This is the first part of a two part co-presentation by Rob Livingstone (Principal, Livingstone Advisory) and Dr Asif Gill (University of Technology Sydney) delivered at the CFOEdge conference in Sydney on November 9th, 2017 New, digitally enabled ways of working and living require a fundamental shift in the design and implementation of enterprise strategies and architectures. Problem is, many established organisations struggle with the lack of adaptability and agility of their IT infrastructure and associated technologies. Question is, how can organisations rapidly overcome this challenge without: - elevating cost, - increasing cyber and business risk, - eroding business value or - compromising effective governance in the face of increasing disruption, change, risks and uncertainty? In this presentation, a proven, robust and scalable approach to building a sustainable adaptive enterprise architecture capability to drive continuous efficiency and innovation will be explored. This presentation was followed by Dr Gill's presentation a real-world case study of involving a major Australian financial services organisation’s journey of building this adaptive enterprise architecture capability.

1. Building an Adaptive Enterprise
Architecture Capability for our Rapidly
Evolving Digital World
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2. Presentation overview
LA is using an adaptive enterprise design framework (The Gill Framework™ V3)
authored by Dr Asif Gill to help my clients in building adaptive capabilities.
This is an open source framework – which Asif Gill will be exploring in the 2nd half
of this presentation.
For my part, I will be sharing my insights and experience in helping organisations
along their journey of building resilience.
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3. My presentation segment explores:
1. Focus question
2. The declining value of precedence in fast changing ecosystems
3. Key attributes of the Adaptive enterprise.
4. Adaptive enterprise strategy and architecture capability for
continuous innovation and efficiency
5. Key role that CFO has in guiding the adaptive enterprise journey
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4. 1. Focus question for the C-suite
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Focus question for the C-suite:
How can we design and implement a robust, adaptive and
scalable enterprise-wide continuous change capability

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Focus question for the C-suite:
How can we design and implement a robust, adaptive and
scalable enterprise-wide continuous change capability
that is itself intrinsically adaptive, agile, internally coherent,
secure, customer centric and well understood by all

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Focus question for the C-suite:
How can we design and implement a robust, adaptive and
scalable enterprise-wide continuous change capability
that is itself intrinsically adaptive, agile, internally coherent,
secure, customer centric and well understood by all
so that our organisation can sense, anticipate and respond to
expected and unexpected changes

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Focus question for the C-suite:
How can we design and implement a robust, adaptive and
scalable enterprise-wide continuous change capability
that is itself intrinsically adaptive, agile, internally coherent,
secure, customer centric and well understood by all
so that our organisation can sense, anticipate and respond to
expected and unexpected changes
in order that the organisation and its staff will excel in the face
of continuous change and increasing uncertainty?

9. 2. The declining value of precedence
and ‘best practice’ in fast changing
ecosystems
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In times of rapid change, experience
could be your worst enemy.
J. Paul Getty
2. The declining value of precedence and ‘best
practice’ in fast changing ecosystems

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Adaptive Enterprise Strategy Journey Management Your journey for building an adaptive business strategy and execution capability in a
rapidly changing and increasingly digital world. (2017) By Asif Qumer Gill & Rob Livingstone.
2. The declining value of precedence and ‘best
practice’ in the face of constant change

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Adaptive Enterprise Strategy Journey Management Your journey for
building an adaptive business strategy and execution capability in a
rapidly changing and increasingly digital world. (2017) By Asif Qumer
Gill & Rob Livingstone.
In the rapidly changing ‘new world of
IT’ – driven by multiple, concurrent
influences - reliance on ‘best practice’
can be problematic, if not risky, for
your organisation.
Precedence is of limited value in fast
changing ecosystems
2. The declining value of precedence and ‘best
practice’ in the face of constant change

13. 3. Key attributes of the Adaptive
enterprise
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3. Key attributes of the Adaptive enterprise
The adaptive capability:
1. Is a more proactive approach in contrast to reactive change
management approaches and practices.

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
1. Is a more proactive approach in contrast to reactive change
management approaches and practices.
2. Continuously tests the validity of the key business, risk and technical
assumptions on which the change initiative was originally based.

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
1. Is a more proactive approach in contrast to reactive change
management approaches and practices.
2. Continuously tests the validity of the key business, risk and technical
assumptions on which the change initiative was originally based.
3. Engrains the capability for active monitoring, predicting, and
adapting to changes or opportunities with an appropriate degree of
clarity, accuracy and in a well-orchestrated and timely manner.

