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The seven make-or-break API challenges CIOs need to address | McKinsey
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make-or-break API challenges CIOs need to address</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2018-12-19T00:00:00Z">December 19, 2018</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Keerthi Iyengar<!-- --> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/ling-lau" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Ling Lau</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/srinivas-ramadath" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Srinivas Ramadath</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/vik-sohoni" class="mdc-c-link-inline___7DRrt_2734c4f 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mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fmckinsey%20digital%2Four%20insights%2Fthe%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address%2Fthe-seven-make-or-break-api-challenges-cios-need-to-address.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="the-seven-make-or-break-api-challenges-cios-need-to-address" data-layer-report-name="the-seven-make-or-break-api-challenges-cios-need-to-address>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-595 KB)</span></a></div></div></div></div> <p><strong>To compete in the digital age,</strong> large enterprises <a href="/capabilities/mckinsey-digital/our-insights/the-next-generation-operating-model-for-the-digital-world">need scalable and flexible IT systems</a> to allow for ongoing experimentation and iteration at speed. As a result, many companies have launched programs to modernize their technology.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-sm-left-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-7 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div> <p>Application programming interfaces (APIs) have emerged as a key element of tech modernization at many businesses, including most banks and insurers. With their ability to link systems and data, APIs play a crucial role in making IT systems more responsive and adaptable.</p> <p>Yet despite the promise, most enterprises have failed to capture the value they initially envisioned from APIs. In many cases, a rush to build APIs without a thoughtful strategy has created a mess, with redundancies, poor maintenance practices, and limited transparency canceling out many of the potential benefits. Some companies have spent years ripping and replacing megasystems, adding APIs in an ad hoc way the entire time, without making any real progress.</p> <p>In our work with many clients on developing API strategies and building out API portfolios, we’ve found common themes behind the difficulties companies encounter. One is that IT assumes sole ownership of API programs, so they aren’t tightly linked to business goals or an overarching modernization vision. Another reason API programs falter is siloed efforts—for example, efforts focused solely on data or cloud migration—which can generate only incremental value. To achieve the full promise of APIs, companies ultimately have to make significant progress along multiple dimensions.</p> <p>To avoid these pitfalls and get the full benefit from their API initiatives, CIOs must address seven key challenges.</p> <h2>Challenge #1: Where do I start?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>We’re not sure where to start with our API program</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Digital-transformation leader at a large bank</div></cite></blockquote></div> <p>The flexibility of API means that it can be used almost anywhere in IT to make something better. That range can be overwhelming, and small experiments can take on a life of their own, leading to wasted energies and limited value.</p> <p>Deciding which APIs to build requires taking a dual perspective: identifying which can enable important customer-facing applications/solutions and which can build a sound technical foundation. Within that context, IT leaders can <a href="/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis">prioritize API development based on the business’s strategy, business and modernization impact, and ability to execute</a>. For example, a regional bank began with APIs that digitized a key customer journey. It then went on to build APIs that simplified the architecture and drove efficiencies.</p> <p>Customer journeys are a good place to start thinking about which APIs to build. A focus on journeys can identify which APIs can stitch together disparate IT systems to deliver a seamless end-to-end customer experience. To maximize the impact, tech leaders should also consider three additional ways APIs can provide value.</p> <h3>Data access and integration</h3> <p>APIs can expose data across various IT systems, both legacy and modern. They can then be used to extract the data and link them to advanced analytics systems.</p> <h3>Cloud migration</h3> <p>Most large organizations still have significant captive, on-premise infrastructure and have started to migrate to private clouds. A small number are embarking on public-cloud migration to reach the next horizon of benefits. Managing a hybrid cloud environment requires IT leaders to prioritize APIs that can access infrastructure across both private- and public-cloud assets.