Transcript of a sponsored podcast discussion on the respective roles of enterprise architecture and enterprise transformation and the danger of conflating the two.
Implementation and Reuse of Digitized Platforms Helps Companies Remain Compet...Dana Gardner
Transcript of a BriefingsDirect podcast in conjunction with The Open Group Conference in San Francisco on how enterprise architecture can lead to greater efficiency and agility.
Design-Driven Service Innovation: Introducing Techniques for Changing the Mea...ServDes
The document introduces a new method called Design-Driven Service Innovation (DDSI) to facilitate radical service innovation through changing the meaning of a service. DDSI utilizes three techniques - contextual reframing, structural interpreting, and contextual blending - to guide service design projects in strategically changing a service's meaning. The techniques are demonstrated through a virtual project aiming to radically innovate the meaning of supermarkets. Through interpreting key perspectives, the project team reframed supermarkets in the context of collaborative home meal preparation and blended this context with that of design projects to generate new supermarket meanings centered around co-designing meals.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
Design practice for innovation: How might we use creative design approaches t...Penny Hagen
Design practice for innovation involves using creative design approaches to co-create value with users. The design process provides ways to work with users to reframe problems and identify new opportunities. It also offers ways to generate, envision, explore and test ideas with users to evaluate their potential impact and value early in the process. Prototyping allows moving ideas from abstract concepts to tangible representations to facilitate collaboration, testing and refinement.
Thematic Research in the Frame Creation Process - Leeuwen, Rijken, Bloothoofd...ServDes
The document discusses thematic research as part of the frame creation process. It involves identifying themes, investigating them from multiple perspectives including stakeholders, personal experiences, science and philosophy, and art and culture. This helps explore the problem space and gain insights. Thematic research can then provide inspiration for reframing issues. Examples are provided of reframing accountability in public governance. Lessons learned emphasize bringing together a diverse team to research themes from various angles before discussing interpretations and finding inspiration for new frames.
A Tiny Service Design History | Daniele Catalanotto | Swiss Innovation AcademyService Design Network
We often talk about the future of Service Design. What will AI bring to it? How will machine learning change our practice? But often, we lack the basic understanding of our past. What’s the first service that ever existed in history? How old is really co-creation? In this fun talk, Daniele shares key stories about the history of our field. Starting with 10,000 BC up to 2019. This little journey will show how Service Design stole ideas from psychology, politics and even philosophy.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Implementation and Reuse of Digitized Platforms Helps Companies Remain Compet...Dana Gardner
Transcript of a BriefingsDirect podcast in conjunction with The Open Group Conference in San Francisco on how enterprise architecture can lead to greater efficiency and agility.
Design-Driven Service Innovation: Introducing Techniques for Changing the Mea...ServDes
The document introduces a new method called Design-Driven Service Innovation (DDSI) to facilitate radical service innovation through changing the meaning of a service. DDSI utilizes three techniques - contextual reframing, structural interpreting, and contextual blending - to guide service design projects in strategically changing a service's meaning. The techniques are demonstrated through a virtual project aiming to radically innovate the meaning of supermarkets. Through interpreting key perspectives, the project team reframed supermarkets in the context of collaborative home meal preparation and blended this context with that of design projects to generate new supermarket meanings centered around co-designing meals.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
Design practice for innovation: How might we use creative design approaches t...Penny Hagen
Design practice for innovation involves using creative design approaches to co-create value with users. The design process provides ways to work with users to reframe problems and identify new opportunities. It also offers ways to generate, envision, explore and test ideas with users to evaluate their potential impact and value early in the process. Prototyping allows moving ideas from abstract concepts to tangible representations to facilitate collaboration, testing and refinement.
Thematic Research in the Frame Creation Process - Leeuwen, Rijken, Bloothoofd...ServDes
The document discusses thematic research as part of the frame creation process. It involves identifying themes, investigating them from multiple perspectives including stakeholders, personal experiences, science and philosophy, and art and culture. This helps explore the problem space and gain insights. Thematic research can then provide inspiration for reframing issues. Examples are provided of reframing accountability in public governance. Lessons learned emphasize bringing together a diverse team to research themes from various angles before discussing interpretations and finding inspiration for new frames.