17. © All rights reserved
3. Key attributes of the Adaptive enterprise
The adaptive capability:
1. Is a more proactive approach in contrast to reactive change
management approaches and practices.
2. Continuously tests the validity of the key business, risk and technical
assumptions on which the change initiative was originally based.
3. Engrains the capability for active monitoring, predicting, and
adapting to changes or opportunities with an appropriate degree of
clarity, accuracy and in a well-orchestrated and timely manner.
4. Ensures that at no stage are there material inconsistencies or
misalignments between the organisation’s mission, strategies, tactics
and operations

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.
6. Supports a culture of continuous learning and improvement.

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.
6. Supports a culture of continuous learning and improvement.
7. Builds cross-functional capabilities across silos

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.
6. Supports a culture of continuous learning and improvement.
7. Builds cross-functional capabilities across silos
8. Is intrinsically non-adversarial – whole of business common intent

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.
6. Supports a culture of continuous learning and improvement.
7. Builds cross-functional capabilities across silos
8. Is intrinsically non-adversarial – whole of business common intent
9. Drives fast iterations of value delivery

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3. Key attributes of the Adaptive enterprise
The adaptive capability:
5. Embodies feedback (error correcting) and feedforward (predictive,
proactive) capabilities.
6. Supports a culture of continuous learning and improvement.
7. Builds cross-functional capabilities across silos
8. Is intrinsically non-adversarial – whole of business common intent
9. Drives fast iterations of value delivery
10. Rarely exists in organisations that operate within top-down, functionally
aligned structures and fixed strategic management approaches.

24. 4. Adaptive enterprise strategy and
architecture capability for continuous
innovation and efficiency
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25. © All rights reserved
4. Adaptive enterprise strategy and architecture
capability for continuous innovation & efficiency
Questions to be asked of peer
executives:
How do we, as an organisation, measure
the value of responsiveness, adaptability
and agility?

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The Gill Framework® is an agile or adaptive meta-framework for architecting Adaptive Enterprises as Adaptive Enterprise Service
Systems. Dr. Asif Gill is the author of this unique framework, which can be freely used for internal purposes within any organisation,
and at no cost by just acknowledging the source and copyright holder (Dr Asif Q. Gill).
Initiatives are executed through adaptive value streams of initiate-journey-close
feedback loops for continuous efficiency and innovation.
• Requirements continuously emerge in this value chain (which represents the ‘real
world’), which are managed via adaptive enterprise requirements management
capability.
4. Adaptive enterprise strategy and architecture
capability for continuous innovation & efficiency

27. 5. Key role that the CFO can play in
building an enterprise-wide adaptive
capability
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28. The journey for developing an adaptive capability can have a profoundly
positive impact on intra-organisational and customer engagements as it:
• Requires the ongoing collaboration between multiple stakeholders within
and across your organisation in a well orchestrated, agile manner without
compromising effective governance.
• Involves the identification and co-creation of realisable business value,
which simultaneously includes aspects such as revenue, cost, risk and
governance.
• Improves enterprise resilience and information security capabilities as the
evolution of an adaptive capability is a deeply integrated activity across all
aspects of the organisation
5. Key role that the CFO can play in building an enterprise-
wide adaptive capability
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29. In Summary
• Adaptive strategy and practice drive organisational adaptability.
• Work towards building the value chain of integrated adaptive
strategy, architecture, governance, project delivery and service
operations capabilities
• The journey is far more important than the destination (to state the
obvious!)
• This journey is, itself adaptive.
• It is not a ‘boil the ocean’ or major ‘transformation’ initiative.
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30. In Summary
• Adaptive strategy and practice drive organisational adaptability.
• Work towards building the value chain of integrated adaptive
strategy, architecture, governance, project delivery and service
operations capabilities
• The journey is far more important than the destination (to state the
obvious!)
• This journey is, itself adaptive.
• It is not a ‘boil the ocean’ or major ‘transformation’ initiative.
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31. Rob Livingstone
Advisory Practice Principal
Fellow, University of Technology, Sydney
CONTACT DETAILS
PHONE:
Landline: +61 2 8005 1972
Mobile: +61 419 632 673
EMAIL:
Rob Direct: rob@livingstoneadvisory.com
Web:
www.livingstoneadvisory.com