</p> <h3>Core transformation</h3> <p>APIs can help with transformations because they can connect core IT systems, and the specific data inside them, to digital platforms. APIs can also serve as connective tissue and a synchronization mechanism across both modern and legacy systems that may operate at different clock speeds.</p> <p>All of these elements are intimately related. Thus figuring out which APIs to build first requires mapping the most important journeys and then noting the required complementary APIs to unlock the needed data, cloud, and core resources. It also requires identifying APIs that will allow the organization to operate in an agile, test-and-learn mode.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about <a href="/capabilities/mckinsey-digital/how-we-help-clients">Digital McKinsey</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/how-we-help-clients/full-scale-transformation" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Visit our Full-Scale Transformation page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>Challenge #2: What should my API teams look like?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>We decided to implement APIs using agile but had a hard time making it happen.</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Transformation leader at a large insurer</div></cite></blockquote></div> <p>The teams that build APIs need to employ a dedicated agile operating model. This requires a shift from seeing API building as a set of one-off projects and instead treating each API as a product that will evolve and improve over time based on customer feedback. The two core elements to get right for the operating model are teams with the right skill sets and an organizational structure that supports the business needs of the company.</p> <p>API teams need a product owner to ensure that they build high-value APIs. They also need an API architect to ensure that they follow technical standards and best practices and that what gets built is aligned with IT’s architectural vision—the end state envisaged when the tech-modernization program has been completed. Scrum masters ensure that teams use an iterative, test-and-learn execution model to build APIs quickly. Once the business has a prioritized backlog of high-value APIs, top-priority items get assigned to scrum teams, which then build APIs in one- to two-week sprints. Those APIs are subsequently tested and iterated with users.</p> <p>Companies can choose from three organizational structures to manage API development. Aligning leadership around one of them is crucial for IT to take advantage of APIs.</p> <h3>Centralized</h3> <p>A centralized group develops most APIs for both business and technology units. This model can build a lot of APIs quickly, but the central group needs to work closely with local business or IT units to ensure that the right APIs are prioritized and that they’re adopted after they’ve been built.</p> <h3>Decentralized</h3> <p>A set of dedicated API factory teams, embedded in different business and technology units, works cross-functionally to build and consume APIs. In this model, APIs are more likely to be aligned with business needs, but enforcing standards and best practices can be difficult.</p> <h3>Hybrid</h3> <p>Under a hybrid model, a centralized API factory builds foundational APIs. Individual business and technology units also contribute to the API catalog, following the taxonomy and standards set by the central factory and using foundational APIs built by the central factory.</p> <h2>Challenge #3: What do I track?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>I need to demonstrate in-year benefits with our API program.</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Transformation officer at a large e-tailer</div></cite></blockquote></div> <p>Companies often use a variety of different and inappropriate metrics to assess API performance. Teams’ activities should be assessed <a href="/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis">using a set of common agile metrics</a>: direct business value for customer-facing APIs and reuse/reduction of technical debt for back-end APIs (Exhibit 1). Other potential metrics include developer adoption, contribution to simplifying architecture or reducing infrastructure costs, and data-specific key performance indicators (KPIs).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit1_v2.svgz?cq=50&cpy=Center"/><img alt="Sample metrics for API teams" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit1_v2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h2>Challenge #4: How do I ensure my APIs actually deliver business value?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>How do I ensure the APIs we build enable business value and agility?