1.
THE DYNAMICS OF TRANSFORMATION IN A COMPLEX WORLD
Executive Consultant
Microsoft Services – Enterprise Strategy
alan.hakimi@microsoft.com
http://blogs.msdn.com/zen
@alanhakimi

2.
“It is a digital and software driven world…”

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.
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.
Space
Real World
Virtual World
Time

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.
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.
Value
Demand
Supply
Time

9.
Value
Demand
for
Products
and
Services
Supply of
Organizational
Capability and
Capacity
Timely and Orderly
Execution

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

11.
Topology Space
Biological
•
•
•
•
•
•
HOW AND WHEN
REALIZATION
VIEWPOINTS
EXECUTION
ORIENTED MODELS
HOW MUCH
TRANSFORMATION
VIEWPOINTS
VALUE/ETHICS
ORIENTED MODELS

12.
Realization
•
•
•
STAGE ORIENTED
LIFECYCLE
CONCEPTION TO
DEATH

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.
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.
• organization ACTIVITY
• business CAPABILITY
• solutions FUNCTIONALITY
• infrastructure MODALITY

16.
• Intra-layer
Interactions
• Interlayer
Integrations
• Systems
Dynamics
• Statistical
Mechanics

17.
Nouns
Verbs

18.
Improve
Evolve
Fix
Reinforce

19.

f(x)
harmful
antifragile

beneficial

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.
People are complex and more than the sum of their
interactions with a company, a product or a service.

22.
Mash up Scenario Focused Engineering with Business
Architecture

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.
Sense
Assess
Respond
Envision
Design
Development
Change
Run
Exploit
Measure

25.
Wisdom
Understanding
Knowledge
Information
Data

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.
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.
Find Balance