The document discusses effectiveness in organizational contexts, emphasizing that it encompasses more than mere efficiency, defining it as getting the right things done correctly. It identifies five key themes of effectiveness: efficiency, reliability, elegance, appropriateness, and integration, which must be managed equally for optimal results. Moreover, it underscores the importance of aligning vision and values with these themes to drive organizational success.

1. What is effectiveness? Foundations of whole-of-enterprise architecture Tom Graves , Tetradian Consulting August 2010 info@tetradian.com / www.tetradian.com 13 Aug 2010 (c) Tom Graves / Tetradian 2010

2. ‘ Effective’ is more than efficient Peter Drucker on ‘efficient’ vs ‘effective’: “ efficient is getting things done right; effective is getting the right things done” Overall, effectiveness is getting the right things done right . Describing ‘effective’ as ‘efficient on purpose’ is a good start, yet we’ll need more than that. 13 Aug 2010 (c) Tom Graves / Tetradian 2010

3. Five key themes of effectiveness Efficient : optimises use of resources, minimises wastage of resources Reliable : predictable, consistent, self-correcting, supports ‘single source of truth’ etc Elegant : clarity, simplicity, consistency, self-adapting for human factors Appropriate : supports and optimises support for business purpose Integrated : creates, supports and optimises synergy across all systems Effectiveness happens when everything supports everything else! 13 Aug 2010 (c) Tom Graves / Tetradian 2010

4. Effectiveness: need for balance Most organizations focus their efforts on efficiency Efficiency is only one dimension of overall effectiveness For best results, all elements of effectiveness must be managed equally and consistently 13 Aug 2010 (c) Tom Graves / Tetradian 2010 Integrated (Performance) Reliable (Production) Appropriate (Purpose) Elegant (People) Efficient (Preparation)

5. Effectiveness affects everyone 13 Aug 2010 (c) Tom Graves / Tetradian 2010 Stakeholders in the broader ecosystem (includes non-clients, anti-clients, government, general community) ( Enterprise bounded by shared commitment to the vision ) Prospects Clients Organization (bounded by rules) (boundaries may be partly porous) (see slidedeck ‘What is an enterprise?’ http://www.slideshare.net/tetradian/what-is-an-enterprise ) Partners ( must share same vision) may also be clients or prospects Service Providers (must acknowledge and align to vision) may also be clients or prospects

6. Vision is the core of the enterprise Vision and values are anchors for architecture * may perhaps not seem crucial within organization, but are essential to connect with extended-enterprise Identifying or defining vision/values is high priority for whole-enterprise architecture vision is one-line summary of what drives the enterprise warning : visioning is not a marketing exercise! Values relate to or devolve from vision Values define enterprise meaning of ‘success’ organisation’s success-metrics must align with and/or support enterprise success-metrics 13 Aug 2010 (c) Tom Graves / Tetradian 2010 (* See slidedeck ‘Vision, role, mission, goal’ http://www.slideshare.net/tetradian/vision-role-mission-goal-a-framework-for-business-motivation )

7. Effectiveness centres on vision Everything in enterprise – including effectiveness – must align with vision Rotate attention between dimensions of effectiveness Vision and values provide ultimate tests for success and effectiveness 13 Aug 2010 (c) Tom Graves / Tetradian 2010 Vision and Values Integrated (Performance) Reliable (Production) Appropriate (Purpose) Elegant (People) Efficient (Preparation)

8. Resources: “ Tetradian Enterprise Architecture” series Books on enterprise-architecture by Tom Graves: Real Enterprise Architecture : beyond IT to the whole enterprise Bridging the Silos : enterprise architecture for IT-architects SEMPER and SCORE : enhancing enterprise effectiveness Power and Response-ability : the human side of systems The Service Oriented Enterprise : enterprise architecture and viable systems Doing Enterprise Architecture : process and practice in the real enterprise Everyday Enterprise Architecture : sensemaking, strategy, structures and solutions See http:// tetradianbooks.com for more details. 13 Aug 2010 (c) Tom Graves / Tetradian 2010