A Tiny Service Design History | Daniele Catalanotto | Swiss Innovation AcademyService Design Network
We often talk about the future of Service Design. What will AI bring to it? How will machine learning change our practice? But often, we lack the basic understanding of our past. What’s the first service that ever existed in history? How old is really co-creation? In this fun talk, Daniele shares key stories about the history of our field. Starting with 10,000 BC up to 2019. This little journey will show how Service Design stole ideas from psychology, politics and even philosophy.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Business processes are not your businessMarc Buyens
BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)
This document provides an introduction and methodology for a thesis project that aims to empower Product-Service System (PSS) designers. PSS combines products and services to deliver functionality in a more sustainable way. The project seeks to address challenges PSS designers face in their studies and careers in applying these skills. It does so through participatory research with PSS designers at Politecnico di Milano to understand their needs and identify opportunities. The goal is to answer how these designers can be empowered along their pre-professional and professional journeys to create new opportunities.
WTF is a 'product-led' transformation anywayTim Malbon
Digital transformation is an abstract concept that is overwhelmingly depicted in stock photos as magical, involving fingers and ascending through tunnels of code. The document argues that product-led innovation is a more tangible way to drive organizational change, or "digital transformation", by having cross-functional teams collaboratively build a digital product within 100 days. While product can accelerate change, broader transformation requires additional efforts like coaching, communication, and organizational redesign. The author provides an example of a project that designed a new employee experience app for a brand within 6 weeks and scaled it to their entire UK workforce. However, the term "digital transformation" is morally neutral and can enable both good and potentially problematic applications of technology like autonomous weapons.
The document discusses co-design and provides examples of tools and techniques used in a co-design process. It begins with a brief history of co-design and defines it as an approach that deliberately engages users, deliverers of services, and experts to understand and change a system together. The document then discusses specific co-design tools like customer experience maps, user typologies, and service blueprints. It provides three case studies that illustrate how these tools are used in co-design processes to redesign maternal and child health services.
Practical co design guidance-workshop lessonsMark Hicks
This document discusses co-design and Vodafone's experience with it. They partnered with progressive collaborators to co-design a suite of "Micro-futures" services. They found that co-design has potential to deliver value and innovation if organized properly. Key lessons included using small teams, self-organization, clear objectives, constraints and guidance. There are different models for organizing co-design based on openness and ownership, including a club of experts, crowd model, coalition of parties, and community of kindred spirits.
The document discusses how networks are important for innovative individuals and entrepreneurs. It notes that creating a new business relies on an individual's social relationships for accessing resources, information, and support. While networks provide benefits like these, they can also potentially create conflicts of interest between business and personal relationships. Therefore, innovative people must balance the interests of their company with their interpersonal relationships when making decisions. Communities of practice can also stimulate change and innovation by allowing people to learn from one another, though this is often incremental innovation rather than radical innovation.
The document discusses how companies are reducing office space by making workstations smaller and implementing alternative workspace strategies like hoteling and mobile work. It provides examples of companies that have significantly reduced their square footage per employee, such as a call center allocating only 100 square feet per person. The best designers are rethinking the office rather than just shrinking it, crafting new approaches centered around teamwork, technology, and different generations' work styles. An example is provided of a Steelcase group that transformed 7,000 square feet from 36 assigned workstations into a shared space supporting 70 people in around 100 square feet each.
DesignOps aims to increase efficiencies and impact across organizations. To measure this, KPIs that evaluate performance against strategic goals are used. However, defining the right KPIs is complex as value is contextual and relational. A systemic, hypothesis-driven approach is needed to understand how improving one area, like designer time, can impact other parts of the system by creating a ripple of efficiencies. For example, reducing recruiting time for user tests could increase designer quality and speed of delivery, benefiting both design teams and businesses. The key is focusing KPIs on the biggest pains to trigger broader impacts, not isolating parts which overlooks relationships between elements.
There are three main points discussed in the document:
1. Organizations can better drive cultural transformation by aligning physical workplace changes with organizational changes. This means designing work environments that support new cultural values and behaviors rather than reinforcing old ones.