</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Chief digital officer at a large telco</div></cite></blockquote></div> <p>APIs historically were classified as middleware that integrated and exchanged data among multiple systems. Because most API efforts were housed in the IT group, the taxonomy used to classify them was usually technical and nonintuitive. This prevented business stakeholders from engaging in API design and prioritization.</p> <p>Leading organizations today are defining their API taxonomy in a way that creates a common language that’s understood by both business and technical units. The key is to distinguish between APIs that directly serve the business (where business input is crucial) versus those that are technical enablers. We have seen a sound taxonomy reduce API analysis time by 50 to 75 percent, increase adoption by 30 to 50 percent, and increase value realization by 25 to 50 percent.</p> <p>A solid taxonomy allows businesspeople to have conversations with IT staff about which APIs directly drive customer experiences and which are part of the infrastructure that enables delivery of those experiences (Exhibit 2).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit2_v3.svgz?cq=50&cpy=Center"/><img alt="Sample API taxonomy used by a large bank" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit2_v3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="Transforming IT infrastructure organizations using agile" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/transforming%20it%20infrastructure%20organizations%20using%20agile/hero-it-infrastructure.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Transforming IT infrastructure organizations using agile</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/transforming-it-infrastructure-organizations-using-agile" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Read the article</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>Challenge #5: What technology tools do we need?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>A dizzying array of API-related technologies are available. Which ones should we use or buy?</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Architect lead at a global bank</div></cite></blockquote></div> <p>IT leaders can easily get lost in the proliferation of API-related technologies, leading to wasted resources and poor performance. By making two specific decisions first, they can help narrow the field of technology options.</p> <p>The first key technical decision is choosing the right application-development framework/platform for building APIs. It is important to work with business leaders and list the right use cases for the APIs, based on technology feasibility (back-end readiness, for example), the business rules around them, and error conditions to be handled. The IT organization then needs to establish data formats for the APIs and design an API reference architecture that is modular, flexible, and extensible. This will prevent creation of unnecessary technical layers and technology debt. Engineering leaders should also establish API guiding principles, educate product owners on the benefits of good versus bad APIs, and provide tool kits and API catalogs so that developers adhere to best practices and APIs are reused.</p> <p>The second big technology decision is around the gateway and the API developer portal that serves as the front door for an organization’s API activities. The API gateway houses all the APIs, captures transaction analytics, and does data caching. It is important to decide who manages the gateway and to establish governance rules around it. Some companies select a centralized API platform. While it can be beneficial for a single team to be responsible for the gateway, that team can also become a bottleneck. A cloud-based API gateway and developer portal allows for separate units to be responsible for different sets of APIs and also allows developers to access all APIs in one place. This enables decentralized governance based on a set of published standards that apply across the entire organization.</p> <p>When deciding whether to insource or outsource API development, the rule of thumb is that APIs should be kept in-house when they can create distinctive capabilities. APIs that don’t enable differentiation are better acquired from outside. For example, many banks rely on external vendors for payments APIs.</p> <h2>Challenge #6: Who owns which APIs?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>My business should not bear the up-front investment in an API platform, especially if I cannot prioritize my own projects.</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">Business-unit leader at a global retailer</div></cite></blockquote></div> <p>Who gets to define which APIs get built—and who pays for their development—is an important and, at times, contentious issue.</p> <p>Some organizations have business units define and pay for customer-facing APIs, while the technology group builds them. This works well when a clearly defined digital strategy is already in place.</p> <p>Some organizations, however, are in the process of defining their digital strategy and thus are not yet ready to build customer-experience APIs at scale. If that’s the case, the IT group should manage and fund process APIs and lower-level system APIs. By using this approach, the IT organization can build lower-level APIs that will already be in place when the digital strategy is ready.