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The presentation of Capgemini's Jude Umeh on the Bright talk summit....

The presentation of Capgemini's Jude Umeh on the Bright talk summit.

Enterprise Architecture can play a more prominent role in bringing innovative business models to life. However, EA has an image problem which must be fully addressed in order to take its place as a key enabler for innovation.

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Bright talk summit ea and innovation Presentation Transcript

  • 1. Jude Umeh
    London - August 2011
    Innovation & Enterprise Architecture
  • 2. Synopsis & Bio
    SYNOPSIS:
    Innovation and Enterprise Architecture are not often used in close proximity to each other, but that is not to say they are mutually exclusive. If anything, given the increasing complexity of digital businesses, it is probably time for Enterprise Architecture to play a more prominent role in bringing innovative business models to life. To do this successfully, the focus must be on three key dimensions of: People, Process & Technology, and this talk will explore these, and other significant themes, in discussing the role of Enterprise Architecture and innovation. The broader vision, (plus a wealth of skills / experience / knowledge), that is available to an Enterprise Architect makes it a critical role in creating a culture of innovation. However, EA has an image problem, arguably due to a misconception of it being restrictive or otherwise limiting to the spirit of innovation, and this has to change in order for EA to take its place as a key enabler for innovation.
    2
    BIO:
    Jude Umeh is a Senior Consultant & Enterprise Architect with Capgemini in the UK, and he enjoys helping to define future business and technology strategies that shape clients' response to a challenging digital environment. Jude is a published author, with a book and several articles and whitepapers, on the impact of digital content technologies. He is also a frequent blogger on Capgemini’s award winning technology blog.
    © 2011 Capgemini. All rights reserved.
  • 3. Content
    • Introduction
    • 4. Some Key Challenges Facing The Enterprise
    • 5. The Role of Enterprise Architecture
    • 6. Overcoming Challenges
    • 7. Appendix
    3
    © 2011 Capgemini. All rights reserved.
  • 8. Introduction
  • 9. Innovation & Enterprise Architecture
    5
    © 2011 Capgemini. All rights reserved.
    Innovation
    Enterprise Architecture
  • 10. What is Innovation?
    6
    © 2011 Capgemini. All rights reserved.
    2
    3
    1
    The three common forms of innovation
    To create VALUE though a new market or productA game changing move that provides sustained first mover advantage
    To change COST of production and size of available market
    A break through in any element of the operation of an enterprise
    For SERVICABILITY to secure existing and new customers
    Where market or product cannot be innovated service can be used
    The barriers to innovation
    Organisational Structure and Boundaries
    The immediate and obvious challenge that
    any change will bring to an Enterprise
    Mobilisation and Capabilities
    Enterprises are constrained by their own knowledge and experience
    Eventually Change is inevitable
    Innovation is about controlling the timing and basis of change to be advantageous to our own business
  • 11. Capgemini Innovation
    7
    © 2011 Capgemini. All rights reserved.
    TechnoVision 2011 edition
    ASE: Accelerated Solution Centers
    Rapid Innovation Centers
    Social Insight
    Cloud Services (e.g. Immediate)
    RDV: Rapid Design & Visualization
  • 12. 4 Types of Enterprise Innovation
    8
    © 2011 Capgemini. All rights reserved.
  • 13. What is Enterprise Architecture?
    9
    © 2011 Capgemini. All rights reserved.
    SolutionArchitecture
    Enterprise Architecture
    BusinessArchitecture
    Enterprise
    Security Architecture
    Enterprise
    Governance Architecture
    InformationArchitecture
    Enterprise ITArchitecture
    Enterprise IT
    Information Systems
    Architecture
    Enterprise IT
    Technology Infrastructure
    Architecture
    Software Architecture, Network Architecture, Storage Architecture…
  • 14. Aligning Business Strategy and Project Delivery!
    Simple Answer…
    10
    © 2011 Capgemini. All rights reserved.
  • 15. Architecture Frameworks
    11
    © 2011 Capgemini. All rights reserved.
    Contextual
    Security
    Governance
    Business
    Business
    Information/
    Information/
    Information
    Information
    Technical
    Technical
    Knowledge
    Knowledge
    System
    System
    Infrastructure
    Infrastructure
    Conceptual
    Logical
    Physical
    Business
    Business
    Information
    Information
    Information
    Information
    Technology
    Technology
    systems
    systems
    infrastructure
    infrastructure

