Towards Organizational Intelligence


Published on

My presentation for Microsoft Architect Insight conference 2010.

Published in: Business
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • In “Power to the Edge”, Alberts and Hayes provide an outline maturity model for the net-centric world. This shows building the basic information sharing capability first, before extending the architecture to include service differentiation (based on shared awareness), collaborative process support and self-synchronization (to provide disruption tolerance).
  • Towards Organizational Intelligence

    1. 1. Richard Veryard Next Practice Research Initiative Towards Organizational Intelligence
    2. 2. What Is Organizational Intelligence? A business perspective “ Learning Organization” “ Responsive Organization” “ Continuous Evolution” Viability, Sustainability Business Survival
    3. 3. What Is Organizational Intelligence? A technology perspective “ Sense and Respond” “ Smart Planet” “ Continuous Intelligence” “ Collaboration Networks” “ Enterprise 2.0”
    4. 4. Closed loop BI data store data store data store What is Going On (WIGO) policy-making sense-making decision-making Source: CBDI Journal, June 2003
    5. 5. What Is Organizational Intelligence? A systems perspective Double-Loop Learning (Argyris) OODA (Boyd) Act Orient Performance Gap Mental Models Act Observe Decide Monitor Decide
    6. 6. What Is Organizational Intelligence? A cognitive perspective Sense-Making Communication & Sharing Learning & Development Knowledge & Memory Perception & Monitoring Decision & Action WIGO (what is going on)
    7. 7. Perception & Monitoring <ul><li>Business Capabilities </li></ul><ul><li>Business Intelligence </li></ul><ul><li>Situation Awareness </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>Data Mining </li></ul><ul><li>Neural Nets </li></ul>Sense-Making Communication Learning Knowledge Perception & Monitoring Decision WIGO (what is going on)
    8. 8. NCW Maturity Model Traditional Self-Synchronization Collaboration Organic Sources Information Sharing Shared Awareness Developing Situational Awareness Command and Control 0 1 2 3 4 source: Power to the Edge (Alberts & Hayes, DoD CCRP, 2003)
    9. 9. Sense-Making <ul><li>Business Capabilities </li></ul><ul><li>Analysis </li></ul><ul><li>Story-Telling </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>Mind-Mapping </li></ul><ul><li>Modelling Tools </li></ul><ul><li>Visualization </li></ul>Sense-Making Communication Learning Knowledge Perception Decision WIGO (what is going on)
    10. 10. Collective Decision-Making <ul><li>Business Capabilities </li></ul><ul><li>Instant of Seeing </li></ul><ul><li>Time for Understanding </li></ul><ul><li>Moment of Decision </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>DecisionStreet </li></ul><ul><li>Web Analytics </li></ul>Sense-Making Communication Learning Knowledge Perception Decision & Action WIGO (what is going on)
    11. 11. Memory  Knowledge <ul><li>Business Capabilities </li></ul><ul><li>Retention </li></ul><ul><li>Retrieval </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>“ Lotus Knows” </li></ul><ul><li>Sharepoint shares </li></ul><ul><li>Google glues … </li></ul>Sense-Making Communication Learning Knowledge & Memory Perception Decision WIGO (what is going on)
    12. 12. Learning & Development <ul><li>Business Capabilities </li></ul><ul><li>Single-Loop Learning </li></ul><ul><li>Double-Loop Learning </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>Smart Software </li></ul>Sense-Making Communication Learning & Devt Knowledge Perception Decision WIGO (what is going on)
    13. 13. Communications & Sharing <ul><li>Business Capabilities </li></ul><ul><li>Identifying </li></ul><ul><li>Locating/Presence </li></ul><ul><li>Engaging </li></ul><ul><li>Tech Platform Examples </li></ul><ul><li>Enterprise 2.0 </li></ul><ul><li>Mobile </li></ul>Sense-Making Communication & Sharing Learning Knowledge Perception Decision WIGO (what is going on)
    14. 14. Supporting technologies Event Processing Business Intelligence Knowledge Management Social Networking Command and Control Decision Support Collaboration Networks Enterprise 2.0 Process Innovation Sense-Making Communication Learning Knowledge Perception Reasoning / Action WIGO (what is going on)
    15. 15. What is the Scope of Intelligence? <ul><li>Enterprise? </li></ul><ul><li>Ecosystem? </li></ul>Hulton Archive/Getty Images Wikipedia
    16. 16. Questions for CIOs <ul><li>How important is organizational intelligence to your organization? </li></ul><ul><li>Who is responsible in your organization for maintaining organization intelligence? </li></ul><ul><li>What is the role of the CIO in improving the intelligence of the organization? </li></ul><ul><li>How many of the technical components are present in your organization? </li></ul><ul><li>How efficiently are they joined up? How effectively are they being used? </li></ul><ul><li>What is the current value of these technologies to your organization? What is the potential value? </li></ul>I for Intelligence ?
    17. 17. Questions for Architects <ul><li>How does the structure of organizational knowledge affect the viability and survival of the business? </li></ul><ul><li>How should enterprise architects think about the structure of knowledge? </li></ul><ul><li>Are the intelligence loops fully contained within the enterprise? Or should we be looking at intelligence within a larger ecosystem? </li></ul><ul><li>What implications of intelligence loops for enterprise architecture? </li></ul>
    18. 18. Request for help <ul><li>Case examples </li></ul><ul><ul><li>Describing how the elements of intelligence (do/could/will) contribute to your business success. </li></ul></ul><ul><ul><li>Describing current or proposed initiatives in terms of organizational intelligence. </li></ul></ul><ul><li>Opportunities to refine framework </li></ul><ul><ul><li>Assessment of current / future state </li></ul></ul><ul><ul><li>Defining change programme </li></ul></ul><ul><ul><li>Business case and ROI for organizational and technical change </li></ul></ul>
    19. 19. Richard Veryard <ul><li>Director, Next Practice Research Initiative </li></ul><ul><li> </li></ul>