</p> <p>The best practice is joint ownership of APIs, particularly when cross-functional digital teams are building experience APIs to enhance customer journeys. In cases like these, business units have ownership of and pay for experience APIs, while the technology group owns the process and system APIs needed at the bottom of the stack.</p> <p>In all cases, a council or board should oversee the API portfolio over the entire life cycle (Exhibit 3). API councils are often made up solely of IT staff but should include representatives from the businesses as well. The council monitors the performance of APIs and decides which new ones to add and which existing ones to sunset. It also oversees agile funding of API projects, with money released gradually at first, as APIs meet specific milestones, and later, as business impact has been achieved. The council also continually reprioritizes projects in the queue, while pushing to encourage API reuse.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 3</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit3_v4.svgz?cq=50&cpy=Center"/><img alt="Agile API lifecycle with continuous improvement" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20seven%20make%20or%20break%20api%20challenges%20cios%20need%20to%20address/svg-apis-exhibit3_v4.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>As part of its work, the council must tackle API adoption. That means that any API project needs to have a clear adoption plan to be approved. These are critical to avoid the “build it and they will come” trap. Adoption plans should be developed by business and marketing groups working closely with IT. Self-service APIs that will be exposed externally to customers or partners need to align with the relevant technical, legal, and marketing specs and also be easy to use. Internal APIs should have enough documentation and be sufficiently evangelized within the organization to promote adoption and reuse.</p> <h2>Challenge #7: Where is the talent to do all this going to come from?</h2> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>Talent became a bottleneck.</p><cite class="mdc-c-blockquote__cite-container"><div class="mdc-c-blockquote__author-name___u4L7-_2734c4f">API center-of-excellence lead</div></cite></blockquote></div> <p>There are two sets of decisions companies need to make on talent.</p> <h3>Which new skills to acquire</h3> <p>Companies embarking on an API program typically need to acquire seasoned practitioners with expertise in re-architecting existing infrastructure into streamlined, API-enabled systems that can be more flexibly tested and deployed. This means bringing in experts who can access monolithic cores with microservices that use open-source tools. These experts should be familiar with API DevOps processes and also be able to iterate continuously on the API strategy, development, and life cycle–maintenance activities required to drive impact. It is crucial to have practitioners with such skills in-house, since they form the backbone of a company’s API approach and need to work closely with existing IT and business leaders.</p> <h3>Which in-house capabilities to enhance</h3> <p>There are two sides to building in-house capabilities: educating business leaders on the value of APIs and upskilling existing IT architects and developers so they can operate in a modern API engineering environment. Business leaders need to understand the “what” of APIs—that is, use cases that explore what is possible—as well as the “how”—the investments that will be involved, the resources that will be required to execute, and the adoption levels that will be needed to capture the full value. IT architects and developers should be well versed in the different kinds of APIs that will be needed and learn about modern open-source technologies like NodeJS and documentation tools like Swagger. They should also gain facility with core tools used in API engineering environments, such as API gateway and cloud-native technologies.</p> <hr/> <p>APIs are no longer a matter of technology strategy alone. Today, they are also a key part of any company’s business strategy. By attending thoughtfully to the seven key challenges, organizations can unlock the potential of APIs and accelerate their pathway to tech modernization.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-lg-right-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Keerthi Iyengar</strong> is an associate partner in McKinsey’s Sydney office; <a href="/our-people/ling-lau"><strong>Ling Lau</strong></a> is a partner in the New Jersey office; and <strong><a href="/our-people/srinivas-ramadath">Srinivas Ramadath</a></strong> is a partner in the Chicago office, where <a href="/our-people/vik-sohoni"><strong>Vik Sohoni</strong></a> is a senior partner.