deck from a Product Sense conference: https://productsense.io/m19-padabed

1. ENTERPRISE ARCHITECTURE
WORKSHOP
STRATEGY
EXECUTION
Ivan Padabed, Awem Games, TechnicalFellow,2019

2. THE PLAN
• Intro – 10 min
• Strategy Theory 20 min –> Practices 10 min
• Execution Theory 20 min –> Practices 10 min
• Bonus – 20 min
• Questions and Answers – 10 min

3. IVAN PADABED AS A “STRATEGIST”
Former “Director of Tech Solutions” @EPAM
• “Competency Development” strategy
• “Business Applications” strategy
Now “Director of Game Platform” @AWEM
• “Game Platform” strategy
• Product strategy contribution
Hobby “Systems Engineering”
• Strategy Consulting

4. REFERENCES:ALL THE ENGINEERING
• Systems Engineering: https://www.incose.org/systems-engineering
• Enterprise Architecture: https://www.opengroup.org/togaf
• Business Architecture: https://www.businessarchitectureguild.org/
• OMG Essence: https://www.omg.org/hot-topics/essence.htm

5. THE SCOPE:
SYSTEMS
Market
• Audience
• Opportunity
Product
• Design
• Realization
Organization
• Capabilities
• Value Stream
CAN LIVE WITHOUT ANY STRATEGIES

6. THE SCOPE:
DOMAIN
SIMPLE: TUNE YOUR PRODUCT (TACTICS)
CHAOTIC: JUST DO SOMETHING (AD-HOC)

7. THE SCOPE:
SYSTEMS
Market
• Audience
• Opportunity
Product
• Design
• Realization
Organization
• Capabilities
• Value Stream
STRATEGYGOALS AND OBJECTIVES

8. THE SCOPE:
SYSTEMS
Market
• Audience
• Opportunity
Product
• Design
• Realization
Organization
• Capabilities
• Value Stream
STRATEGYEXECUTION

9. STRATEGY AND EXECUTION
Hot and Sexy
Many definitions
Many types
Many approaches
Many technologies
Many tools
MBO/OKR*
GIST**
"decompose goal"
"cascade objectives"
“plan and do”

10. STRATEGY AND EXECUTION
Hot and Sexy
Many definitions
Many types
Many approaches
Many technologies
Many tools
MBO/OKR*
GIST**
"decompose goal"
"cascade objectives"
“plan and do”
EXECUTION IS 80% OF SUCCESS
HTTPS://WWW.RESEARCHGATE.NET/PUBLICATION/264004530_STRATEGY_IMPLEMENTATION_WHAT_IS_THE_FAILURE_RATE

11. WHY NOT MBO/OKR

12. WHY NOT MBO/OKR
IT'S ABOUT GOALSETTING, THERE ARE NOTHING ABOUT EXECUTION

13. WHY NOT GIST
IT'S ABOUT FEATURES PRIORITISATION, NOT STRATEGYEXECUTION

14. STRATEGY BY CLASSIC
M. Porter, 1996:
"strategy is about competitive position, about
differentiating yourself in the eyes of the customer,
about adding value through a mix of activities different
from those used by competitors"

15. YOUR STRATEGY
• Market/Product
• Audience (segments, retention, DAU)
• Opportunity (pivot, branch, side)
• Monetization (ARPDAU,LTV)
• Engagement(sessions, social,viral)
• Enterprise (culture, tech, talents, resources, competitors, M&A,
partners, investors, research)
SWOT/SWT, LEAN/BUSINESS/EVO/EMPATHY CANVAS,GOLDEN PATH, FORESIGHT, MINZBERG 4P,
PORTER 5F, GOLDRATT S&T, PEST, OKR, MCKINSEY HORIZONS, BALANCED SCORECARDS,ANSOFF
MATRIX, OMG BMM

16. STRATEGY BY ENGINEERING
Strategy is about everything important for your
Enterprise (business, organization, team, ecosystem).

