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Invisible & Negative
Stakeholders
The Open Group Philadelphia 2013
Our goals
spotting invisible & hostile stakeholders
crafting an architecture that addresses the real set of real
requireme...
Baseline
Why are we here
<50% of architecture teams survive to creating value
<10% of architecture teams produce value
Far...
What is your problem?
All architecture based on change
All change based on having a problem to solve
Do you know the probl...
Common stakeholder
identification
Think about recent failed projects
Who were the stakeholders whom were engaged?
Those re...
Real stakeholder
Favorite definitions
Anyone who can cause your project to fail
Anyone who can stop you
Anyone who control...
Organizations have finite
resources
We usually have
more money than time
more time than energy
a focus on the immediate
Wh...
Baseline of classification
www.conexiam.comInvisible & Negative stakeholders
Baseline of classification
www.conexiam.comInvisible & Negative stakeholders
These menaces
show-up early &
often they are ...
Don’t Care & Have Power:
home of the invisible & negative
Attribute of power
Control scarce resources
Direct or indirect c...
Paths forward
Failure path
Game the system by framing your initiative in terms that make it
look like it is aligned, suppo...
Real stakeholders &
real requirementsVery powerful identification tools
Simplify the OMG Business Motivation Model
Goal / ...
Measure Linkage
Stakeholder Population 1 Stakeholder Population 2
Business
Element
Requirement
Need1
Need2
…
Need3
…
Busin...
Center of great architecture
Trade-off / Resolution
Address the real set of Concerns & Requirements
TOGAF talks about iter...
What you will find
Complete lack of alignment
Parochial interests
Your blinders & biases
Most importantly you will find wh...
Summary
Look for your stakeholders systematically
invisible stakeholders become visible
hostile stakeholders preferences w...
Intellectual property notices
TOGAF® used under license
TOGAF is a registered trademark of The Open Group
Navigate™ & Pilo...
www.conexiam.comInvisible & Negative stakeholders
Complex
business
Complex
problems
Conexiam offers fully customizable EA
...
Messengers
Tigranes II, more commonly known as Tigranes the Great was emperor of Armenia (140–55 BC)
Lucius Licinius Lucul...
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Invisible and negative stakeholders

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Limiting stakeholders to the visible, the supportive and those whose power you want to see is common. So are failed architecture projects. Effective enterprise architecture requires you to identify real stakeholders and to ensure their real concerns are addressed. Even if they are hostile or indifferent. Business transformation, especially in finance and government, is filled with invisible, hostile and indifferent stakeholders - lets explore how to find and address them.

Key Takeaways:
Spotting invisible and hostile stakeholders
Crafting an architecture that addresses the real set or real requirements
When to wear body armor to meetings

Originally presented at the Open Group Philadelphia conference July 17, 2013.

Published in: Technology, Business, Education
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Invisible and negative stakeholders

