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Architecting Value


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A presentation on the relationship of information architecture to systems, frameworks and strategy. Presented at the 2009 IA Summit.

Published in: Design, Education, Business

Architecting Value

  1. 1. Architecting Value
  2. 2. Matthew Milan mmilan design of design, situated/ubicomp, strategic theory, hardware hacking
  3. 3. Horror Stories Or, what happens when you poke a business without a framework.
  4. 4. Let’s hear your horror stories
  5. 5. This is what happens when you poke a monster without understanding its nature.
  6. 6. STRATEGY quot; IS DEAD
  7. 7. Today systems oo frameworks oo strategies oo actions
  8. 8. Let’s level set We’re not in Kansas anymore, Dorothy
  9. 9. Bruce Sterling, Economist
  10. 10. Jeanne Liedtka, Futurist
  11. 11. “He who can handlequot; the quickest rate of quot; change survives”
  12. 12. John Boyd, Designer grandstrategic oo strategic oo grandtactical oo tactical
  13. 13. Bruce" Jeanne" John. What happened to Jesse, Peter and Lou?
  14. 14. We need to expand our repertoire.
  15. 15. A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests.
  16. 16. To improve our ability to shape and adapt to unfolding circumstances, so that we (as individuals or as groups) can survive on our own terms.
  17. 17. Great strategy is not about competition.quot; Great strategy is about adaptation.
  18. 18. Observequot; Orientquot; Decidequot; Act
  19. 19. A way of thinking about survival and success.
  20. 20. Structural Strategy
  21. 21. Knowing what to do next
  22. 22. Getting value out of a system
  23. 23. Structure is power
  24. 24. Building structures creates power
  25. 25. Architects build structures
  26. 26. Architects work with systems Systems connect information
  27. 27. In systems, information=value Mapping that value is the domain of frameworks
  28. 28. How do you work quot; with systems?
  29. 29. Know what, where, why and how to poke
  30. 30. What" Where" Why" How.
  31. 31. Observe" Orient" Decide" Act.
  32. 32. System" Framework" Strategy" Action.
  33. 33. The art of the poke
  34. 34. I promise you, there is information architecture in these brambles, thickets and dark forests
  35. 35. The great ice age
  36. 36. Futures under glass
  37. 37. The thawing
  38. 38. Shattered glass
  39. 39. The future of business is flexible frameworks Just like the future of the web
  40. 40. Futures under plastic
  41. 41. Structural Strategy
  42. 42. The web is a social machine
  43. 43. Business is a social machine
  44. 44. When you wake up, your business model will be a financial graph
  45. 45. How long did it take to get to the readoowrite web?
  46. 46. Where’s my readoowrite business?
  47. 47. 10 years ago You had to know how to survive in a business
  48. 48. 3 years ago You had to know how to speak the language of business
  49. 49. Today If you’re not changing the business, you should just go home
  50. 50. What we’re learning is that you don’t need to lead the business to change the business.
  51. 51. It’s all about the poke. POKE!
  52. 52.
  53. 53. Ceci n'est pas une système
  54. 54. Businesses are not models Businesses are systems
  55. 55. Systems Thinking There be frameworks here
  56. 56. You change systems with inputs
  57. 57. You know where to poke with frameworks
  58. 58.
  59. 59. Strategy is poking with intent to create value That’s the “why” you poke part.
  60. 60. In the end, it’s about understanding the outcomes of your poke in the greater business ecosystem
  61. 61. Build a framework to understand how you can change a system to execute a strategy through tactical actionsquot;
  62. 62. Make your framework flexible and your strategy will be adaptable.quot;
  63. 63. Revise your framework, so that the model more closely represents the real world.
  64. 64. Being in a state of adaptability will ensure that you are always able to find and surface the value in systemsquot;
  65. 65. There is no spoon
  66. 66. The art of the end-run
  67. 67. Good end-runs quot; are like zombies
  69. 69. Most businesses have a limited view of how they monetize the value they generate.
  70. 70. Outcomes, not incomes
  71. 71. Design the ecosystem, not the design
  72. 72. Frameworks are the new sitemaps
  73. 73. Strategies are the new wireframes
  74. 74. Information Architecture is Strategy
  75. 75. A final thought Salmon swim upstream