2. High-performance workplaces provide a diversity of space types to support different work activities and preferences. This enhances collaboration, focus, and mobility. Activity-based workplaces in particular allow employees choice without assigned desks.
3. The document outlines four workplace models on a spectrum from basic to high-performance. It then provides more details on collaborative workplaces and activity-based workplaces as two high-performance options that can better enable cultural change and drive performance
This document discusses using Six Sigma techniques and tools to improve service design processes. It begins with an overview of Six Sigma and its goals of eliminating defects and achieving near perfection. It then discusses how Six Sigma and service design share goals of improving value but define value differently. The document provides examples of how specific Six Sigma tools and techniques like process mapping can be applied to understand and improve service design processes. It emphasizes using process mapping to reduce waste, protect strong enablers, and gain a solid foundation for redesigning services.
Chaos Generation Managed Through Design Thinking: a Task Model for the Design...ServDes
The document discusses how design consultants can manage chaos in client organizations through design thinking. It proposes a task model where the design professional prioritizes design decisions, accesses the client organization to empower their design domain, and generates intentional chaos through a loop of interactions. The design consultant enters when the client is in a state of chaos. The document outlines how design professionals can use their senses to engage with the client's chaos, explore the problem domain, generate chaos in organized workshops, and organize chaos through design methods to understand priorities.
Bridgeable: Celebrating 10 years of Insight and ImpactBridgeable
Over the last 10 years, we've introduced the use of service design methods and tools to a variety of not-for-profit and caused-based organizations. This is a compilation of those case studies.
This document discusses the role of designers in co-design projects. It explores what roles designers can play, such as design lead, teacher, facilitator and director. As facilitators, designers help guide participants and create an environment for them to generate ideas themselves. Designers bring qualities like creative thinking and an understanding of user needs to a project. However, some designers may find it challenging to step back from being the sole expert and empower participants in a co-design process.
This document summarizes a journal entry about a major research project examining different methods of co-design across Europe. The research involved surveys and interviews with stakeholders in co-design projects to understand their experiences and perspectives. Key findings included that there is no single definition of co-design, and different stakeholders described varying approaches. Challenges identified in co-design projects included communication issues, lack of experience among facilitators, and insufficient participation from the public. The goal of the research was to develop recommendations to help designers approach co-design projects more knowledgeably and produce better outcomes.
Camden Council (Design Group Project) DropboxSeb Sear
The document discusses the design process for developing a solution to engage the local community in Camden in discussions about changes to the built environment. It goes through the four phases of the design process: discover, define, develop, and deliver. In the discover phase, the team interviewed local residents to develop personas and understand their experiences. In the define phase, the team identified small business owners as their target group and used co-design methods to reframe their understanding and develop initial concepts. In the develop phase, the concepts were prototyped through low-fidelity versions to get feedback from users.
Embedding Design in a Mental Health Network - Pierri, Warwick, GarberServDes
The document discusses Mind's efforts to embed service design capabilities across their organization. They partnered with Innovation Unit to develop an approach drawing on existing design expertise within Mind and its local branches. Over three years, they provided resources, training, and intensive support to local Minds to apply service design methods to their services. This led to improved services and increased collaboration across locations. However, fully embedding design requires addressing challenges like demonstrating impact, managing expectations of change, and developing the right skills. Continued efforts focus on linking design to strategic projects and offering advanced training.
IdeaPaint Design Works: Effects of Workplace Design on Company and it's Emplo...Daniel Sarao
Modern workplace design intimately affects recruitment, productivity, and the psychological health of your employees. It also offers the unique opportunity to express what kind of company you are. And that, ultimately, is what will set your company apart.
In Design Works, an eBook by IdeaPaint you’ll find a sampling of businesses that are doing workplace design right. They’ve engaged A&D partners to help them move beyond brass tacks to the larger challenge of creating a company culture. We interviewed both sides of the conversation - the architects and interior designers, as well as their client counterparts - to find out how specific business objectives manifest in the built environment, and learned that behind each decision is a philosophical underpinning. From the paint on the walls to the beers on draft, all the small things add up. And the dividends can be big.