    Automated

    Automated

    Communication

    Communication

    Commercial

    Commercial

    Hardware

    Hardware

    Information

    Information
    support
    support

    Organisation

    Organisation

    Systems

    Systems

    Component

    Component

    Knowledge

    Knowledge

    Processes

    Processes
    software
    software
    types
    types

    Relations

    Relations

    Personnel

    Personnel

    Communication

    Communication

    Structure

    Structure

    Data

    Data

    Administration

    Administration

    Generic

    Generic

    Distribution

    Distribution

    Finance

    Finance
    applications
    applications

    Inte
    gration

    Inte
    gration
    TOGAF v9 Architecture Development Method (ADM)
    Capgemini’s Integrated Architecture Framework (IAF)
  • 16. Key Challenges Facing Enterprises
  • 17. Some Big Questions to Deal With
    13
    © 2011 Capgemini. All rights reserved.
    • End users autonomy or control – Apple, Web, SaaS
    Security, risks, and extent of controls = new policies and training
    • Services and Clouds – evolution or revolution
    A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid
    • Real-time Data and Social Networks
    A huge benefit to be unlocked, or a further problem around Data
    • What is meant by ‘at work’
    If it’s not a physical place with fixed provisioned PCs
    • Book to Bill in an online world
    Back-office processes extending and connecting externally
    • Collaborative Agile Business
    The decentralised and constantly changing ‘edge of business’
  • 18.
  • 19. Impact of Disruptive Innovation - eTOM
    15
    © 2011 Capgemini. All rights reserved.
    Source: http://www.tmforum.org/IntegrationFramework/6637/home.html
  • 20. Emerging Trends that matter
    16
    © 2011 Capgemini. All rights reserved.
    Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends
  • 21. The Role of Enterprise Architecture
  • 22. Custodians of Principles & Governance
    18
    © 2011 Capgemini. All rights reserved.
    Business Strategy
    IT Strategy
    Business Mission
    IT Mission
    Enterprise Architecture
    Principles
    Policies
    Domain Architecture
    Solution Architecture
    Key
    Business
    IT
    Solution Design
    Architecture
    Governance
  • 23. Innovating the Enterprise
    19
    © 2011 Capgemini. All rights reserved.
    Source: The Business Model Canvas (www.businessmodelgeneration.com)
  • 24. Agile Development
    20
    © 2011 Capgemini. All rights reserved.
    Source: neilperkin.typepad.com/only_dead_fish/agile-planning.html
  • 25. Overcoming Challenges
  • 26. The Business Technology Agora
    TECHNOLOGY
    BUSINESS
    Today Business activities and Enterprise operations are reliant to a greater or lesser degree on technology, but increasingly in many industries, such as Financial Services, technology has become synonymous with the Business. Enterprise managers need to find a new way to create a vision of how technology will change their enterprise and its markets, and new ways to engage together to focus and act on this vision.
  • 27. Capgemini Business Technology Agora – a unique approach
    Business Rules!
    SocialNetwork
    MasteredDataManagement
    Agile Legacy Lifecycle
    Crowd Creation
    AugmentedMashup
    Utility Business Infrastructure
    Advanced Analytics
    iPadification
    Jericho-Style Security
    Open Data
    Real-Time Intelligence
    Enterprise Apps Market
    Rich Interaction
    Real-TimeBusinessProcessManagement
    Sensing Networks
    Software-as-a-Service
    The Importance of Cluster AnalysisBusiness Solutions are built from the integration of different products into uniquely valuable and differentiating capabilities. Product analysis does not provide an answer as it is a comparison of features not of the ability to understand comprehensive, cohesive and complex change.A true vision of the impact of Technology on Business is required.
  • 28. Capgemini’s Business Technology Agora – a well proven approach
    Technology cluster analysis identifies seven core ways thatBusiness will be impacted by new capabilities, and allows these seven core changes to be examined in detail against your business and enterprise drivers in a Business Technology Agora workshop. A workshop that has created benefit for more than 100 Capgemini clients.
    Step 2Explore the technology clusters through examples
    Technology Clusters
    WE COLLABORATE
    INVISIBLEINFOSTRUCTURE
    WE COLLABORATE
    PROCESS ON-THE-FLY
    SECTOR-AS-A-SERVICE
    YOU EXPERIENCE
    THRIVINGON DATA
    Step 1Define the top 4-6 business drivers
    YOUEXPERIENCE
    1
    1
    Improve Speed to Market
    2
    2
    C/M/H
    Capture Knowledge from Ageing Workforce
    3
    3
    Example Business Drivers
    Step 3Access the importance of eachtechnology clusterC = CAUSE or trigger for the driverM = MUST for the driverH = HELP supportive elementBlank = not directly relevant
    4
    Integrate Online andBrick-and-Mortar Channels
    PROCESSON-THE-FLY
    THRIVINGON DATA