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/the-cornerstones-of-large-scale-technology-transformation" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-thec-0 { aspect-ratio: 16/9 }</style><img alt="The cornerstones of large-scale technology transformation" class="picture-uniqueKey-thec-0" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/the%20cornerstones%20of%20large%20scale%20technology%20transformation/the-cornerstones-of-large-scale-technology-1536x1536-300.png?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/the-cornerstones-of-large-scale-technology-transformation" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>The cornerstones of large-scale technology transformation</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/how-bots-algorithms-and-artificial-intelligence-are-reshaping-the-future-of-corporate-support-functions" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-howb-0 { aspect-ratio: 16/9 }</style><img alt="How bots, algorithms, and artificial intelligence are reshaping the future of corporate support functions" class="picture-uniqueKey-howb-0" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20bots%20algorithms%20ai%20are%20reshaping/hero-bots-algorithms-and-artificial-intelligence.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/how-bots-algorithms-and-artificial-intelligence-are-reshaping-the-future-of-corporate-support-functions" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>How bots, algorithms, and artificial intelligence are reshaping the future of corporate support functions</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-what-0 { aspect-ratio: 16/9 }</style><img alt="What it really takes to capture the value of APIs" class="picture-uniqueKey-what-0" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/what%20it%20really%20takes%20to%20capture%20the%20value%20of%20apis/api-strategy_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>What it really takes to capture the value of APIs</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"The seven make or break API challenges CIOs need to address","displayName":"The seven make or break API challenges CIOs need to address","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"4ae2ba4b-f9f4-4fc3-9789-5fc9519014a6","itemLanguage":"en","itemVersion":2,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"The seven make-or-break API challenges CIOs need to address"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"Application programming interfaces hold great promise for tech modernization\u0026mdash;if CIOs develop a coherent strategy in advance."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2018-12-19T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] \u003cp\u003e\u003cstrong\u003eTo compete in the digital age,\u003c/strong\u003e large enterprises \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-next-generation-operating-model-for-the-digital-world\"\u003eneed scalable and flexible IT systems\u003c/a\u003e to allow for ongoing experimentation and iteration at speed. As a result, many companies have launched programs to modernize their technology.\u003c/p\u003e\n[[disruptorsignup left]]\n\u003cp\u003eApplication programming interfaces (APIs) have emerged as a key element of tech modernization at many businesses, including most banks and insurers. With their ability to link systems and data, APIs play a crucial role in making IT systems more responsive and adaptable.\u003c/p\u003e\n\u003cp\u003eYet despite the promise, most enterprises have failed to capture the value they initially envisioned from APIs. In many cases, a rush to build APIs without a thoughtful strategy has created a mess, with redundancies, poor maintenance practices, and limited transparency canceling out many of the potential benefits. Some companies have spent years ripping and replacing megasystems, adding APIs in an ad hoc way the entire time, without making any real progress.\u003c/p\u003e\n\u003cp\u003eIn our work with many clients on developing API strategies and building out API portfolios, we\u0026rsquo;ve found common themes behind the difficulties companies encounter. One is that IT assumes sole ownership of API programs, so they aren\u0026rsquo;t tightly linked to business goals or an overarching modernization vision. Another reason API programs falter is siloed efforts\u0026mdash;for example, efforts focused solely on data or cloud migration\u0026mdash;which can generate only incremental value. To achieve the full promise of APIs, companies ultimately have to make significant progress along multiple dimensions.\u003c/p\u003e\n\u003cp\u003eTo avoid these pitfalls and get the full benefit from their API initiatives, CIOs must address seven key challenges.\u003c/p\u003e\n\u003ch2\u003eChallenge #1: Where do I start?\u003c/h2\u003e\n[[PullQuote 1]]\n\u003cp\u003eThe flexibility of API means that it can be used almost anywhere in IT to make something better. That range can be overwhelming, and small experiments can take on a life of their own, leading to wasted energies and limited value.