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Architecting digital transformation v1

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Architecting digital transformation

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Architecting digital transformation v1

  1. 1. Architecting #digital #transformation Alexander Samarin
  2. 2. • The situation at the ICT department – Legacy in-house ERP (slow and expensive to evolve) – Many other small applications developed by external companies – No internal knowledge about enterprise information systems • The task as formulated by the CIO – Reduce in a few times the time-to-market for delivery of software- intensive digital business solutions • The action (proposed) – Transform the application architecture (#apparch) including decomposition of the in-house ERP – Execute the transformation as not just technology refactoring but a way to bring business innovations including digital © A. Samarin 2015 Architecting a digital transformation v1 2 Business case
  3. 3. Pillars of the transformation © A. Samarin 2015 Architecting a digital transformation v1 3 • Platform-centric architecture (business execution platform) – http://improving-bpm-systems.blogspot.ch/search/label/PEAS • Ladder of business processes – http://improving-bpm-systems.blogspot.ch/2014/09/bpm-ladder-of- business-process-practices.html • Cloud-friendly architecture (inspired by microservices) – http://improving-bpm- systems.blogspot.ch/search/label/%23microservices • Digital – http://improving-bpm-systems.blogspot.ch/2015/03/entarch-view- on-ditigal.html
  4. 4. Several paths of transformation © A. Samarin 2015 Architecting a digital transformation v1 4 • Because it is not possible to define everything in advance, it is necessary to considered the following paths 1. Process-innovation centric 2. ERP-decomposition centric 3. Off-The-Shelf (OTS) product centric 4. Project-opportunity centric 5. Operational-improvement centric • And be capable to handle all of them TOGETHER
  5. 5. To know about each path © A. Samarin 2015 Architecting a digital transformation v1 5 • Initiators • Pre-requisites • Benefits • Potential targets / examples • Risk factor • Expected ROI • Business execution platform readiness • Priority
  6. 6. Generic approach © A. Samarin 2015 Architecting a digital transformation v1 6 • Following the enterprise pattern STEP – http://improving- bpm-systems.blogspot.ch/2012/06/writing-it-strategy-from- business.html • Establish dependencies between the following enterprise artefacts – business process (E2E, macro-process, individual process, etc.) – legacy application (including functionality in ERP) – capability (business and technical ones) – tools and technologies – business benefits • Quantify those dependencies
  7. 7. Business-innovation centric path © A. Samarin 2015 Architecting a digital transformation v1 E2E or macro process (P1) Innovation (I2) benefits from B1 Innovation (I1) is built on is enabled by E2E or macro process (P2) Capability (C1) Technology / tool (T1) Technology / tool (T2) Capability (C2) 7
  8. 8. ERP-decomposition centric path © A. Samarin 2015 Architecting a digital transformation v1 ERP functionality (F1) Capability (C2) is improved by B2 Capability (C1) Technology / tool (T1) Technology / tool (T2) is enabled by ERP functionality (M2) 8
  9. 9. OTS-product-centric path © A. Samarin 2015 Architecting a digital transformation v1 OTS product Capabilities (C1) Capabilities (C2) E2E process (Pn) ERP functionality (Fn) is provided by is improved by B3 9 BPM-suite
  10. 10. Project-opportunity centric examples © A. Samarin 2015 Architecting a digital transformation v1 10 Project (J1) Capability (C2) requires Capability (C1) Technology / tool (T1) is enabled by OTS product B4
  11. 11. Operational-improvement centric © A. Samarin 2015 Architecting a digital transformation v1 11 Capabilities (C1) Capabilities (C2) E2E process (Pn) can be improved by B5
  12. 12. What is a capability? © A. Samarin 2015 Architecting a digital transformation v1 12 • Capability is a measure of the ability of a component to achieve a particular result • A lot of people are able to play football. How may of them are capable to play at the Champions League final? • The most popular measure is the maturity level • Thus to know your gaps Capabilities (C1) Capabilities (C2) E2E process (Pn) needs level 4 of C1 needs level 3 of C2 current level of C1 is 3 current level of C1 is 3
  13. 13. Proposed approach © A. Samarin 2015 Architecting a digital transformation v1 • Consider all paths together • Capability as a unifying artefact • Use business-business viewpoint for planning and execution • Fuse processes, case-management and business-rules • Combine business improvements with technological changes • Use the power of Enterprise Architecture • Quick experimenting • SMACT (social, mobile, analytics, cloud, things) • Know your gaps and manage how to close them 13
  14. 14. Architecting a digital transformation v1 An example of As-Is – To-Be Architectures vs AS-IS TO-BE internal vs off-the-shelf in-house vs in-cloud proprietary vs standard © A. Samarin 2015 14 The transformation will be carried out in the several rounds.
  15. 15. • QUESTIONS? • Personal website: http://www.samarin.biz • Blog http://improving-bpm-systems.blogspot.com • LinkedIn: http://www.linkedin.com/in/alexandersamarin • E-mail: alexandre.samarine@gmail.com • Twitter: @samarin • Mobile: +41 76 573 40 61 • Book: www.samarin.biz/book Architecting a digital transformation v1 15 Thanks © A. Samarin 2015

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