Your SlideShare is downloading. ×
Architecting Value
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Architecting Value


Published on

A presentation on the relationship of information architecture to systems, frameworks and strategy. Presented at the 2009 IA Summit.

A presentation on the relationship of information architecture to systems, frameworks and strategy. Presented at the 2009 IA Summit.

Published in: Design, Education, Business

  • Be the first to comment

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

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide
  • <number>
  • <number>
  • <number>
  • <number>
  • <number>
  • <number>
  • Transcript

    • 1. Architecting Value
    • 2. Matthew Milan mmilan design of design, situated/ubicomp, strategic theory, hardware hacking
    • 3. Horror Stories Or, what happens when you poke a business without a framework.
    • 4. Let’s hear your horror stories
    • 5. This is what happens when you poke a monster without understanding its nature.
    • 6. STRATEGY quot; IS DEAD
    • 7. Today systems oo frameworks oo strategies oo actions
    • 8. Let’s level set We’re not in Kansas anymore, Dorothy
    • 9. Bruce Sterling, Economist
    • 10. Jeanne Liedtka, Futurist
    • 11. “He who can handlequot; the quickest rate of quot; change survives”
    • 12. John Boyd, Designer grandstrategic oo strategic oo grandtactical oo tactical
    • 13. Bruce&quot; Jeanne&quot; John. What happened to Jesse, Peter and Lou?
    • 14. We need to expand our repertoire.
    • 15. A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests.
    • 16. To improve our ability to shape and adapt to unfolding circumstances, so that we (as individuals or as groups) can survive on our own terms.
    • 17. Great strategy is not about competition.quot; Great strategy is about adaptation.
    • 18. Observequot; Orientquot; Decidequot; Act
    • 19. A way of thinking about survival and success.
    • 20. Structural Strategy
    • 21. Knowing what to do next
    • 22. Getting value out of a system
    • 23. Structure is power
    • 24. Building structures creates power
    • 25. Architects build structures
    • 26. Architects work with systems Systems connect information
    • 27. In systems, information=value Mapping that value is the domain of frameworks
    • 28. How do you work quot; with systems?
    • 29. Know what, where, why and how to poke
    • 30. What&quot; Where&quot; Why&quot; How.
    • 31. Observe&quot; Orient&quot; Decide&quot; Act.
    • 32. System&quot; Framework&quot; Strategy&quot; Action.
    • 33. The art of the poke
    • 34. I promise you, there is information architecture in these brambles, thickets and dark forests
    • 35. The great ice age
    • 36. Futures under glass
    • 37. The thawing
    • 38. Shattered glass
    • 39. The future of business is flexible frameworks Just like the future of the web
    • 40. Futures under plastic
    • 41. Structural Strategy
    • 42. The web is a social machine
    • 43. Business is a social machine
    • 44. When you wake up, your business model will be a financial graph
    • 45. How long did it take to get to the readoowrite web?
    • 46. Where’s my readoowrite business?
    • 47. 10 years ago You had to know how to survive in a business
    • 48. 3 years ago You had to know how to speak the language of business
    • 49. Today If you’re not changing the business, you should just go home
    • 50. What we’re learning is that you don’t need to lead the business to change the business.
    • 51. It’s all about the poke. POKE!
    • 52.
    • 53. Ceci n'est pas une système
    • 54. Businesses are not models Businesses are systems
    • 55. Systems Thinking There be frameworks here
    • 56. You change systems with inputs
    • 57. You know where to poke with frameworks
    • 58.
    • 59. Strategy is poking with intent to create value That’s the “why” you poke part.
    • 60. In the end, it’s about understanding the outcomes of your poke in the greater business ecosystem
    • 61. Build a framework to understand how you can change a system to execute a strategy through tactical actionsquot;
    • 62. Make your framework flexible and your strategy will be adaptable.quot;
    • 63. Revise your framework, so that the model more closely represents the real world.
    • 64. Being in a state of adaptability will ensure that you are always able to find and surface the value in systemsquot;
    • 65. There is no spoon
    • 66. The art of the end-run
    • 67. Good end-runs quot; are like zombies
    • 69. Most businesses have a limited view of how they monetize the value they generate.
    • 70. Outcomes, not incomes
    • 71. Design the ecosystem, not the design
    • 72. Frameworks are the new sitemaps
    • 73. Strategies are the new wireframes
    • 74. Information Architecture is Strategy
    • 75. A final thought Salmon swim upstream