The takeaways here are evergreen. It doesn’t matter if you’re planning for your first office or your fifth, in the end, how well your team works together will determine if the doors stay open. As these case studies illustrate, well- thought-out design is your best weapon.
Borrow as you see fit and remember, the future of work is up to you.
Atelier 24 nina terrey - thinkplace - rethinking assitance to vulnerable fa...Stéphane VINCENT
This document summarizes a project by ThinkPlace, a design firm, to rethink assistance for vulnerable families. The project used a co-design methodology involving service users to better understand their experiences and needs. It included listening to families, reflecting on the co-design process, and bringing together different players through dialogues and social analysis. The results aimed to shift perceptions, reframe assumptions, build empathy, and uncover insights to create new models of collaboration between families and the service system to improve outcomes. The next stage would focus on inclusive co-creation and demonstration of concrete ideas.
New Managed Paths to Private Cloud Deployments Allow for Swifter Adoption at ...Dana Gardner
The document discusses new approaches to private cloud deployments that allow for faster adoption at lower risk. It highlights that effective management is essential for productive cloud computing adoption. Business service automation (BSA) capabilities must bring together previously separate forms of management to mutually support public, private, and hybrid cloud approaches. The podcast guests from HP Software & Solutions discuss how increased automation and proven reference models for cloud management can help enterprises progress toward cloud benefits more quickly and at lower cost. They emphasize the importance of standardized platforms, automation, and preconfigured applications and templates provided by recent acquisitions like Stratavia.
Business processes are not your businessMarc Buyens
BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)
This document provides an introduction and methodology for a thesis project that aims to empower Product-Service System (PSS) designers. PSS combines products and services to deliver functionality in a more sustainable way. The project seeks to address challenges PSS designers face in their studies and careers in applying these skills. It does so through participatory research with PSS designers at Politecnico di Milano to understand their needs and identify opportunities. The goal is to answer how these designers can be empowered along their pre-professional and professional journeys to create new opportunities.
WTF is a 'product-led' transformation anywayTim Malbon
Digital transformation is an abstract concept that is overwhelmingly depicted in stock photos as magical, involving fingers and ascending through tunnels of code. The document argues that product-led innovation is a more tangible way to drive organizational change, or "digital transformation", by having cross-functional teams collaboratively build a digital product within 100 days. While product can accelerate change, broader transformation requires additional efforts like coaching, communication, and organizational redesign. The author provides an example of a project that designed a new employee experience app for a brand within 6 weeks and scaled it to their entire UK workforce. However, the term "digital transformation" is morally neutral and can enable both good and potentially problematic applications of technology like autonomous weapons.
The document discusses co-design and provides examples of tools and techniques used in a co-design process. It begins with a brief history of co-design and defines it as an approach that deliberately engages users, deliverers of services, and experts to understand and change a system together. The document then discusses specific co-design tools like customer experience maps, user typologies, and service blueprints. It provides three case studies that illustrate how these tools are used in co-design processes to redesign maternal and child health services.
Practical co design guidance-workshop lessonsMark Hicks
This document discusses co-design and Vodafone's experience with it. They partnered with progressive collaborators to co-design a suite of "Micro-futures" services. They found that co-design has potential to deliver value and innovation if organized properly. Key lessons included using small teams, self-organization, clear objectives, constraints and guidance. There are different models for organizing co-design based on openness and ownership, including a club of experts, crowd model, coalition of parties, and community of kindred spirits.
The document discusses how networks are important for innovative individuals and entrepreneurs. It notes that creating a new business relies on an individual's social relationships for accessing resources, information, and support. While networks provide benefits like these, they can also potentially create conflicts of interest between business and personal relationships. Therefore, innovative people must balance the interests of their company with their interpersonal relationships when making decisions. Communities of practice can also stimulate change and innovation by allowing people to learn from one another, though this is often incremental innovation rather than radical innovation.
The document discusses how companies are reducing office space by making workstations smaller and implementing alternative workspace strategies like hoteling and mobile work. It provides examples of companies that have significantly reduced their square footage per employee, such as a call center allocating only 100 square feet per person. The best designers are rethinking the office rather than just shrinking it, crafting new approaches centered around teamwork, technology, and different generations' work styles. An example is provided of a Steelcase group that transformed 7,000 square feet from 36 assigned workstations into a shared space supporting 70 people in around 100 square feet each.