\u003c/p\u003e\n\u003cp\u003eDeciding which APIs to build requires taking a dual perspective: identifying which can enable important customer-facing applications/solutions and which can build a sound technical foundation. Within that context, IT leaders can \u003ca href=\"/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis\"\u003eprioritize API development based on the business\u0026rsquo;s strategy, business and modernization impact, and ability to execute\u003c/a\u003e. For example, a regional bank began with APIs that digitized a key customer journey. It then went on to build APIs that simplified the architecture and drove efficiencies.\u003c/p\u003e\n\u003cp\u003eCustomer journeys are a good place to start thinking about which APIs to build. A focus on journeys can identify which APIs can stitch together disparate IT systems to deliver a seamless end-to-end customer experience. To maximize the impact, tech leaders should also consider three additional ways APIs can provide value.\u003c/p\u003e\n\u003ch3\u003eData access and integration\u003c/h3\u003e\n\u003cp\u003eAPIs can expose data across various IT systems, both legacy and modern. They can then be used to extract the data and link them to advanced analytics systems.\u003c/p\u003e\n\u003ch3\u003eCloud migration\u003c/h3\u003e\n\u003cp\u003eMost large organizations still have significant captive, on-premise infrastructure and have started to migrate to private clouds. A small number are embarking on public-cloud migration to reach the next horizon of benefits. Managing a hybrid cloud environment requires IT leaders to prioritize APIs that can access infrastructure across both private- and public-cloud assets.\u003c/p\u003e\n\u003ch3\u003eCore transformation\u003c/h3\u003e\n\u003cp\u003eAPIs can help with transformations because they can connect core IT systems, and the specific data inside them, to digital platforms. APIs can also serve as connective tissue and a synchronization mechanism across both modern and legacy systems that may operate at different clock speeds.\u003c/p\u003e\n\u003cp\u003eAll of these elements are intimately related. Thus figuring out which APIs to build first requires mapping the most important journeys and then noting the required complementary APIs to unlock the needed data, cloud, and core resources. It also requires identifying APIs that will allow the organization to operate in an agile, test-and-learn mode.\u003c/p\u003e\n[[disruptor1up learnmore]]\n\u003ch2\u003eChallenge #2: What should my API teams look like?\u003c/h2\u003e\n[[PullQuote 2]]\n\u003cp\u003eThe teams that build APIs need to employ a dedicated agile operating model. This requires a shift from seeing API building as a set of one-off projects and instead treating each API as a product that will evolve and improve over time based on customer feedback. The two core elements to get right for the operating model are teams with the right skill sets and an organizational structure that supports the business needs of the company.\u003c/p\u003e\n\u003cp\u003eAPI teams need a product owner to ensure that they build high-value APIs. They also need an API architect to ensure that they follow technical standards and best practices and that what gets built is aligned with IT\u0026rsquo;s architectural vision\u0026mdash;the end state envisaged when the tech-modernization program has been completed. Scrum masters ensure that teams use an iterative, test-and-learn execution model to build APIs quickly. Once the business has a prioritized backlog of high-value APIs, top-priority items get assigned to scrum teams, which then build APIs in one- to two-week sprints. Those APIs are subsequently tested and iterated with users.\u003c/p\u003e\n\u003cp\u003eCompanies can choose from three organizational structures to manage API development. Aligning leadership around one of them is crucial for IT to take advantage of APIs.\u003c/p\u003e\n\u003ch3\u003eCentralized\u003c/h3\u003e\n\u003cp\u003eA centralized group develops most APIs for both business and technology units. This model can build a lot of APIs quickly, but the central group needs to work closely with local business or IT units to ensure that the right APIs are prioritized and that they\u0026rsquo;re adopted after they\u0026rsquo;ve been built.\u003c/p\u003e\n\u003ch3\u003eDecentralized\u003c/h3\u003e\n\u003cp\u003eA set of dedicated API factory teams, embedded in different business and technology units, works cross-functionally to build and consume APIs. In this model, APIs are more likely to be aligned with business needs, but enforcing standards and best practices can be difficult.\u003c/p\u003e\n\u003ch3\u003eHybrid\u003c/h3\u003e\n\u003cp\u003eUnder a hybrid model, a centralized API factory builds foundational APIs. Individual business and technology units also contribute to the API catalog, following the taxonomy and standards set by the central factory and using foundational APIs built by the central factory.\u003c/p\u003e\n\u003ch2\u003eChallenge #3: What do I track?\u003c/h2\u003e\n[[PullQuote 3]]\n\u003cp\u003eCompanies often use a variety of different and inappropriate metrics to assess API performance. Teams\u0026rsquo; activities should be assessed \u003ca href=\"/capabilities/mckinsey-digital/our-insights/what-it-really-takes-to-capture-the-value-of-apis\"\u003eusing a set of common agile metrics\u003c/a\u003e: direct business value for customer-facing APIs and reuse/reduction of technical debt for back-end APIs (Exhibit 1). Other potential metrics include developer adoption, contribution to simplifying architecture or reducing infrastructure costs, and data-specific key performance indicators (KPIs).