17. STRATEGY BY ENGINEERING
Strategy is about everything important for your
Enterprise (business, organization, team, ecosystem).
STRATEGY IS "ARCHITECTURE REQUIREMENTS" FOR YOUR
ENTERPRISE

18. Strategy & Execution
BUSINESS CAT

19. THE IDEA
• Enterprise is a set of CAPABILITIES
• Strategy is about capabilities DEVELOPMENT - everythin else is a tactical
operations!
• It always comes with CHANGE the way you do the job
• Change should be MANAGED (min risk of fail)
• Management needs clear CONFIGURATION(current/target state)

20. ENTERPRISECAPABILITY AND VALUE
• Value of User Acquisition is
• Users acquired and engaged
VALUE = ARTEFACT/ DELIVERABLE/ WORKPRODUCT
CAPABILITY = DISCIPLINE + TECHNOLOGY + RESOURCES

21. VALUE AND VALUE STREAM
• Values of User Acquisition are
• UA strategyidentified and validated
• UA budgets planned and aligned
• User segments identified
• UA channels identified and established
• UA campaigns managed and monitored
• UA campaigns measured
• Users acquired and engaged
Capabilities
CAPABILITY = DISCIPLINE + TECHNOLOGY + RESOURCES

22. MORE CAPABILITIES AND VALUE STREAMS
• User Acquisition
• Customer Development
• Creative and Content production
• Strategy and governance
• Product engineering
• Product Analytics
• Production operations
• Talent management
• Finance and budgeting
• Legal
• Office management
• IT services
• Brand and PR
• Product Analytics
• RnD
• HR
• Pre-sales and Sales
• Community management
• Partners & Suppliers Management
• User support
CAPABILITY = DISCIPLINE + TECHNOLOGY + RESOURCES

23. MORE CAPABILITIES. HINT: THINK LIFECYCLES!
• User Acquisition (campaign)
• Customer Development
• Creative and Content production
• Strategy and governance
• Product engineering
• Product Analytics (event)
• Production operations
• Talent management
• Finance and budgeting
• Legal
• Office management
• IT services
• Brand and PR
• RnD
• HR (employee)
• Pre-sales and Sales (contract)
• Community management
• Partners & Suppliers Management
• User support
CAPABILITY = DISCIPLINE + TECHNOLOGY + RESOURCES

24. SHORTCUT
• Stakeholders and Value
• Systems Engineering fundamentals: Function, Structure, System
• Modeling (See Enterprise & Business Architecture)
• VALUE stream modeling
• CAPABILITY mapping
• ORGANIZATION mapping

25. WARNING! NOT A CAPABILITY
• Communication
• Security
• Change Management
• Culture
• ...

26. YOUR KEY CAPABILITIES
• Think Strategy – choose 1 Objective
• Identify target Value Streams – choose 2-4
• Identify target Capabilities – decompose if needed
• Define Initiatives – up to 3 (Sponsor, Metrics)
• Decide on Discipline, Technology or Resource to Develop
• Focus on up to 3 items and write them down
?

27. CAPABILITIES DEVELOPMENT PITFALLS
• Discipline is not compatible with Technology
• Insufficient Resource
• Too manychanges at once (3 is a limit)
• Change is too fast (3 months min)
• Revolution over Evolution (small chunks)
• Focus on Technology over Discipline
• Continuity is a key!

28. BONUS 1: MISSION
AND VISION
© Anatoly Levenchuk
http://system-school.ru/

29. BONUS 2: LEADERSHIP AND CULTURE
• Enterprise as "system of SYSTEMS"
• It cannot be 100%engineered due to "HUMAN factor"
• Leadership is ability to keep "humans" in their stakeholder ROLES
• Culture is a way to secure UNDERPERFORMED roles and practices

30. EXECUTABLESTRATEGY
1. Key Stakeholders identified
2. External Environment considered
3. Value defined
4. Core Capabilities aligned
5. Strategic Initiatives planned
6. Initiatives Trade-off performed
7. Outcomes are Measurable
Strategy
Verification
Checklist

31. DELIVERY BEST PRACTICES
1. Strategy is Agreed
2. Strategy is Captured
3. Strategy is Communicated
4. Strategy is Visible (progress, metrics)
5. Strategy is applied to Decision Making
6. *META: Strategy is Continuous
7. *META: “Strategizing” Practice defined
Strategy
Execution
Checklist

32. RESOURCES
• Books:
• Why-Greatness-Cannot-Planned-Objective
• Blue-Ocean-Strategy-Uncontested-Competition
• Scaling-Up-Companies-Rockefeller-Habits
• Dance-Change-challenges-sustaining-organization
• Checklist-Manifesto-How-Things-Right
• Kanban-David-J-Anderson
• Principles-Product-Development-Flow-Generation
• https://www.businessarchitectureguild.org/
• Capability map example: https://www.leanix.net/en/download
• Systems Engineering: http://system-school.ru/

33. THANK YOU!
• And please Share your feedback with me:
•https://t.me/ipadabed
•https://linkedin.com/in/ivanpadabed
•https://www.facebook.com/ivan.padabed