DesignOps aims to increase efficiencies and impact across organizations. To measure this, KPIs that evaluate performance against strategic goals are used. However, defining the right KPIs is complex as value is contextual and relational. A systemic, hypothesis-driven approach is needed to understand how improving one area, like designer time, can impact other parts of the system by creating a ripple of efficiencies. For example, reducing recruiting time for user tests could increase designer quality and speed of delivery, benefiting both design teams and businesses. The key is focusing KPIs on the biggest pains to trigger broader impacts, not isolating parts which overlooks relationships between elements.
There are three main points discussed in the document:
1. Organizations can better drive cultural transformation by aligning physical workplace changes with organizational changes. This means designing work environments that support new cultural values and behaviors rather than reinforcing old ones.
2. High-performance workplaces provide a diversity of space types to support different work activities and preferences. This enhances collaboration, focus, and mobility. Activity-based workplaces in particular allow employees choice without assigned desks.
3. The document outlines four workplace models on a spectrum from basic to high-performance. It then provides more details on collaborative workplaces and activity-based workplaces as two high-performance options that can better enable cultural change and drive performance
This document discusses using Six Sigma techniques and tools to improve service design processes. It begins with an overview of Six Sigma and its goals of eliminating defects and achieving near perfection. It then discusses how Six Sigma and service design share goals of improving value but define value differently. The document provides examples of how specific Six Sigma tools and techniques like process mapping can be applied to understand and improve service design processes. It emphasizes using process mapping to reduce waste, protect strong enablers, and gain a solid foundation for redesigning services.
Chaos Generation Managed Through Design Thinking: a Task Model for the Design...ServDes
The document discusses how design consultants can manage chaos in client organizations through design thinking. It proposes a task model where the design professional prioritizes design decisions, accesses the client organization to empower their design domain, and generates intentional chaos through a loop of interactions. The design consultant enters when the client is in a state of chaos. The document outlines how design professionals can use their senses to engage with the client's chaos, explore the problem domain, generate chaos in organized workshops, and organize chaos through design methods to understand priorities.
Bridgeable: Celebrating 10 years of Insight and ImpactBridgeable
Over the last 10 years, we've introduced the use of service design methods and tools to a variety of not-for-profit and caused-based organizations. This is a compilation of those case studies.
This document discusses the role of designers in co-design projects. It explores what roles designers can play, such as design lead, teacher, facilitator and director. As facilitators, designers help guide participants and create an environment for them to generate ideas themselves. Designers bring qualities like creative thinking and an understanding of user needs to a project. However, some designers may find it challenging to step back from being the sole expert and empower participants in a co-design process.
This document summarizes a journal entry about a major research project examining different methods of co-design across Europe. The research involved surveys and interviews with stakeholders in co-design projects to understand their experiences and perspectives. Key findings included that there is no single definition of co-design, and different stakeholders described varying approaches. Challenges identified in co-design projects included communication issues, lack of experience among facilitators, and insufficient participation from the public. The goal of the research was to develop recommendations to help designers approach co-design projects more knowledgeably and produce better outcomes.
Camden Council (Design Group Project) DropboxSeb Sear
The document discusses the design process for developing a solution to engage the local community in Camden in discussions about changes to the built environment. It goes through the four phases of the design process: discover, define, develop, and deliver. In the discover phase, the team interviewed local residents to develop personas and understand their experiences. In the define phase, the team identified small business owners as their target group and used co-design methods to reframe their understanding and develop initial concepts. In the develop phase, the concepts were prototyped through low-fidelity versions to get feedback from users.
Embedding Design in a Mental Health Network - Pierri, Warwick, GarberServDes
The document discusses Mind's efforts to embed service design capabilities across their organization. They partnered with Innovation Unit to develop an approach drawing on existing design expertise within Mind and its local branches. Over three years, they provided resources, training, and intensive support to local Minds to apply service design methods to their services. This led to improved services and increased collaboration across locations. However, fully embedding design requires addressing challenges like demonstrating impact, managing expectations of change, and developing the right skills. Continued efforts focus on linking design to strategic projects and offering advanced training.