\u003c/p\u003e\n[[exhibit 1]]\n\u003ch2\u003eChallenge #4: How do I ensure my APIs actually deliver business value?\u003c/h2\u003e\n[[PullQuote 4]]\n\u003cp\u003eAPIs historically were classified as middleware that integrated and exchanged data among multiple systems. Because most API efforts were housed in the IT group, the taxonomy used to classify them was usually technical and nonintuitive. This prevented business stakeholders from engaging in API design and prioritization.\u003c/p\u003e\n\u003cp\u003eLeading organizations today are defining their API taxonomy in a way that creates a common language that\u0026rsquo;s understood by both business and technical units. The key is to distinguish between APIs that directly serve the business (where business input is crucial) versus those that are technical enablers. We have seen a sound taxonomy reduce API analysis time by 50 to 75 percent, increase adoption by 30 to 50 percent, and increase value realization by 25 to 50 percent.\u003c/p\u003e\n\u003cp\u003eA solid taxonomy allows businesspeople to have conversations with IT staff about which APIs directly drive customer experiences and which are part of the infrastructure that enables delivery of those experiences (Exhibit 2).\u003c/p\u003e\n[[exhibit 2]]\n[[disruptor1up readnext]]\n\u003ch2\u003eChallenge #5: What technology tools do we need?\u003c/h2\u003e\n[[PullQuote 5]]\n\u003cp\u003eIT leaders can easily get lost in the proliferation of API-related technologies, leading to wasted resources and poor performance. By making two specific decisions first, they can help narrow the field of technology options.\u003c/p\u003e\n\u003cp\u003eThe first key technical decision is choosing the right application-development framework/platform for building APIs. It is important to work with business leaders and list the right use cases for the APIs, based on technology feasibility (back-end readiness, for example), the business rules around them, and error conditions to be handled. The IT organization then needs to establish data formats for the APIs and design an API reference architecture that is modular, flexible, and extensible. This will prevent creation of unnecessary technical layers and technology debt. Engineering leaders should also establish API guiding principles, educate product owners on the benefits of good versus bad APIs, and provide tool kits and API catalogs so that developers adhere to best practices and APIs are reused.\u003c/p\u003e\n\u003cp\u003eThe second big technology decision is around the gateway and the API developer portal that serves as the front door for an organization\u0026rsquo;s API activities. The API gateway houses all the APIs, captures transaction analytics, and does data caching. It is important to decide who manages the gateway and to establish governance rules around it. Some companies select a centralized API platform. While it can be beneficial for a single team to be responsible for the gateway, that team can also become a bottleneck. A cloud-based API gateway and developer portal allows for separate units to be responsible for different sets of APIs and also allows developers to access all APIs in one place. This enables decentralized governance based on a set of published standards that apply across the entire organization.\u003c/p\u003e\n\u003cp\u003eWhen deciding whether to insource or outsource API development, the rule of thumb is that APIs should be kept in-house when they can create distinctive capabilities. APIs that don\u0026rsquo;t enable differentiation are better acquired from outside. For example, many banks rely on external vendors for payments APIs.\u003c/p\u003e\n\u003ch2\u003eChallenge #6: Who owns which APIs?\u003c/h2\u003e\n[[PullQuote 6]]\n\u003cp\u003eWho gets to define which APIs get built\u0026mdash;and who pays for their development\u0026mdash;is an important and, at times, contentious issue.\u003c/p\u003e\n\u003cp\u003eSome organizations have business units define and pay for customer-facing APIs, while the technology group builds them. This works well when a clearly defined digital strategy is already in place.\u003c/p\u003e\n\u003cp\u003eSome organizations, however, are in the process of defining their digital strategy and thus are not yet ready to build customer-experience APIs at scale. If that\u0026rsquo;s the case, the IT group should manage and fund process APIs and lower-level system APIs. By using this approach, the IT organization can build lower-level APIs that will already be in place when the digital strategy is ready.\u003c/p\u003e\n\u003cp\u003eThe best practice is joint ownership of APIs, particularly when cross-functional digital teams are building experience APIs to enhance customer journeys. In cases like these, business units have ownership of and pay for experience APIs, while the technology group owns the process and system APIs needed at the bottom of the stack.