EA and Innovation - Open Group Conference 2012

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Jude Umeh

Washington DC, July 17, 2012

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EA and Innovation - Open Group Conference 2012

  1. 1. Innovation and Enterprise ArchitectureThe Open Group ConferenceJude UmehWashington DC, 17-07-2012
  2. 2. Content Introduction Key Challenges Facing The Enterprise The Role of Enterprise Architecture Overcoming Key Challenges Appendix | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 2
  3. 3. Introduction
  4. 4. Innovation & Enterprise ArchitectureInnovation EnterpriseArchitecture | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 4
  5. 5. What is Innovation?The three common forms of innovation To create VALUE though a For SERVICABILITY to secure To change COST of production new market or product existing and new customers and size of available market A break through in any A game changing move that Where market or product element of the operation of provides sustained first cannot be innovated service an enterprise mover advantage can be usedThe barriers to innovation Organisational Structure and Boundaries Mobilisation and Capabilities The immediate and obvious challenge that Enterprises are constrained by their own any change will bring to an Enterprise knowledge and experienceEventually Change is inevitable Innovation is about controlling the timing and basis of change to be advantageous to our own business | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 5
  6. 6. Innovation describes accomplishment, after the fact Source: BCS DRM Blog - http://www.bcs.org/content/conBlogPost/2075 | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 6
  7. 7. What is Enterprise Architecture? Enterprise ArchitectureBusinessArchitecture Governance Architecture Information Security Architecture ArchitectureEnterprise ITArchitecture Enterprise Enterprise Enterprise IT Information Systems Solution Architecture Architecture Enterprise IT Technology Infrastructure Architecture Software Architecture, Network Architecture, Storage Architecture… | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 7
  8. 8. Even ‘real’ architects benefit from technology innovation Building InformationManagement (BIM) – Aninnovative 3D simulation that looks set to “The next generation of revolutionise the architects is going to draw construction industry right on the machine. I am obsolete” Frank Gehry Source: FT Weekend Financial Times Saturday July 14 / Sunday July 15 2012 | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 8
  9. 9. Key Challenges Facing The Enterprise
  10. 10. Some Big Questions For Enterprises• 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‟ | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 10
  11. 11. Social Media Landscape | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 11
  12. 12. Impact of Disruptive Innovation - eTOM Source: http://www.tmforum.org/IntegrationFramework/6637/home.html | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 12
  13. 13. Some Emerging Trends that MatterSocietal & Economic Trends Technology Trends Business & Management Trends• Sustainability and Green agenda • Big Data – exponential growth in digital • Business Model Innovation – enabled by• Aging population & implications for data, and need for scale, speed & access technology e.g. social & mobile business workforce, healthcare, services & products • Cloud Computing • Consumerisation – impact of consumer• IT spend follows the economy • Activity Streams & Near Field technology in the enterprise (BYOD)• Redefining working patterns and Communications • Crowd Sourcing changing employment models • 4G/5G Pervasive bandwidth – drives other • Dynamic BPM & Dynamic Pricing –• Home & mobile health monitoring trends e.g. Mobile transactions & Internet changing processes or prices on the fly• Shift in Global Consumer Spending of Things • Platforms for Business Apps• Attention Deficit Disorder Society • Predictive Analytics – delivering insight • Intellectual Property Landscape on consumer behaviour • Trust & Reputation Economics – related to• Global demand for investment capital • Social media – leveraging the power of trend for more transparency• Impact of Social Media on global politics the community • Service Digitalisation – the drive for• Diminishing expectations of privacy • 3D Printing & personal manufacturing digital transformation in a connected world • Audio & video analytics & image • Social Commerce• Lifelogging recognition • Mobile Business • Augmented Reality • Media Tablets Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 13
  14. 14. Summary: Who Really Wants to be a Pin? | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 14
  15. 15. The Role of Enterprise Architecture
  16. 16. Custodian of Enterprise Principles and Governance Business IT Strategy Strategy Business Mission IT Mission Enterprise Architecture Principles Policies Domain Architecture Solution Key Architecture Business IT Solution Architecture Design Governance | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 16
  17. 17. Rapid Business Model Innovation Source: The Business Model Canvas (www.businessmodelgeneration.com) | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 17
  18. 18. Rapid Agile Development Source: neilperkin.typepad.com/only_dead_fish/agile-planning.html | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 18
  19. 19. Could there be a problem? Versus | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 19
  20. 20. RememberToo much… Can lead to… | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 20
  21. 21. The role of EA: mind the gap AB gu is li ene Ds es v eM lo od pe ml e n t | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 21
  22. 22. Overcoming Key Challenges
  23. 23. By definition Innovation is a challenge To do List Innovation 1. The act of introducing some thing new 2. A change effected by innovating; a change in customs; something new, and contrary to established customs, manners, or rites 3. Process by which an idea or invention is translated into a good or service for which people will pay ... … | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 23