IdeaPaint Design Works: Effects of Workplace Design on Company and it's Emplo...Daniel Sarao
Modern workplace design intimately affects recruitment, productivity, and the psychological health of your employees. It also offers the unique opportunity to express what kind of company you are. And that, ultimately, is what will set your company apart.
In Design Works, an eBook by IdeaPaint you’ll find a sampling of businesses that are doing workplace design right. They’ve engaged A&D partners to help them move beyond brass tacks to the larger challenge of creating a company culture. We interviewed both sides of the conversation - the architects and interior designers, as well as their client counterparts - to find out how specific business objectives manifest in the built environment, and learned that behind each decision is a philosophical underpinning. From the paint on the walls to the beers on draft, all the small things add up. And the dividends can be big.
The takeaways here are evergreen. It doesn’t matter if you’re planning for your first office or your fifth, in the end, how well your team works together will determine if the doors stay open. As these case studies illustrate, well- thought-out design is your best weapon.
Borrow as you see fit and remember, the future of work is up to you.
Atelier 24 nina terrey - thinkplace - rethinking assitance to vulnerable fa...Stéphane VINCENT
This document summarizes a project by ThinkPlace, a design firm, to rethink assistance for vulnerable families. The project used a co-design methodology involving service users to better understand their experiences and needs. It included listening to families, reflecting on the co-design process, and bringing together different players through dialogues and social analysis. The results aimed to shift perceptions, reframe assumptions, build empathy, and uncover insights to create new models of collaboration between families and the service system to improve outcomes. The next stage would focus on inclusive co-creation and demonstration of concrete ideas.
New Managed Paths to Private Cloud Deployments Allow for Swifter Adoption at ...Dana Gardner
The document discusses new approaches to private cloud deployments that allow for faster adoption at lower risk. It highlights that effective management is essential for productive cloud computing adoption. Business service automation (BSA) capabilities must bring together previously separate forms of management to mutually support public, private, and hybrid cloud approaches. The podcast guests from HP Software & Solutions discuss how increased automation and proven reference models for cloud management can help enterprises progress toward cloud benefits more quickly and at lower cost. They emphasize the importance of standardized platforms, automation, and preconfigured applications and templates provided by recent acquisitions like Stratavia.
Industry Moves to Fill Gap for Building Trusted Supply Chain Technology Accre...Dana Gardner
The document discusses the importance of establishing standards for security and reliability in technology supply chains. The Open Group Trusted Technology Forum is developing an accreditation process to help buyers ensure technology providers adhere to best practices. Panelists at a conference discussed progress made in developing the standards and accreditation program, with a draft specification expected soon. The goal is to provide confidence to technology buyers that accredited providers have secure engineering and supply chain practices.
How Software-Defined Storage Translates into Just-in-Time Data Center ScalingDana Gardner
Opus Interactive adopted a software-defined storage approach to better support its multitenant hosting customers. This allowed Opus to scale storage infrastructure in a just-in-time manner to meet dynamic customer demand. The software-defined storage provided high availability, flexibility to scale out without disruptions, and could be managed from a single pane of glass across multiple data centers. This approach helped Opus efficiently support its growing customer base with thousands of virtual servers using only 11 system administrators.
Transcript of a discussion on how the reuse of proven performance scripts and replaying of synthetic transactions that mimic user experience have cut costs and gained insights into app behaviors.
How Agile Enterprise Architecture Builds Agile Business AdvantageDana Gardner
Transcript of a discussion on how Enterprise Architecture defines and supports more agile business methods and builds competitive advantages for enterprises and governments.
Examining the State of EA and Findings of Recent SurveyDana Gardner
Transcript of a sponsored podcast panel discussion on the findings from a study on the current state and future direction of enterprise architecture from a from The Open Group 2011 U.S. Conference.
