Bright talk summit ea and innovation - jude umeh


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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 - jude umeh

  1. 1. Jude Umeh<br />London - August 2011<br />Innovation & Enterprise Architecture<br />
  2. 2. Synopsis & Bio<br />SYNOPSIS:<br />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. <br />2<br />BIO:<br />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.<br />© 2011 Capgemini. All rights reserved.<br />
  3. 3. Content<br /><ul><li>Introduction
  4. 4. Some Key Challenges Facing The Enterprise
  5. 5. The Role of Enterprise Architecture
  6. 6. Overcoming Challenges
  7. 7. Appendix </li></ul>3<br />© 2011 Capgemini. All rights reserved.<br />
  8. 8. Introduction<br />
  9. 9. Innovation & Enterprise Architecture<br />5<br />© 2011 Capgemini. All rights reserved.<br />Innovation<br />Enterprise Architecture<br />
  10. 10. What is Innovation?<br />6<br />© 2011 Capgemini. All rights reserved.<br />2<br />3<br />1<br />The three common forms of innovation<br />To create VALUE though a new market or productA game changing move that provides sustained first mover advantage<br />To change COST of production and size of available market <br />A break through in any element of the operation of an enterprise<br />For SERVICABILITY to secure existing and new customers <br />Where market or product cannot be innovated service can be used<br />The barriers to innovation <br />Organisational Structure and Boundaries <br />The immediate and obvious challenge that<br />any change will bring to an Enterprise<br />Mobilisation and Capabilities<br />Enterprises are constrained by their own knowledge and experience<br />Eventually Change is inevitable<br />Innovation is about controlling the timing and basis of change to be advantageous to our own business<br />
  11. 11. Capgemini Innovation<br />7<br />© 2011 Capgemini. All rights reserved.<br />TechnoVision 2011 edition<br />ASE: Accelerated Solution Centers<br />Rapid Innovation Centers<br />Social Insight<br />Cloud Services (e.g. Immediate)<br />RDV: Rapid Design & Visualization<br />
  12. 12. 4 Types of Enterprise Innovation<br />8<br />© 2011 Capgemini. All rights reserved.<br />
  13. 13. What is Enterprise Architecture?<br />9<br />© 2011 Capgemini. All rights reserved.<br />SolutionArchitecture<br />Enterprise Architecture<br />BusinessArchitecture<br />Enterprise<br />Security Architecture<br />Enterprise<br />Governance Architecture<br />InformationArchitecture<br />Enterprise ITArchitecture<br />Enterprise IT <br />Information Systems <br />Architecture<br />Enterprise IT<br />Technology Infrastructure <br />Architecture<br />Software Architecture, Network Architecture, Storage Architecture…<br />
  14. 14. Aligning Business Strategy and Project Delivery!<br />Simple Answer…<br />10<br />© 2011 Capgemini. All rights reserved.<br />
  15. 15. Architecture Frameworks<br />11<br />© 2011 Capgemini. All rights reserved.<br />Contextual<br />Security<br />Governance<br />Business<br />Business<br />Information/ <br />Information/ <br />Information <br />Information <br />Technical <br />Technical <br />Knowledge<br />Knowledge<br />System<br />System<br />Infrastructure<br />Infrastructure<br />Conceptual<br />Logical<br />Physical<br />Business<br />Business<br />Information<br />Information<br />Information<br />Information<br />Technology<br />Technology<br />systems<br />systems<br />infrastructure<br />infrastructure<br />•<br />Automated <br />•<br />Automated <br />•<br />Communication<br />•<br />Communication<br />•<br />Commercial<br />•<br />Commercial<br />•<br />Hardware<br />•<br />Hardware<br />•<br />Information<br />•<br />Information<br />support<br />support<br />•<br />Organisation<br />•<br />Organisation<br />•<br />Systems <br />•<br />Systems <br />•<br />Component <br />•<br />Component <br />•<br />Knowledge<br />•<br />Knowledge<br />•<br />Processes<br />•<br />Processes<br />software<br />software<br />types<br />types<br />•<br />Relations<br />•<br />Relations<br />•<br />Personnel<br />•<br />Personnel<br />•<br />Communication<br />•<br />Communication<br />•<br />Structure<br />•<br />Structure<br />•<br />Data<br />•<br />Data<br />•<br />Administration<br />•<br />Administration<br />•<br />Generic <br />•<br />Generic <br />•<br />Distribution<br />•<br />Distribution<br />•<br />Finance<br />•<br />Finance<br />applications<br />applications<br />•<br />Inte<br />gration<br />•<br />Inte<br />gration<br />TOGAF v9 Architecture Development Method (ADM)<br />Capgemini’s Integrated Architecture Framework (IAF)<br />
  16. 16. Key Challenges Facing Enterprises<br />
  17. 17. Some Big Questions to Deal With<br />13<br />© 2011 Capgemini. All rights reserved.<br /><ul><li>End users autonomy or control – Apple, Web, SaaS</li></ul>Security, risks, and extent of controls = new policies and training<br /><ul><li>Services and Clouds – evolution or revolution</li></ul>A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid<br /><ul><li>Real-time Data and Social Networks</li></ul>A huge benefit to be unlocked, or a further problem around Data<br /><ul><li>What is meant by ‘at work’</li></ul>If it’s not a physical place with fixed provisioned PCs<br /><ul><li>Book to Bill in an online world</li></ul>Back-office processes extending and connecting externally<br /><ul><li>Collaborative Agile Business</li></ul>The decentralised and constantly changing ‘edge of business’<br />
  18. 18.
