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Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
Innovation - find the gap!
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Innovation - find the gap!

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A practical tool to explore a business-context and to elicit ideas for innovation

A practical tool to explore a business-context and to elicit ideas for innovation

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  • 1. Innovation – find the gap!Using enterprise-architectureto support innovationTom Graves, Tetradian ConsultingKPN NL, February 2013
  • 2. Innovation – find the gap!• Innovation comes from change, and is change • (somewhat anarchic – change means changing the rules)• Change can be incremental or transformative • (either type is fine – preference depends on what we need)• Innovation hides within shifts of perspective • (need to trick it into showing itself – find the gap!)• Many strategies and tactics to open the space • (gap-analysis, brainstorming, conscious-forgetting etc)• For here we’ll use an EA tool: the ‘This’-game • (starting with EA leads more directly toward implementation)
  • 3. Using the ‘This’-game• The ‘Start Anywhere’ principle – start anywhere! • (business-problem, pain-point, idea – anything will do)• Give a name to this whatever-it-is • (or, to start off, just call it ‘This’)• Use the game’s questions to explore this ‘This’ • (innovation as a quest, guided by questions)• Argue, inquire, explore – see what happens! • (create a space for ideas and suggestions to arise)• Move up, down, round – explore as you need • (up to abstract, down to detail, move to another ‘This’)
  • 4. (Using this slidedeck)You can use this slidedeck in the linear page-by-page way,or in a non-linear manner, via the icon-bar to the right:•the Home button takes you to the main visual menu•the eight graphic icons below the Home button take you tothe respective key question-page for the ‘This’-game•a right-arrow, if shown, takes you to a ‘child-page’ for thecurrent key question-page•a left-arrow, if shown (as on this page), takes you backtowards the ‘parent’ page for the respective section
  • 5. Start anywhere! tell us about this item or service What’s your start-point for your innovation-quest?Expand outward from an overview of this initial ‘This’…
  • 6. Overviewunderstandings of this opportunity / risk in this stakeholders in this tell us about this item or servicemaking sense of this perspectives on this interrelations of this delivering with this implementing this
  • 7. Opportunity / risk in This(Opportunity and risk as flipsides ofeach other – yin and yang)•What opportunities areimplied by This?•What risks areimplied by This?•How do we leveragethe risks to createopportunity with This?•How do we mitigaterisks arising from theopportunities of This?
  • 8. Understandings about This(Understandings as layers of aniceberg – Causal Layered Analysis)•What are complaintsabout This? (litany)•How would you analyseThis? (systemic)•What is the coreparadigm for This?(worldview)•How would a poet orstoryteller describe This?(deep-myth)
  • 9. (More on Causal Layered Analysis) We can also map Causal Layered Analysis layers onto the SCAN sensemaking-framework – see ‘Making sense of This’.
  • 10. Making sense of This(Using a context-space map – SCANsensemaking / decision-makingframework)•What is simple and certainabout This? (Simple)•How would you controlThis? (Complicated)•What varies with contextfor This? (Ambiguous)•What is inherently uniqueand uncertain about This? (How does your view of This(Not-known) change as you move around in this concept-space?)
  • 11. (More on SCAN sensemaking)Dimensions in the SCAN framework:•horizontal: certainty / order to uncertainty / unorder•vertical: time-available ‘considered’ to real-time ‘now’
  • 12. (Using SCAN to assess decision-making) (Same axes as in SCAN sensemaking)Real-time decision-making needs different support to that for ‘considered’ analysis and experimentation
  • 13. Interrelations of This(Relations-maps – Five Elements)•What is the Purpose of This?•Who are the People of This?•What Preparation is neededfor This?•What is the Process of This?•How is Performance assuredfor This?• What Values link People to Purpose?• What Completions finalise Process?• What Policies are needed to guide • How does Performance create Trust Preparation? to link all the way back to Purpose?• What Events start off the Process? • What holds this together as a whole?
  • 14. (More on Five Elements - strategy)A useful cross-map between the Five Elements setand the emphases for strategy, tactics and operations
  • 15. (More on Five Elements - effectiveness)A useful cross-map between the Five Elements setand key themes in effectiveness
  • 16. Stakeholders in This(Stakeholder-map – Market Model)• Who organises the services of This?• Who are suppliers or customers for This?• Who would be the prospects for This?• Who are other players in the market for This?• Who else is affected by This, or can affect This?
  • 17. (More on stakeholders – Service Cycle)• What builds reputation and trust with stakeholders of This?• How to create respect and relations with stakeholders of This?• How to gain attention with the stakeholders of This?• What are the transactions with stakeholders of This?• What completions to reaffirm trust with stakeholders of This?
  • 18. Perspectives on This(Perspectives-map – Enterprise Canvas)• Outside-out: What is the big-picture ‘world’ for This?• Outside-in: What is the big-picture view into This?• Journey: What are touchpoints between big-picture and This?• Inside-out: What is the view into big-picture from This?• Inside-in: What is the view into itself for This?
  • 19. (More on perspectives – vision to goal)Dimensions of enterprise-vision:•What is the focus or concern for everyone in the enterprise?•How is this focus or concern being worked on by / for everyone?•Why is this important for / valued by everyone in the enterprise?
  • 20. (More on perspectives – EnterpriseCanvas)• Move ‘upward’ in perspective with ‘Why?’• Move ‘downward’ in perspective with ‘How’ or ‘With-what?’
  • 21. Implementing This (Service-structure map – Enterprise Canvas)• What are the structures, services, exchanges and flows of This?• What are the interdependencies and support-services for This?
  • 22. (Enterprise Canvas: service-content)Use this checklist to review service-content (assets,functions, locations, capabilities, events, decisions)
  • 23. (Enterprise Canvas: layers / timelines)Use this checklist to identify the scope and the typeand level of detail for each view of This.
  • 24. Delivering the services ofThis(Service-delivery map – Five Elements and Enterprise Canvas)• How do we link inside the service with outside the service throughout all of the service-cycle of This?• How do we link service-delivery to the aims of This?
  • 25. Overviewunderstandings of this opportunity / risk in this stakeholders in this tell us about this item or servicemaking sense of this perspectives on this interrelations of this delivering with this implementing this
  • 26. Go explore! Innovate! Enjoy!
  • 27. (Further information)More on themes in this slidedeck:•Causal Layered Analysis: • http://www.metafuture.org/Articles/CausalLayeredAnalysis.htm • http://en.wikipedia.org/wiki/Causal_layered_analysis•SCAN framework: ebook SCAN: the Tetradian weblogs • https://leanpub.com/tp-scan•Five Elements: book SEMPER and SCORE • http://tetradianbooks.com/2008/07/semper/•Market Model and Service Cycle: book Mapping the Enterprise • http://tetradianbooks.com/2010/11/ecanvas/•Perspectives: blog ‘Inside-in, inside-out, outside-in, outside-out’ • http://weblog.tetradian.com/2012/06/06/inside-in-inside-out-outside-in-outside-out/•Enterprise Canvas: book Mapping the Enterprise • http://tetradianbooks.com/2010/11/ecanvas/More on Tetradian:•Website: http://tetradian.com•Weblog: http://weblog.tetradian.com•Books: http://tetradianbooks.com•Ebooks: http://leanpub.com/u/tetradian•Slidedecks: http://www.slideshare.net/tetradian

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