Enterprise Architecture Faces Vast Promise -- or Lost OpportunityDana Gardner
This document summarizes a podcast discussion on the potential and challenges of enterprise architecture. The panel discusses how enterprise architecture can help organizations adapt to changing digital needs, but it faces an adoption challenge as it lacks established professional standards. Architects must focus on delivering near-term business value while establishing long-term strategic plans. Leadership skills are also important for architects to drive organizational change without direct authority. Overall, the discussion examines how enterprise architecture can create opportunities for businesses through improved IT and business alignment, but realizing this potential remains an ongoing challenge.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cl...Dana Gardner
Transcript of a Briefings Direct discussion on how two organizations have been improving their application’s performance via total performance monitoring and metrics.
DevOps by Design -- Practical Guide to Effectively Ushering DevOps into Any O...Dana Gardner
Transcript of a Briefings Direct discussion on some powerful best practices on making DevOps an accelerant to broader business goals, but at the level of a multigenerational IT activity.
The document is a fictional acceptance speech given in 2020 by the CIO of a large multinational conglomerate accepting an award for best CIO of the year. In the speech, the CIO describes how over 20 years they gradually transitioned the company's IT divisions from traditional waterfall approaches to agile development by starting with small pilots and proving success over time. This included adopting practices like frequent iterative releases, open source tools, value stream mapping, and prioritizing business needs over IT efficiency. As a result of these changes, agile has now become the default practice for software development across most organizations.
- The discussion considers starting Enterprise Architecture conversations by focusing on the problems EA can help solve, rather than what EAs do.
- It is proposed that EA can help improve utilization of current enterprise capabilities and transform capabilities to capitalize on new opportunities.
- For EA to be meaningful and credible, its performance and contribution must be measurable. Various potential measures of EA performance are discussed, such as capabilities effectiveness, time/cost to plan opportunities, and project plan efficiency.
This document discusses how to successfully implement design work within organizations. It begins by describing how design work often gets repeatedly revised during implementation due to various stakeholders providing feedback. It then argues that defining the organization's personality, examining its structure, and establishing clear processes can help design work survive implementation. The document uses spectra to define an organization's views on design, innovation, and customers. It also discusses experimenting with different structural approaches. Finally, it emphasizes establishing a clear problem definition and focusing on designing testable solutions. The overall message is that understanding an organization's context is crucial to ensuring good design work is successfully implemented.
This document summarizes an issue of the Enterprise Architecture Professional Journal from October 2016. It includes articles on design thinking and enterprise transformation, simplifying enterprise architecture, and adapting enterprise architecture practices to meet digital disruption challenges. The issue focuses on how design thinking concepts can be applied as part of an enterprise architecture function to help organizations innovate and transform. It also discusses the need for enterprise architecture to focus on core concepts and the essential architecture of an organization in order to effectively help with business transformation.
This document contains feedback from multiple people praising Malcolm Ryder's work. They describe him as talented, smart, and strategic. They say he is able to gain clients' trust and solve problems by having real-world experience. His comments are seen as insightful, clarifying, and adding depth. People appreciate his ability to analyze content and present thoughts in a clear, concise manner.
Nicolae Halmaghi / BusinessWeek / Nussbaum on Design Blognicolae halmaghi
The author argues that design thinking has failed to live up to its potential because it has never been clearly defined. While terms like innovation and transformation sound appealing, they are too broad to provide real insights. Design thinking similarly lacks a clear definition and understanding of what it is and how it delivers value. The author proposes that the design community needs to carefully redefine design thinking, communicate its meaning clearly, demonstrate how and why it works, and show how it delivers measurable value in order to establish it as a credible field that can help solve problems.
Similar to 02062012 togfs businesstransEnterprise Architecture and Enterprise Transformation: Related but Distinct Concepts (20)
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Best 20 SEO Techniques To Improve Website Visibility In SERP
02062012 togfs businesstransEnterprise Architecture and Enterprise Transformation: Related but Distinct Concepts
1. Enterprise Architecture and Enterprise Transformation:
Related but Distinct Concepts
Transcript of a sponsored podcast discussion on the respective roles of enterprise architecture
and enterprise transformation and the danger of conflating the two.
Listen to the podcast. Find it on iTunes/iPod. Sponsor: The Open Group
Dana Gardner: Hi. This is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're
listening to BriefingsDirect.