  19. 19. Impact of Disruptive Innovation - eTOM<br />15<br />© 2011 Capgemini. All rights reserved.<br />Source:<br />
  20. 20. Emerging Trends that matter<br />16<br />© 2011 Capgemini. All rights reserved.<br />Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends<br />
  21. 21. The Role of Enterprise Architecture<br />
  22. 22. Custodians of Principles & Governance<br />18<br />© 2011 Capgemini. All rights reserved.<br />Business Strategy<br />IT Strategy<br />Business Mission<br />IT Mission<br />Enterprise Architecture<br />Principles<br />Policies<br />Domain Architecture<br />Solution Architecture<br />Key<br />Business<br />IT<br />Solution Design<br />Architecture<br />Governance<br />
  23. 23. Innovating the Enterprise<br />19<br />© 2011 Capgemini. All rights reserved.<br />Source: The Business Model Canvas (<br />
  24. 24. Agile Development<br />20<br />© 2011 Capgemini. All rights reserved.<br />Source:<br />
  25. 25. Overcoming Challenges<br />
  26. 26. The Business Technology Agora<br />TECHNOLOGY<br />BUSINESS<br />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.<br />
  27. 27. Capgemini Business Technology Agora – a unique approach<br />Business Rules!<br />SocialNetwork<br />MasteredDataManagement<br />Agile Legacy Lifecycle<br />Crowd Creation<br />AugmentedMashup<br />Utility Business Infrastructure<br />Advanced Analytics<br />iPadification<br />Jericho-Style Security<br />Open Data<br />Real-Time Intelligence<br />Enterprise Apps Market<br />Rich Interaction<br />Real-TimeBusinessProcessManagement<br />Sensing Networks<br />Software-as-a-Service<br />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.<br />
  28. 28. Capgemini’s Business Technology Agora – a well proven approach<br />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.<br />Step 2Explore the technology clusters through examples<br />Technology Clusters<br />WE COLLABORATE<br />INVISIBLEINFOSTRUCTURE<br />WE COLLABORATE<br />PROCESS ON-THE-FLY<br />SECTOR-AS-A-SERVICE<br />YOU EXPERIENCE<br />THRIVINGON DATA<br />Step 1Define the top 4-6 business drivers<br />YOUEXPERIENCE<br />1<br />1<br />Improve Speed to Market <br />2<br />2<br />C/M/H<br />Capture Knowledge from Ageing Workforce<br />3<br />3<br />Example Business Drivers<br />Step 3Access the importance of eachtechnology clusterC = CAUSE or trigger for the driverM = MUST for the driverH = HELP supportive elementBlank = not directly relevant<br />4<br />Integrate Online andBrick-and-Mortar Channels<br />PROCESSON-THE-FLY<br />THRIVINGON DATA<br />4<br />5<br />Expand Service into China<br />6<br />SECTOR-AS-A-SERVICE<br />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<br />INVISIBLE INFOSTRUCTURE<br />LiberArchitecture<br />
  29. 29. The TechnoVision Agora to promote and sustain a new, continual dialogue<br />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.<br />The Business Technology Agora promotes a new working accord for business and technology.<br />BUSINESS<br />TECHNOLOGY<br />
  30. 30. Capgemini Business Technology Agora – understanding solution dynamics<br />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.<br />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. <br />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. <br />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. <br />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.<br />
  31. 31. Capgemini Business Technology Agora – plot a new governance<br />TRAIN<br />BUS<br />HUB<br />CAR<br />SCOOTER<br />
  32. 32. Appendix<br />
  33. 33. Some Interesting Blogs / Articles<br />Big data is not a voluntary move, it’s happening to you NOW (August 2011)<br /><br />Agile Planning (July 2011)<br /><br />Big data or is the accumulation of small data the real issue?(July 2010)<br /><br />Innovation in an Enterprise Architecture Context: Innovating the Business Processes, Technological Services and Corporate Strategies. (June, 2011)<br /><br />A challenge to enterprise architects: Think innovation – (August, 2010) <br /><br />Is Your Enterprise Architecture Stifling Innovation? – (September, 2010) <br /> your-e...<br />Agile <br />29<br />© 2011 Capgemini. All rights reserved.<br />
  34. 34. More information<br />30<br />About Capgemini<br />Capgemini, one of the world's foremost providers of consulting, technology and outsourcing services, enables its clients to transform and perform through technologies.<br />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.<br />Present in more than 35 countries, Capgemini reported 2009 global revenues of EUR 8.4 billion and employs over 100,000 people worldwide.<br />More information is available<br />© 2011 Capgemini. All rights reserved.<br />
  35. 35. Jude Umeh (FBCS, CITP)<br />Snr. Consultant & Enterprise Architect<br />Email:<br />Phone: +44 (0)870 238 8529<br />Blogs:<br /><br /><br />Twitter: @judeumeh<br />