JP Morgan Chase 2015 Annual Report Download - page 56

54
DEVELOPER PRODUCTIVITY
Providing the optimal environment
for our developers to concentrate on
creating new products and solutions
is a priority. We are defining best-in-
class development practices for the
thousands of men and women writ-
ing code at the firm – to accelerate
delivery, improve quality and drive
eciency. We also have equipped our
high-performance development envi-
ronments with industry-leading capa-
bilities, including continuous integra-
tion, automated deployment and
security scanning. The vitality of our
developer community has never been
so important to ensuring our future.
How we innovate
We are firmly committed to develop-
ing our 40,000 technologists around
the world.In 2015, our technology
workforce consumed more than
1 million hours of training to further
advance their technical, management,
leadership and business skills. We rec-
ognize that sustained technology lead-
ership comes from a robust, diverse
talent pipeline. To build this pipeline,
we engage extensively with high school
and college students through on-
campus visits, as well as by hosting
coding and design challenges at our
sites. In 2015, we selected 650 technol-
ogy analysts to join our two-year pro-
gram from an applicant pool of more
than 7,000. The program starts with a
six-week boot camp, with nearly 250
hours of training, and is augmented
with 65 additional hours over the next
two years.
We also partner with some of the
brightest minds in the industry on
developing solutions. In 2015, we
engaged with more than 300 technol-
ogy startups and piloted over 100
technologies, 50% of which now are
in production. Many potential solu-
tions will fail, but we recognize the
value of experimentation and know
that even if only a handful are suc-
cessful, we can dramatically change
CLOUD INFRASTRUCTURE
Over the last few years, we have built
an ecient private cloud environ-
ment within our data centers to run
the firm’s diverse portfolio of applica-
tions. Today, approximately 90% of
new infrastructure demand is hosted
within our cloud environment –
streamlining support, improving utili-
zation and accelerating delivery. To
further drive value for our businesses,
we conducted an initial public cloud
pilot and identified several target use
cases to complement our private
cloud. One use case addresses busi-
ness-driven fluctuations in computing
demand with a virtually limitless sup-
ply of infrastructure made available
when we need it, reducing long-term
capital investments. To lower storage
costs, we are evaluating the potential
to store infrequently accessed data
securely in the cloud. Our strategic
vision is to embrace a hybrid cloud
model in which internal and external
resources are made available on
demand. We are partnering with lead-
ing providers to create a world-class
environment without compromising
our standards for security.
UNIFIED COMMUNICATIONS
We are bringing the look, feel and
experience of consumer technology
into the enterprise environment to
transform the way our 235,000
employees work. More than 100,000
employees now use their personal
mobile devices to securely access
business applications, oering them
the freedom and flexibility to be pro-
ductive on the go. In addition, invest-
ments in real-time collaboration tools
allow teams to communicate seam-
lessly across the globe. For example,
this year, we engaged in more than
90 million minutes of video confer-
encing across 125,000 video-enabled
endpoints – making JPMorgan Chase
one of the largest users of enterprise
video collaboration in the world.
the way we do business for the better.
These relationships often develop into
strategic partnerships, and, where we
think it makes sense, we are making
capital investments in these companies
to drive our mutual success. An exam-
ple of this is our recent investment in a
new blockchain startup, where we are
partnering to explore opportunities for
distributed ledger technology. We are
developing solutions for multiple block-
chain use cases, including single-name
credit default swap settlement and
internal network payments. We are
founding members of the open source
Hyperledger Project, collaborating
across the industry to enhance distrib-
uted ledger capabilities globally.
We continue to do business in
smarter ways
In 2015, we realized savings by eec-
tively leveraging, streamlining and
optimizing our platforms, resources
and real estate assets. Doing business
in smarter ways often means simplify-
ing the environment so that we can
focus our attention and spending on
new investments.
Some of our key initiatives to increase
eciencies and reduce costs include:
• Locationstrategy:Wearedriving
the co-location of our technology
professionals into 13 strategic hubs
to optimize our real estate footprint
and reduce costs. The hubs are
adopting cutting-edge, open work-
spaces that resemble Silicon Valley,
equipped with state-of-the-art tech-
nology to promote collaboration
and creativity, resulting in our firm
being rated among the top employ-
ers of choice for technology talent
in financial services.
• Vendorrationalization:Weare
progressing our preferred vendor
program across technology – last
year, we reduced the number of
vendors we use for core technology
project services by 40%.