  24. 24. The Agile Enterprise is all about constant change … Optimise Smart Business Business Users & Models Managers Transform CEO Innovate CFO Virtualise Business CIO Process OutsourcingDevelopment | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 24
  25. 25. Need to understand the 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 takea 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. | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 25
  26. 26. And plot a new Governance TRAIN BUS HUB CAR SCOOTER RHYTHM Year Season Month Week Day Data Market, Apps CRM, R&D, ProductAPPLICATION ERP, Legacy Core Market, Mobile BPM, BRM, BI, Portal, Mashups, Management, Supply AREAS Applications Services, Security Analytics, ECM, Mobile Site Builder, Wiki Chain Services Central IT or IT/Business Business/GOVERNANCE Outsourced/Business IT/Business Needs Business Requirements IT-Supported Requirements Predictability, Reliability, Ease of Use, Simplicity, Predictability, Sustainability, Openness, Flexibility, Configurability,ARCHITECTURE Agility, Standardization, Service-Oriented, Speed to Market, Speed to Market Model-Driven Simplification Aligned Re-use Formal, Business Exploratory No Harm, TESTING Industrial Strength Regression Case-Driven Integration Legal Testing Linear, Agile, Agile, Agile, BT Tools, End-User Tools DELIVERY >80% Offshore >65% Offshore Service integration <35% Offshore <10% Offshore Requirements KEY AM, Continual SOA, Cloud, Business Analysis, Mashup Building, Management, AgileCAPABILITIES Rationalization Integration Orchestration Web 2.0 Development | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 26
  27. 27. For example…Business Leaders have a clear shoppinglist, and ask the CIOs to:• Reduced Total Cost of Ownership;• Much faster TTM (time-to-market);• Better alignment of IT and business;• Proven ROI (Return on Investment);• Savings to fund improvements;• Shift IT spend from Capex to Opex. CIOs need to solve their application landscape issues: Obsolete technology infrastructure Multiple ERP instances Low productivityDuplication as a result of M&A Failing point-to-point integration Scattered data Excessive customization Shadow IT Backlog of user requirements Source: Application Landscape Report 2011 | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 27
  28. 28. WARP: A method to help with scope and decisionWide-angle Application Rationalisation Programme Industrialization • The same WARP approach is Target State Design used for every solution. UK France USA Spain …G11 Country-based Functional Functional Functional Functional Functional Support Support Support Support Support Decommissioning • In all cases a 6 to 8 weeks Value Office Distributed Delivery Management Office Testing Services project delivers the key WARP1 Legacy Peoplesoft .Net Offshore BI Mobile deliverables to enable scoping Madrid / Argentina India and decision making. Decision Roadmap ERP New build Business Case Legacy transformation Cloud transformationValue - Creating the headroom needed for innovation | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 28
  29. 29. Some Value Nuggets 1. Innovation describes an accomplishment, after the fact 2. EA can bridge the gap between strategy (in the business model) and rapid project delivery (agile) 3. Enterprise Architecture must actively embrace innovation 4. Engage with your partners, suppliers, customers and employees – innovation is not all about technology 5. A culture of innovation is key to success 6. Remember, if you are not making mistakes, you are not innovating | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 29
  30. 30. Appendices
  31. 31. Some Relevant Links Business Models for Strategy and Innovation (July 2012) • COMMUNICATIONS OF THE ACM | JULY 2012 | VOL. 55 | NO. 7 Talking Innovation (July 2012) • http://www.bcs.org/content/conBlogPost/2075 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/ The Future of EA in 2020; EA Is Integral to Strategic Planning (November, 2011) • http://www.gartner.com Enterprise Architecture Leaders Focus on Business Impact (May 2012) • http://www.gartner.com Is Your Enterprise Architecture Stifling Innovation? (September, 2010) • http://www.itbusinessedge.com/cm/community/features/guestopinions/blog/is- your-e... | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 31
  32. 32. Other Examples of Capgemini Innovation Cloud Services (e.g. Immediate) TechnoVision 2011 edition Rapid Innovation CentersASE: Accelerated Solution Centers Social Insight RDV: Rapid Design & Visualization | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 32
  33. 33. More information About Capgemini Capgemini, one of the worlds which aims to get the right balance of theforemost providers of consulting, best talent from multiple locations, workingtechnology and outsourcing services, as one team to create and deliver theenables its clients to transform and perform optimum solution for clients.through technologies. Present in more than 35 countries,Capgemini provides its clients with insights Capgemini reported 2009 global revenuesand capabilities that boost their freedom to of EUR 8.4 billion and employs overachieve superior results through a unique 100,000 people worldwide.way of working, the Collaborative Business More information is available at:ExperienceTM. The Group relies on its www.capgemini.comglobal delivery model called Rightshore®, | Sector, Alliance, Offering Insert "Title, Author, Date" © 2011 Capgemini. All rights reserved. 33
  34. 34. Jude Umeh (FBCS, CITP)Snr. Consultant & Enterprise ArchitectEmail: jude.umeh@capgemini.comPhone: +44 (0)870 238 8529Blogs: http://www.bcs.org/server.php?show=ConBlog.8 http://www.capgemini.com/technology-blog http://judeumeh.wordpress.comTwitter: @judeumeh www.capgemini.com The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved

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