  1. 1. Invisible & Negative Stakeholders The Open Group Philadelphia 2013
  2. 2. Our goals spotting invisible & hostile stakeholders crafting an architecture that addresses the real set of real requirements when to wear body armour to meetings www.conexiam.comInvisible & Negative stakeholders
  3. 3. Baseline Why are we here <50% of architecture teams survive to creating value <10% of architecture teams produce value Far too often we are wasting everyone’s time enterprise architecture is not aligned to stakeholder, stakeholder requirement, business strategy, business objective Far too often it is for a basic reason We solve the wrong problem by addressing the preferences of the wrong set of stakeholders Far too often the preferences addressed are parochial www.conexiam.comInvisible & Negative stakeholders
  4. 4. What is your problem? All architecture based on change All change based on having a problem to solve Do you know the problem you are trying to solve? Do you understand the problem you are trying to solve? Why hasn’t it been solved? Who wants it solved? How does it align to the organization? www.conexiam.comInvisible & Negative stakeholders
  5. 5. Common stakeholder identification Think about recent failed projects Who were the stakeholders whom were engaged? Those readily visible? Those directly aligned to the problem in the organization chart? Those who where supportive of the sponsor’s goal? Those whose power we wanted to use? www.conexiam.comInvisible & Negative stakeholders
  6. 6. Real stakeholder Favorite definitions Anyone who can cause your project to fail Anyone who can stop you Anyone who controls key resources you need to succeed Anyone with significant influence on resources who have a competing answer to higher level goals www.conexiam.comInvisible & Negative stakeholders
  7. 7. Organizations have finite resources We usually have more money than time more time than energy a focus on the immediate What resources were you worried about? Budget? Scarce human resources? Even scarcer change leadership? Do you know who has control of change leadership? If not, you may be missing your most significant stakeholder www.conexiam.comInvisible & Negative stakeholders
  8. 8. Baseline of classification www.conexiam.comInvisible & Negative stakeholders
  9. 9. Baseline of classification www.conexiam.comInvisible & Negative stakeholders These menaces show-up early & often they are a distraction. They want you but you don’t need them If you ever find one of these, celebrate: Power & directly interested in the initiatives outcome… wow Our grief: Power & they just don’t care about your initiative
  10. 10. Don’t Care & Have Power: home of the invisible & negative Attribute of power Control scarce resources Direct or indirect control Attribute of caring They always have a competing initiative Central problem Competition for scarce resources that will be allocated www.conexiam.comInvisible & Negative stakeholders
  11. 11. Paths forward Failure path Game the system by framing your initiative in terms that make it look like it is aligned, supportive, or enabling Success path Do architecture Sounds easy when you say it very fast www.conexiam.comInvisible & Negative stakeholders
  12. 12. Real stakeholders & real requirementsVery powerful identification tools Simplify the OMG Business Motivation Model Goal / Objective / Course of Action Account for every significant Course of Action Place your problem’s possible answer as a Course of Action Identify every significant Objective owner Strategy Kaplan Strategy Map &/or Value Chain Place your problem within the strategy map &/or value chain Identify the basic framing of your problem & how it contributes the strategy or value creation Productivity / Growth / Cost / Value / Efficiency / Effectiveness Simplify the TOGAF Stakeholder Map Power / Interest / Concern Account for every significant Objective owner using the competitive positioning of their Course of Action Have a Taxonomy of Concerns (SABSA’s BAP is a start) Articulating Stakeholder Requirements for their identified Concerns www.conexiam.comInvisible & Negative stakeholders
  13. 13. Measure Linkage Stakeholder Population 1 Stakeholder Population 2 Business Element Requirement Need1 Need2 … Need3 … Business Element 1 Requirement 1 Value Statement 1 Value Statement 2 Requirement 2 Value Statement 3 Business Element 2 Requirement 3 Value Statement 4 Requirement 4 Value Statement 5 Requirement 5 Value Statement 6 www.conexiam.comInvisible & Negative stakeholders Value Statement: the relationship between a business behavior element – business requirement pair and a stakeholder “need” A value statement must be resolved to an outcome that contributes to meeting the associated need The resolution is what you do when architecting Conexiam Navigate™ Business Alignment Model
  14. 14. Center of great architecture Trade-off / Resolution Address the real set of Concerns & Requirements TOGAF talks about iteration It is talking about architecture trade-off You will need to extend the stakeholder map to know which preferences a stakeholder will exercise power to obtain to understand the traceability / linkage / trade-off between competing preferences to strongly identify with all of your stakeholders Identification & Empathy: those soft skills everyone talks about www.conexiam.comInvisible & Negative stakeholders
  15. 15. What you will find Complete lack of alignment Parochial interests Your blinders & biases Most importantly you will find what really matters one of the most powerful architecture deliverables the basis of governance often very unwelcome especially to those who have parochial interests www.conexiam.comInvisible & Negative stakeholders
  16. 16. Summary Look for your stakeholders systematically invisible stakeholders become visible hostile stakeholders preferences will become part of your architecture development Often their preferences will triumph The real set of real requirements seems obvious requires trade-off requires stakeholders to make the call When to wear body armour to meetings Good architecture is not a decision making role Architecture often has a messenger role Classic phrase: “Shoot the messenger” Sophocles: "No one loves the messenger who brings bad news” Plutarch's Lives: "The first messenger that gave notice of Lucullus's coming was so far from pleasing Tigranes that he had his head cut off for his pains...” www.conexiam.comInvisible & Negative stakeholders
  17. 17. Intellectual property notices TOGAF® used under license TOGAF is a registered trademark of The Open Group Navigate™ & Pilot™ are trademarks of Conexiam © Conexiam, 2012Navigate™ EA Capability | www.conexiam.com
  18. 18. www.conexiam.comInvisible & Negative stakeholders Complex business Complex problems Conexiam offers fully customizable EA training, as well as consulting services. Visit us: www.conexiam.com Contact us: http://www.conexiam.com/?q=contact
  19. 19. Messengers Tigranes II, more commonly known as Tigranes the Great was emperor of Armenia (140–55 BC) Lucius Licinius Lucullus (118 – 57/56 BC) over twenty years of almost continuous military and government service, he became the main conqueror of the eastern kingdoms, exhibiting extraordinary generalship in diverse situations. Lucullus, demanded the expulsion of Mithridates by Tigranes – the subsequent wars failed to capture either Mithridates or Tigranes & Lucullus was eventually replaced by Pompey None of this helped the messenger & Plutarch www.conexiam.comInvisible & Negative stakeholders http://search.dilbert.com/comic/Messenger

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