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Designing to shift Enterprise Ecosystems
Mike Clark, Business Designer
Milan Guenther, Partner, eda.c
Business Architecture

“Business architecture enables stakeholders to make
key business decisions by taking an integrated ...
The Business architect – What role do they play

Business architects are the
flash light, which enable
stakeholders to see...
Enabling impact analysis and
ensuring the right strategies
are chosen
building a bridge between the business and IT
Providing a toolbox of standards, methods and competencies
Helping define the stock
room of the business, which
enables reuse,
traceability and common
language
Business architecture – How is content used?

Stock room content is used to
create business viewpoints,
which are used to ...
Business architecture – Why do it








Allows business planning teams & executive teams to
build strategies with a ...
Although is an integrated view something is missing?
Business architect – Where is the customer?

How do we know we are delivering the things our customers need?
How do we kno...
Thinking Differently
Business Architecture + Service Design = Enterprise Design
Full outside in and inside out alignment
Enterprise Design - 360 view of the customer
Business Architecture and Service – Legos and Build

Stumble upon event –
sparks my interest,
mark for follow-up

Look int...
Enterprise Design - Designing the business around the experience









Customer needs, brand, motivations can be...
Mike Clark
Business Designer
Independent Consultant
@mclark497
http://bridging-the-gap.me

Milan Guenther
Partner, eda.c
P...
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark
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Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark

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Designing great services and offerings is the essential promise of Service Design, but bringing services to life involves making them part of much larger experiences. This means transforming the way businesses work, and realigning the various moving parts of enterprise ecosystems. The complex and volatile nature of such systems quickly becomes overwhelming, with brands, processes, culture, technology or touchpoints being just tiny parts of the puzzle. In this short talk we are going to advocate for the integration of Business Architecture approaches to model potential futures, as a means to put a Service Design initiative into action. We will illustrate this with examples from our work with the United Nations.

Published in: Design, Business, Technology

Designing to shift Enterprise Ecosystems - Global Service Design Conference 2013 - with Mike Clark

  1. 1. Designing to shift Enterprise Ecosystems Mike Clark, Business Designer Milan Guenther, Partner, eda.c
  2. 2. Business Architecture “Business architecture enables stakeholders to make key business decisions by taking an integrated view of the business and aligning all the various moving parts in an adaptive 360 model.”
  3. 3. The Business architect – What role do they play Business architects are the flash light, which enable stakeholders to see.
  4. 4. Enabling impact analysis and ensuring the right strategies are chosen
  5. 5. building a bridge between the business and IT
  6. 6. Providing a toolbox of standards, methods and competencies
  7. 7. Helping define the stock room of the business, which enables reuse, traceability and common language
  8. 8. Business architecture – How is content used? Stock room content is used to create business viewpoints, which are used to inform strategy, answer business questions and view the business from all internal perspectives. Content is updated and returned to the stock room for reuse.
  9. 9. Business architecture – Why do it     Allows business planning teams & executive teams to build strategies with a clear view of horizontal business impacts Enables the business to prioritise business and IT transformation programmes Enables rapid impact analysis, providing transparency into complex business challenges that cross business units boundaries. Provides a common language across the wider organisation.
  10. 10. Although is an integrated view something is missing?
  11. 11. Business architect – Where is the customer? How do we know we are delivering the things our customers need? How do we know what channels we have to extend to support new customers? What are the customer impacts, to a process or strategic change?
  12. 12. Thinking Differently
  13. 13. Business Architecture + Service Design = Enterprise Design
  14. 14. Full outside in and inside out alignment
  15. 15. Enterprise Design - 360 view of the customer
  16. 16. Business Architecture and Service – Legos and Build Stumble upon event – sparks my interest, mark for follow-up Look into details, schedule, location, people, prices Complete registration, make travel arrangements Attend the event, sign in, do ad-hoc planning, take notes, talk to attendees Do leisure activities, visit the hosting city, meet friends, attend drink receptions, work Depart, gp home/back to work, look at notes, incorporate learning into your work Next day at work, just before lunch –NB/Desk After dinner at home – iPad/Couch Travel – Reception Desk – Venue - Phone On the go, in the hotel/flat - Phone At work, talking to colleagues Background Material Service Registration Support Service Manage Event Service Point of interest service Learning and after care Service Provide Event Background Register Attendees Deliver the Event Provide Customer Event Support Provide Continued post event Support Role/Actor: Event Participant Context Customer Experience Story Lead Persona: John the Early Bird Looking at Twitter followers Phone/Tube Service Design & Definition Customer Interaction Service Line: Event Management Event Notification Service Capabilities Business Architecture Value Stream Business Enablement Communicate Event Marketing Communication Management Channel Management Collateral Management Customer Management Event Management Collateral Management Training & Development Management
  17. 17. Enterprise Design - Designing the business around the experience        Customer needs, brand, motivations can be stored as standard stock room items, which are aligned to offerings. Also enabling full reuse. Architecture alignment with business needs ensures we have full traceability. Reporting on business assets, which support specific experiences will guide the design of new offerings Provides a common customer language across the wider organisation. We create customer focused strategies and understand the customer impacts before decisions are made. We provide the products and services which attract customers to our organisation due to an understanding of their needs. Focusing on the tasks customers need to achieve allows us to identify gaps in our capability delivery i.e. do our capabilities align to the tasks people need to perform?
  18. 18. Mike Clark Business Designer Independent Consultant @mclark497 http://bridging-the-gap.me Milan Guenther Partner, eda.c Paris milan.guenther@eda-c.com @eda__c

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