    4
    5
    Expand Service into China
    6
    SECTOR-AS-A-SERVICE
    Step 4Access the client and technology maturity = Both are mature; this topic can start now = Either technology or the client in not mature;but this topic could be developed next = Technology and/or client is very immature; cannot be started this year
    INVISIBLE INFOSTRUCTURE
    LiberArchitecture
  • 29. The TechnoVision Agora to promote and sustain a new, continual dialogue
    Innovation is about doing new things in new ways, that means new combinations of experiences and people, and that requires a new language and framework to discuss, focus and act.
    The Business Technology Agora promotes a new working accord for business and technology.
    BUSINESS
    TECHNOLOGY
  • 30. Capgemini Business Technology Agora – understanding solution dynamics
    The TRAIN is a stable, robust mode of mass transportation. It is not flexible but reaches its goal in a predictable, straightforward way based on an infrastructure that is designed and built to last for decades. The functionality is provided in a highly efficient and standardized way and many people will be affected when trains do not run.
    The BUS is also a relatively stable mode of mass transportation, but clearly with more flexibility. A bus can take a detour if circumstances require, and it can be used for alternative purposes on top of the fixed schedule. A bus still needs a road, but a flexible route can be more easily configured out of roads than out of available railways.
    The CAR is a much more agile, individualized means of transport. It can take a person – or a small group of people – to most of the places they want to go. There are many different types of cars to choose from and their owners will configure and adapt them to reflect their individual, differentiated styles and personalities.
    The SCOOTER is a lightweight, extremely flexible and individual method of transport. It can be used for the “last mile,” bringing you to places even cars cannot reach. In crowded areas, scooters are faster than any other means of transport. There are many different types of scooters but they can only transport one or two people at the same time.
    All of these modes of transport are tied together through a HUB, best seen as a modern train station with carefully provided additional services. Such a hub is truly multi modal in that trains, buses, cars and scooters all can conveniently “dock” and people can easily change their means of transport, while benefiting from a host of add-on services. A well-designed station like this functions as the pumping heart of the city.
  • 31. Capgemini Business Technology Agora – plot a new governance
    TRAIN
    BUS
    HUB
    CAR
    SCOOTER
  • 32. Appendix
  • 33. Some Interesting Blogs / Articles
    Big data is not a voluntary move, it’s happening to you NOW (August 2011)
    http://www.capgemini.com/ctoblog/2011/08/big-data-voluntary-move-happening/
    Agile Planning (July 2011)
    neilperkin.typepad.com/only_dead_fish/agile-planning.html
    Big data or is the accumulation of small data the real issue?(July 2010)
    http://www.capgemini.com/ctoblog/2011/07/big-data-accumulation-small-data-real-issue/
    Innovation in an Enterprise Architecture Context: Innovating the Business Processes, Technological Services and Corporate Strategies. (June, 2011)
    http://coherencyarchitect.com/2011/06/13/innovation-in-an-enterprise-architecture-context-innovating-the-business-processes-technological-services-and-corporate-strategies/
    A challenge to enterprise architects: Think innovation – (August, 2010)
    http://gcn.com/Articles/2010/08/16/Interview-Mel-Greer-Lockheed-EA.aspx
    Is Your Enterprise Architecture Stifling Innovation? – (September, 2010)
    http://www.itbusinessedge.com/cm/community/features/guestopinions/blog/is- your-e...
    Agile
    29
    © 2011 Capgemini. All rights reserved.
  • 34. More information
    30
    About Capgemini
    Capgemini, one of the world's foremost providers of consulting, technology and outsourcing services, enables its clients to transform and perform through technologies.
    Capgemini provides its clients with insights and capabilities that boost their freedom to achieve superior results through a unique way of working, the Collaborative Business ExperienceTM. The Group relies on its global delivery model called Rightshore®, which aims to get the right balance of the best talent from multiple locations, working as one team to create and deliver the optimum solution for clients.
    Present in more than 35 countries, Capgemini reported 2009 global revenues of EUR 8.4 billion and employs over 100,000 people worldwide.
    More information is available at:www.capgemini.com
    © 2011 Capgemini. All rights reserved.
  • 35. Jude Umeh (FBCS, CITP)
    Snr. Consultant & Enterprise Architect
    Email: jude.umeh@capgemini.com
    Phone: +44 (0)870 238 8529
    Blogs: http://www.bcs.org/server.php?show=ConBlog.8
    http://www.capgemini.com/technology-blog
    http://judeumeh.wordpress.com
    Twitter: @judeumeh