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Enterprise Design and the Future of Enterprise Architecture - Dansk IT EA Conference 2013

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Outside-in architecting, customer experience, and quite frankly, the whole people side of the enterprise, have traditionally not been focus areas for enterprise architects, nor in the way architects are trained. This lecture presents the Enterprise Design Framework, which puts EA into a wider, people-oriented design approach.

See http://www.slideshare.net/gotze/enterprise-design-and-the-future-of-enterprise-architecture

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Enterprise Design and the Future of Enterprise Architecture - Dansk IT EA Conference 2013

  1. 1. Enterprise Design and the Future of Enterprise Architecture Milan Guenther, Partner, eda.c John Gøtze, CEO, EA Fellows
  2. 2. Agenda Introduction Experience Journeys Enterprise Ecosystems The Role of Digital Enterprise Design Enterprise Innovation Enterprise Design Framework Brief Case Study: eda.c's work with the UN The Future of Enterprise Architecture The changing role of EA and enterprise architects Systems Thinking in EA Design (Thinking) and EA Collaboration Our retreat - discipline variety, getting to know each other Designing the story that goes with an architecture Innovating and transforming enterprises
  3. 3. The Future of Enterprise Architecture • EA at a tipping point? • ”New Normal”? • Balkanization and Empire Building • AaaS … New challenges … The Alignment Trap BeyondAlignment.com
  4. 4. Business-IT Alignment The degree of fit and integration among business strategy, IT strategy, business infrastructure, and IT infrastructure. Henderson and Venkatraman (1989) CBS Library Apr 2013: 21.199 peerreviewed articles about “businessIT alignment”. (Ross, Weill and Robertson, 2006)
  5. 5. Business/IT‐Alignment …
  6. 6. ”You are now entering The Business”
  7. 7. Enterprise Alignment ”Remember Your Vector Math!” = 0 Alignment = “the ability of the organization to operate as ONE by working towards a common shared vision supported by a well orchestrated set of strategies and actions”. (Doucet et al, 2009)
  8. 8. Story Alignment Get your ducks in a row! Governments of Canada  Strategic Reference Model 35
  9. 9. The Enterprise Architect 1. Change agent 2. Communicator 3. Leader 4. Manager 5. Modeler … 11/11/2013 37
  10. 10. • Core enterprise architects:  experts in enterprise architecture theory and  practice. • Implicit enterprise architects:  those who support enterprise architecture work. • Applied enterprise architects:  those who define enterprise architecture requirements. 11/11/2013 38
  11. 11. 1. Enterprise architecture and  related standards will merge to become mainstream. 2. Enterprise architecture will focus more on business and  service architecture, and less about IT. 3. EA tooling will merge and  evolve into seamless enterprise management  practices.
  12. 12. Architecture? FEAF‐II and EA3 • A systematic approach that organizes and guides design, analysis,  planning, and documentation activities. ISO 42010: • system fundamental concepts or properties of  a system in its environment embodied in its  elements, relationships, and in the principles of its  design and evolution. <systems> • ISO 15288: “are man‐made and may be configured with one or  more of the following: hardware, software, data, humans,  processes (e.g. processes for providing service to users), procedures  (e.g. operator instructions), facilities, materials and naturally  occurring entities” 11‐11‐2013 ∙ 40
  13. 13. Frank Lloyd Wright Destruction of the box
  14. 14. System Thinking is about….. Wholes Not IT Managing Complexity Feedback Loops Not Process Emergence Creation of Purpose 42 Patrick Hoverstadt
  15. 15. VSM ‐ ViabLe System Model Governance Intelligence Delivery Monitoring Co-ordination Environment Operations Patrick Hoverstadt (2008) The Fractal Organization: Creating sustainable organizations with the Viable System Model. Wiley
  16. 16. Which is EA Thinking? John Seddon (2008) Systems Thinking in the Public Sector:  The Failure of the Reform Regime.... and a Manifesto for a Better Way Triarchy Press
  17. 17. EA Boundary Objects • Artifacts, which are the shared tools,  documents, models. • Discourse, which is a common language that can be shared across communities of practice.  • Processes, i.e., the shared processes, routines,  and procedures that facilitate coordination of  and between communities of practice. Gøtze, J., 2013, The Changing Role of the Enterprise Architect. Proceedings of the 2013  17th IEEE International Enterprise Distributed Object Computing Conference Workshops  (EDOCW 2013), 9‐13 September 2013, Vancouver, British Columbia, Canada (eapad.dk) 11/11/2013 45
