enterprise design and the future of enterprise architecture - dansk it ea conference 2013

Enterprise Design and the Future of Enterprise Architecture

Milan Guenther, Partner, eda.c John Gøtze, CEO, EA Fellows

AgendaIntroductionExperience JourneysEnterprise EcosystemsThe Role of Digital

Enterprise DesignEnterprise InnovationEnterprise Design FrameworkBrief Case Study: eda.c's work with the UN

The Future of Enterprise ArchitectureThe changing role of EA and enterprise architectsSystems Thinking in EADesign (Thinking) and EA

CollaborationOur retreat - discipline variety, getting to know each otherDesigning the story that goes with an architectureInnovating and transforming enterprises

The Future of Enterprise Architecture

• EA at a tipping point?

• ”New Normal”?• Balkanization and

Empire Building• AaaS …

New challenges …The Alignment Trap

BeyondAlignment.com

Business-IT AlignmentThe 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 peer-reviewed articles about “business-IT alignment”.

(Ross, Weill and Robertson, 2006)

Business/IT‐Alignment …

”You are now enteringThe Business”

= 0”Remember Your Vector Math!”

Enterprise Alignment

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)

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Get your ducks in a row!

Governments of Canada Strategic Reference Model

Story Alignment

The Enterprise Architect

1. Change agent2. Communicator3. Leader4. Manager5. Modeler…

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• Core enterprise architects: experts in enterprisearchitecture theory and practice.

• Implicit enterprise architects: those who support enterprisearchitecture work.

• Applied enterprise architects: those who define enterprisearchitecture requirements.

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1. Enterprise architecture and related standards will mergeto become mainstream.

2. Enterprise architecture willfocus more on business and service architecture, and lessabout IT.

3. EA tooling will merge and evolve into seamlessenterprise management practices.

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”

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Frank Lloyd WrightDestruction of the box

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System Thinking is about…..

Emergence

Feedback Loops

Creation of Purpose

Managing Complexity

Wholes

Not IT

Not Process

Patrick Hoverstadt

VSM ‐ ViabLe System Model

Delivery

Intelligence

Governance

Environment

Operations

Co-ordinationM

onito

ring

Patrick Hoverstadt (2008) The Fractal Organization: Creating sustainableorganizations with the Viable System Model. Wiley

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 WayTriarchy Press

EA Boundary Objects

• Artifacts, which are the shared tools, documents, models.

• Discourse, which is a common language thatcan be shared across communities of practice. 

• Processes, i.e., the shared processes, routines, and procedures that facilitate coordination of and between communities of practice.

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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)

Dialectic skills

Enterprise architects must have competencies in resolving conflicts, and in creating consensus, synthesis and common understanding. Detectwhat 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

Dialogic skillsIn facing wicked problems, enterprise architects must focus more on problem‐finding than problem‐solving. In analogy with craftsmanship, craft looks at situations in a problemfindingmanner. When skilled in the craft of cooperation, and confident in theirability to negotiate complexity, the architects can interact with those whoare different, antagonistic, or even aggressive towards them. Such dialogicskills 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 unforeseendirection”. Dialogic conversation, the “subjunctive mood in speech”, opens a “space of ambiguity” within the conversation, for all parties equally. It alsofacilitates 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

Design and Architecture

Barcelona Retreat

”Let’s bring designers and architectstogether for a week.”

”We have found that we have a mutual interest in Enterprise Design, which we both work with, but usingdifferent approaches… We think wecan learn a lot from each other, and came up with the idea of thisretreat. But then we thought again ‐‐why not invite some of ourrespected peer architects and designers to join us, so we can all learn together and from eachother?”

John & Milan 

TopicsPRINCIPLES* 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?

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

1st Enterprise Design

Retreat

Case: Executive Master in IT Leadershipat the IT-University of Copenhagen

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

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Design Challenge

The Perfect Executive Master in IT LeadershipIdeation, 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 

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University Capabilities

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University Capabilities

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Architecture – Identity ‐ Experience

+ double uptake, restructuring work, and KPI work(”target meetings vs meeting targets”)

Digital ledelse i den offentlige sektorKlokken 17 i Aud 3!

Jimmy Kevin PedersenEkstern lektor ITUSenior Policy Advisor, Teknologisk Institut

Adam LebechKontorchef/Digitaliseringschef i Økonomi‐ og Indenrigsministeriet

John Gøtze

CEO, EA FellowsCopenhagen

john@eafellows.com @gotze

Milan Guenther

Partner, eda.cParis

milan.guenther@eda-c.com @eda__c