\u003c/p\u003e\n\u003cp\u003eIn all cases, a council or board should oversee the API portfolio over the entire life cycle (Exhibit 3). API councils are often made up solely of IT staff but should include representatives from the businesses as well. The council monitors the performance of APIs and decides which new ones to add and which existing ones to sunset. It also oversees agile funding of API projects, with money released gradually at first, as APIs meet specific milestones, and later, as business impact has been achieved. The council also continually reprioritizes projects in the queue, while pushing to encourage API reuse.\u003c/p\u003e\n[[exhibit 3]]\n\u003cp\u003eAs part of its work, the council must tackle API adoption. That means that any API project needs to have a clear adoption plan to be approved. These are critical to avoid the \u0026ldquo;build it and they will come\u0026rdquo; trap. Adoption plans should be developed by business and marketing groups working closely with IT. Self-service APIs that will be exposed externally to customers or partners need to align with the relevant technical, legal, and marketing specs and also be easy to use. Internal APIs should have enough documentation and be sufficiently evangelized within the organization to promote adoption and reuse.\u003c/p\u003e\n\u003ch2\u003eChallenge #7: Where is the talent to do all this going to come from?\u003c/h2\u003e\n[[PullQuote 7]]\n\u003cp\u003eThere are two sets of decisions companies need to make on talent.\u003c/p\u003e\n\u003ch3\u003eWhich new skills to acquire\u003c/h3\u003e\n\u003cp\u003eCompanies embarking on an API program typically need to acquire seasoned practitioners with expertise in re-architecting existing infrastructure into streamlined, API-enabled systems that can be more flexibly tested and deployed. This means bringing in experts who can access monolithic cores with microservices that use open-source tools. These experts should be familiar with API DevOps processes and also be able to iterate continuously on the API strategy, development, and life cycle\u0026ndash;maintenance activities required to drive impact. It is crucial to have practitioners with such skills in-house, since they form the backbone of a company\u0026rsquo;s API approach and need to work closely with existing IT and business leaders.\u003c/p\u003e\n\u003ch3\u003eWhich in-house capabilities to enhance\u003c/h3\u003e\n\u003cp\u003eThere are two sides to building in-house capabilities: educating business leaders on the value of APIs and upskilling existing IT architects and developers so they can operate in a modern API engineering environment. Business leaders need to understand the \u0026ldquo;what\u0026rdquo; of APIs\u0026mdash;that is, use cases that explore what is possible\u0026mdash;as well as the \u0026ldquo;how\u0026rdquo;\u0026mdash;the investments that will be involved, the resources that will be required to execute, and the adoption levels that will be needed to capture the full value. IT architects and developers should be well versed in the different kinds of APIs that will be needed and learn about modern open-source technologies like NodeJS and documentation tools like Swagger. They should also gain facility with core tools used in API engineering environments, such as API gateway and cloud-native technologies.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eAPIs are no longer a matter of technology strategy alone. Today, they are also a key part of any company\u0026rsquo;s business strategy. By attending thoughtfully to the seven key challenges, organizations can unlock the potential of APIs and accelerate their pathway to tech modernization.\u003c/p\u003e\n[[disruptorsignup full-width]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2018-12-19T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[{"displayName":"McKinsey Digital"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eKeerthi Iyengar\u003c/strong\u003e is an associate partner in McKinsey\u0026rsquo;s Sydney office; \u003ca href=\"/our-people/ling-lau\"\u003e\u003cstrong\u003eLing Lau\u003c/strong\u003e\u003c/a\u003e is a partner in the New Jersey office; and \u003cstrong\u003e\u003ca href=\"/our-people/srinivas-ramadath\"\u003eSrinivas Ramadath\u003c/a\u003e\u003c/strong\u003e is a partner in the Chicago office, where \u003ca href=\"/our-people/vik-sohoni\"\u003e\u003cstrong\u003eVik Sohoni\u003c/strong\u003e\u003c/a\u003e is a senior partner.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"E66241C540E748B5B734C08DCACB6AC6","name":"Keerthi Iyengar","authorTitle":{"value":"Keerthi Iyengar"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"8888C784E2C24AAC94079A86D80F8050","name":"Ling Lau","authorTitle":{"value":"Ling Lau"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/ling lau/ling-lau_profile_1536x1152.jpg","alt":"Ling Lau"},"emailLinks":{"value":"Ling_Lau@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/ling-lau-3786a513/"},"description":{"value":"Leads large-scale digital transformations through agile software development and operations, fostering a continuous delivery culture. 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