  18. 18. Dialectic skills Enterprise architects must have competencies in  resolving conflicts, and in creating consensus,  synthesis and common understanding. Detect what might establish that common ground and  the skill of seeking the intent rather than just  reading the face value of the words. 11/11/2013 Ibid. 46
  19. 19. Dialogic skills In facing wicked problems, enterprise architects must focus more on  problem‐finding than problem‐solving.  In analogy with craftsmanship, craft looks at situations in a problemfinding manner. When skilled in the craft of cooperation, and confident in their ability to negotiate complexity, the architects can interact with those who are different, antagonistic, or even aggressive towards them. Such dialogic skills also include listening well, behaving tactfully, finding points of  agreement and managing disagreement, and avoiding frustration in a  difficult discussion. Dialogics, or the dialogical domain, is “that world of talk  that makes an open social space, where discussion can take an unforeseen direction”. Dialogic conversation, the “subjunctive mood in speech”, opens a  “space of ambiguity” within the conversation, for all parties equally. It also facilitates empathy, which should be distinguished from sympathy, as  curiosity or wonder about an other, as opposed to identification. Ibid., quoting Richard Sennett’s “Together” 47
  20. 20. Design and Architecture
  21. 21. Barcelona Retreat ”Let’s bring designers and architects together for a week.” ”We have found that we have a  mutual interest in Enterprise Design,  which we both work with, but using different approaches… We think we can learn a lot from each other, and  came up with the idea of this retreat. But then we thought again ‐‐ why not invite some of our respected peer architects and  designers to join us, so we can all  learn together and from each other?” John & Milan 
  22. 22. Topics PRINCIPLES * Good Design/Architecture Principles * Do we have principles to create principles? * Are there characteristics for principles? INTEGRATION * EA Agility ‐> Can we look at that using Service Design? * How to design the agile enterprise? * Design Thinking in Organisations * How to discover & express an aspirational target state? * Research and prototyping for Enterprise Architecture * Modeling and analyisis for Strategic Design * How to avoid MANAGER/MINISTER‐CENTRED DESIGN? * Where do designers/architects fit in an organisation? GOVERNANCE * Management / Governance / KPI ‐> How we deal with it! * Governance *10K ‐> Be agile? Be human? * "IT Governance" vs. "Whatever Governance” TOOLS * Hybrid Wikis * Modelling and Tools * Enterprise Repository for Design Work?
  23. 23. More Topics • • • • • • • • • • • • • • • • Representation What is the measure of architecture/design sucess? What is the value we add? Do we have documented the value to do design? Where to start with Design & Archictecture? What's a brand core idea? External Branding <‐> Internal Branding Unique vs. Scaling Designs How to ASSURE a design or architecture? Visual Designers vs. "Designer" ‐> It's not the same (A drawing of a house with a tree) Do we need to hide our buzzwords? Wicked problems Extended hyperconnected enterprise ecosystems Systems of Innovation / Differentiation / Record Taking the IT out of EA
  24. 24. 1st Enterprise Design Retreat Case: Executive Master in IT Leadership at the IT-University of Copenhagen
  25. 25. ITU: Current State • Conditional Accreditation – External lecturers vs researchers (DVIP/VIP) issue – Split Master in IT into three studies  • Un‐focused brand – Brand opportunity with ”new” Master • Unclear role of exec‐edu at the university – Staffing, services, etc • ”Creative solutions” – Guests, networks, partnering – Pilot in digitalization 54
  26. 26. Design Challenge The Perfect Executive Master in IT Leadership Ideation, stories: • Design for Executives • More ”Rock Stars”, also ”Jerry Springer” • Learning more than Teaching.  • Participants as Teachers. • Space/Place not limited to ITU Building • ”5000 Cool Places”, EuroCIO, Gartner  55
  27. 27. University Capabilities 56
  28. 28. University Capabilities Architecture – Identity ‐ Experience + double uptake, restructuring work, and KPI work (”target meetings vs meeting targets”) 57
  29. 29. Digital ledelse i den offentlige sektor Klokken 17 i Aud 3! Jimmy Kevin Pedersen Ekstern lektor ITU Senior Policy Advisor, Teknologisk Institut Adam Lebech Kontorchef/Digitaliseringschef i  Økonomi‐ og Indenrigsministeriet
  30. 30. John Gøtze CEO, EA Fellows Copenhagen john@eafellows.com @gotze Milan Guenther Partner, eda.c Paris milan.guenther@eda-c.com @eda__c