Dr John Gøtze 2014 Enterprise Architecture Summer School

1. Enterprise
as
a
Discipline
John
Gøtze

2. Agenda
Themes
• Trends
in
EA
theory
and
prac:ce
• How
enterprise
architects
must
embrace
the
new
trends
• Enterprise
<…>
– Enterprise
Investment
– Enterprise
Design
– …

5. Gartner
Hype
Cycle
Emerging
Technologies
Maps
the
Journey
to
Digital
Business
hEp://www.gartner.com/newsroom/id/2819918

6. Gartner’s
EA
Hype
Cycle
2014
$1995

7. Gartner
EA
Hype
Cycle
The
2014
EA
hype
cycle
=
three
hype
cycles:
• Disrup:ve
Threats
and
Opportuni:es
• EA
Discipline
Trends
• The
Big
Disconnect

10. Pace-­‐Layering
10

11. Gartner
By
2016,
30%
of
global
organiza:ons
will
establish
a
clear
role
dis6nc6on
between
founda6onal
and
vanguard
enterprise
architects.
…bifurca:ng
between
vanguard
enterprise
architects,
driving
innova:on
with
disrup:ve
technologies,
and
founda:onal
enterprise
architects,
delivering
systems
of
record
and
maintaining
the
(primarily
technology)
estate.
hEp://blogs.gartner.com/brian_burke/2014/01/17/in-­‐2014-­‐enterprise-­‐architects-­‐must-­‐play-­‐both-­‐founda:onal-­‐and-­‐vanguard-­‐roles/
hEps://www.gartner.com/doc/2743917

12. Enterprise Architect

13. Chris
PoEs:
Enterprise
Investment

14. Chris
PoEs
hEps://www.youtube.com/watch?v=xcoK6Kqb6ao

16. Enterprise
<…>
Enterprise
Needs
Enterprise
Leverage
Enterprise
Planning
Enterprise
Architec:ng
Enterprise
Roadmap
Enterprise
Investment
Porholio
Enterprise
Transforma:on
Enterprise
Performance

17. Enterprise
Noun
• a
purposeful
or
industrious
undertaking
• an
organiza:on
created
for
business
ventures
• readiness
to
embark
on
bold
new
ventures
WordNet
3.0

18. Enterprise
Awkwardness
Comic
Sans

19. Concept
Credit:
Milan
Guenther
Photo:
hEps://twiEer.com/roscamabbing/status/456337887911743488

20. Milan
Guenther:
Enterprises
want
scale
–
selling
to
and
interac:ng
with
thousands
or
millions
is
good

21. Milan
Guenther:
But
it
tends
to
make
things
worse
when
it
comes
to
dialogues,
behaviour
etc
Most
enterprises
behave
very
awkward
compared
to
humans,
because
rela:onships
are
hard
to
scale.

22. Milan
Guenther:
So
how
can
we
leverage
data,
mobile,
services,
experience,
brand,
interac6ons
etc
to
make
enterprises
less
awkward?

23. So,
awkward?
#awkward

24. hEps://twiEer.com/JohnRentoul/status/482904367260241920

25. #awkwardenterprise

31. New
Normal,
New
Standards
hEps://www.youtube.com/watch?v=n-­‐pZj_cPBvw
hEp://blogs.hbr.org/2012/12/when-­‐an-­‐ad-­‐campaign-­‐goes-­‐wrong/

34. Why
Awkward
Enterprises
?
• Faults
of
Commission
or
• Faults
of
Omission
hEp://www.cis.upenn.edu/~ahae/papers/detec:on-­‐tr.pdf

35. Fault
of
?

36. Fault
of
?

37. So
…

38. Plan,
Build,
Run

39. Eric
Ries
Minimum
viable
product
Validated
Learning
Plan-­‐Build-­‐Run

40. Gartner/MIT:
IT
Value
Crea:on
Cycle
• The digital economy
requires that firms build
digitized platforms to
provide a foundation for
doing business
• An enterprise function
must commit to using IT
strategically and exploit
the digitized platforms it
builds and runs
Hunter
&
Westerman:
The
Real
Business
of
IT

41. MIT
• Strategic
Ini:a:ves
• Opera:ng
Model
• Enterprise
Architecture
• Engagement
Model
• Founda:on
for
execu:on
“The
enterprise
architecture
is
the
organizing
logic
for
business
process
and
IT
capabili:es
reflec:ng
the
integra:on
and
standardiza:on
requirements
of
the
firm’s
opera:ng
model.”
Source:
Enterprise
Architecture
as
Strategy:
Crea7ng
a
Founda7on
for
Business
Execu7on,
J.
Ross,
P.
Weill,
D.
Robertson,
HBS
Press,
2006.

42. Opera:ng
Model
ROSS
&
WEILL
“When
it
comes
to
successful
execu7on
of
your
strategy,
your
opera7ng
model
may
maLer
far
more
than
your
strategy
itself.”

43. Speaking
of
models…
Killer-­‐ar:facts?

44. The
EA3
Cube
Approach
EA
=
Strategy
+
Business
+
Technology
Dr
ScoE
Bernard
US
Federal
Chief
Architect

45. Customer
Journey
Map

46. Future
Customer
Journey

48. MIT
Core
Diagram
• A
high
level
conceptual
representa:on
of
Enterprise
Architecture
on
which
mutual
understanding
can
be
reach.
• Consists
of
graphical
illustra:ons
where
at
least
four
key
elements
are
depicted:
• Core
processes
• Shared
data
driving
core
processes
• Key
Linking
and
automa:on
technologies
• Key
customers
Ross
&
Weill
COORDINATION CORE DIAGRAM
UNIFICATION CORE DIAGRAM

49. UK
Government
Business
Capability
Model

50. Beer,
Hoverstadt:
Viable
System
Model
• Complexity
• Structures
• Processes
• Decision
Making
• Communica:ons
• Informa:on
• Performance
management
• Adapta:on
Delivery
Intelligence
Governance
Environment
Operations
Co-ordination
Monitoring

51. Business
Model
Canvas
A
business
model
describes
the
ra7onale
of
how
an
organiza7on
creates,
delivers,
and
captures
value
Alexander
Osterwalder

52. The
Enterprise
Eco-­‐system

53. Enterprise
Design

54. Enterprise
Innova:on
Durability
–
Firmitas
U6lity
–
U>litas
Beauty
-­‐
Venustas

55. The
Enterprise
Design
Framework

56. Join
Our
Webinar
August
21st
2014
hEp://qualiware.dk/newsandevents/webinars/
webinar_john_goetze_august_21

57. bogmos.dk
links.enterprisearchitecture.dk
Books

58. Beyond
IT
Strategy:
Digital
Strategies
for
the
21st
Century
Call
for
Book
Chapters
hEp://gotze.eu/2014/08/14/beyonditstrategy/
Eds.
Anders
Jensen-­‐Waud
&
John
Gøtze

59. Thank
You
@gotze
jogo@itu.dk
john.goetze@qualiware.com