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Zen and The Art of Enterprise Architecture - The Dynamics of Transformation in a Complex World


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A progressive point of view on how to perform business transformation with the disciplines of architecture, design, engineering, operations and human experiences.

Published in: Business, Technology

Zen and The Art of Enterprise Architecture - The Dynamics of Transformation in a Complex World

  1. 1. THE DYNAMICS OF TRANSFORMATION IN A COMPLEX WORLD Executive Consultant Microsoft Services – Enterprise Strategy @alanhakimi
  2. 2. “It is a digital and software driven world…”
  3. 3. The content presented in this session may or may not represent the views of my employer, Microsoft Corporation. This content is around a “style” of architecture, and using language and grammar that aligns a set of frameworks. The content is designed to be a “value-add” to “things” that most Enterprise Architects are already doing… but also address the shortcomings of current thinking. I am a systems thinking Enterprise Architect, so this influences my worldview….
  4. 4. Cause and Effect Loops Real World Goals Problem Decisions Results Decisions Virtual World Information Situation Strategy, Structure, Decisions Rules Mental Models of Real World
  5. 5. Space Real World Virtual World Time
  6. 6. Patients Cars Aircraft Traffic Trains Smart Mobility Vessels Buses Trucks Clinics Manufacturing Integration and Automation Remote Servicing Hospitals Fire Smart Factory Pollution Control Predictive and Reactive Maintenance Water Packages Smart Logistics Bulkware Events Sports Smart Entertainment Streaming Television Smart Pro Services Mobile Care Nursing Homes Renewables Public Safety Law Enforcement Games Containers Tanks Emergency Smart Cities Waste Letters Smart Healthcare Smart Energy Grid Automation Comfort Smart Building Home Security Lighting Oil/Gas/Coal Recovery and Distribution Hotels Smart Retail Safety Restaurants Fuel Stations Points of Sale
  7. 7. Human Experiences People Are The Center of Everything Value and Livelihood Change The World or My Enterprise Definition of The Right Solutions Definition of a Program of Change Effective Teaming How to Execute Change Projects and Operations
  8. 8. Value Demand Supply Time
  9. 9. Value Demand for Products and Services Supply of Organizational Capability and Capacity Timely and Orderly Execution
  10. 10. Maintain Production Rates Given Business Constraints Organizational Constraints Political Will Understand Environment and Market Is My Product / Service Catalog Correct? Gaps and Latency What Are The Business Motivations What Experiences Are Desired What organizational capability do I have? Policy and Procedures What are the business function interactions? What technology functionality do I require? Sourcing Strategy capability / functionality? Adoption and Performance Operations and Impact Project Change Execution Actual Metrics
  13. 13. Path Focus 1. The Right View Environment and Perspective of The World 2. The Right Intention Motivations and Goals 3. The Right Speech Information and Communications 4. The Right Action Process Flows and Interactions 5. The Right Livelihood Economical / Ethical / Payoffs of Capabilities and Products and Services 6. The Right Effort Purposeful Execution through Actions and Rules 7. The Right Mindfulness Skills, Change, Awareness, Cognition, and Measurement 8. The Right Concentration Outcome, Variance, Phenomena, Symmetry, Resilience, Health and Feedback
  14. 14. Product Services People Active Structure Motivations Sentiments Asset Process Behaviors Getting Things Done Information Passive Structure Passive Structure Actions Change Objects Information as A Lubricant
  15. 15. • organization ACTIVITY • business CAPABILITY • solutions FUNCTIONALITY • infrastructure MODALITY
  16. 16. • Intra-layer Interactions • Interlayer Integrations • Systems Dynamics • Statistical Mechanics
  17. 17. Nouns Verbs
  18. 18. Improve Evolve Fix Reinforce
  19. 19.  f(x) harmful antifragile  beneficial
  20. 20. “If anything, evolution teaches that humans are creatures of passion and that reason itself is primarily aimed at social victory and political persuasion rather than philosophical or scientific truth.”
  21. 21. People are complex and more than the sum of their interactions with a company, a product or a service.
  22. 22. Mash up Scenario Focused Engineering with Business Architecture
  23. 23. People are going to be impacted and how will this improve livelihood of the constituencies must be clearly understood, articulated, and evangelized. Multidisciplinary teams Agile and Formal methods Separate governance from enactment Transformation Program Management Business Management Strategy Architecture and Integration Human Experience and Design Capability and Solution Development Change and Transition Management Validation and Performance
  24. 24. Sense Assess Respond Envision Design Development Change Run Exploit Measure
  25. 25. Wisdom Understanding Knowledge Information Data
  26. 26. • Balance Flexibility and Precision in Models • Use Fit for Purpose Frameworks • Enterprise Architecture does not always require “Enterprise” Scope • Think in Fractals, Every Business Function Products a Set of Products and Services (each can have an “organizational” architecture) • Are you in the empowerment business or governance business?
  27. 27. Enterprise Architects have to get out of the mind-numbing debates amongst ourselves and focus on things that matter, rather than pedantic issues. Forget technology (for a moment) and have conversations around value and information. Focus on I first, then T. Understand “dynamics” and “feedback” and what is good entropy versus bad entropy. Do not blindly fight complexity: understand it, leverage it, and manage it appropriately. Complexity may not be the issue, but making things unnecessarily complicated will be an issue.
  28. 28. Find Balance