products

Customer relationship management acrosschannels and products

Streamlined back-office

Starting

position

New

architecture

Starting

position

Ensure business /

IT support by

building a first

release

Select first domain functionality to build into web

service

Scope a first release with low risks and strong

business impact

Select connectivity a new functionality that isreusable or anticipate an application replacement

Connec-tivitylayer

First release

new

Roll-out and

adjust road map

Extend web service model

Gradually renovate or replace existing applications by moving

applications into domains (e.g., printing services, customer

information, credit applications), including sunset domain

Joint ownership of domain design and segregation by IT and

business

Adjust role and skill

of IT organization

Establish architecture board (business and IT) to

manage web services domains

Revisit business priorities and road map

Establish clear SLAs for each domain


Unit of measure

Migrate via managed evolutionMigrate via managed evolution


42/45

42

Unit of measure


Current Business impact Target

Curren

t

ITeffic

ien

cy

Targe

t Long lead time to delivery with

little business impact during

the interim Solution likely not well aligned

with business needs

Unrealistically fastIT response

required to deliver

business value Results in

unsupportablespaghetti IT

systems

Architectural

island 1

While the typical IT

path returns little

short-term

business impact

and the typical

business pathcreates an

inefficient IT

architecture,

stepping stones

balance business

impact with

efficiency

Typical

business

path

Typical

IT pathArchitectural

island 2

Architectural

island 3

Target to-be

architectureCity-planning

approach


g gg g

Unit of measureKey TakeawaysKey Takeaways


43/45

43

Unit of measure

* FootnoteSource: SourceSource: McKinsey & Company

Business architectures are under unprecedented pressures to

change

Flexibility to unbundle, decompose, and reshape has strategicvalue

IT architects must help to enable these changes and the SOA

model together with emerging technology underpinnings offerhope for success this time around

Aligning architecture management around business domainsfacilitates the shift in perspective

But managing domains of services demands fundamentalchanges in the way IT is governed

Key TakeawaysKey Takeaways

Unit of measure


44/45

44

Unit of measure


Thanks!Thanks!Roger Roberts Partner, McKinsey and Company

Business Technology Office

Palo Alto, CA

[email protected]

+1 650-842-5864
mailto:[email protected]:[email protected]

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