Today, we present a sponsored podcast discussion in conjunction with The
Open Group Conference held in San Francisco the week of January 30, 2012.
We've assembled a panel from among the conference speakers and
contributors to examine the fascinating relationship between enterprise
architecture (EA) and enterprise transformation. [Disclosure: The Open Group
is a sponsor of BriefingsDirect podcasts.]
For some, the role and impact of an information technology and the organizing benefits of
enterprise architecture make them larger than life, when it comes to enterprise transformation. In
other words, if you really want enterprise transformation, you really need enterprise architecture
to succeed in the modern enterprise.
For others, the elevation of enterprise architecture as a tag team to enterprise transformation
improperly conflates the role of enterprise architecture and, as such, waters down enterprise
architecture and risks obscuring its unique contribution.
So how should we view these roles and functions? How high into the enterprise transformation
firmament should enterprise architecture rise? And will rising too high, in effect, melt its wings
and cause it to crash back to earth and perhaps become irrelevant?
Or is enterprise transformation nowadays significantly dependent upon enterprise architecture,
and therefore, we should make enterprise architecture a critical aspect for any business moving
forward?
We'll pose these and other questions to our panel here to deeply examine the relationship
between enterprise architecture and enterprise transformation. So with that, let me now introduce
our guests.
We're here with Len Fehskens. He's Vice President of Skills and Capabilities at The Open Group.
Welcome, Len.
Len Fehskens: Hi, Dana. Great to be here.
2. Gardner: We're also here with Madhav Naidu. He's the Lead Enterprise Architect at Ciena
Corporation. Welcome to the show, Madhav.
Madhav Naidu: Thanks, Dana.
Gardner: We're also here with Bill Rouse. He's Professor in the School of Industrial and
Systems Engineering and the College of Computing, as well as Executive Director
of the Tennenbaum Institute, all at the Georgia Institute of
Technology. He's also the Principal at Rouse Associates. Welcome
to our show, Bill.
Bill Rouse: It's great to be here, Dana. Thank you.
Gardner: And Jeanne Ross joins us. She's Director and Principal Research Scientist at the MIT
Center for Information Systems Research. Welcome back, Jeanne.
Jeanne Ross: Good morning, Dana.
Architecture and transformation
Gardner: Let's start with you Len. You’ve been tracking enterprise architecture for quite some
time. You’ve been a practitioner of this. You’ve been involved with The Open Group for some
time. Why is enterprise transformation not significantly dependent upon enterprise architecture,
and why would it be a disservice to bring enterprise architecture into the same category?
Fehskens: I don't think that's quite what I believe. My biggest concern is the identification of
enterprise architecture with enterprise transformation.
First of all, these two disciplines have different names, and there's a reason for
that. Architecture is a means to transformation, but it is not the same as
transformation. Architecture enables transformation, but by itself is not
enough to effect successful transformation. There are a whole bunch of other
things that you have to do.
My second concern is that right now, the discipline of enterprise architecture is
sort of undergoing -- I wouldn’t call it an identity crisis -- but certainly, it's the case that we still
really haven't come to a widespread, universally shared understanding of what enterprise
architecture really means.
Just go onto any Internet discussion group about enterprise architecture, open up the discussion
about the definition of enterprise architecture, and I guarantee that you will get hundreds and
hundreds of posts all arguing about what enterprise architecture is. To make that problem worse
by trying to fold enterprise transformation into the function of enterprise architecture is just not a
good idea at this point.
3. My position is that they're two separate disciplines. Enterprise architecture is a valuable
contributor to enterprise transformation, but the fact of the matter is that people have been
transforming enterprises reasonably successfully for a long time without using enterprise
architecture. So it's not necessary, but it certainly helps. It's just like having power tools makes it
easier to build a house, but people have been building houses for a long time without power
tools.
I'm concerned about making bigger promises than we can actually keep by falling into the trap of
believing that enterprise architecture, by itself, is sufficient to make enterprise transformation
successful. I don’t think that’s the case. There are other things that you need to be able to do
besides developing architectures in order to successfully transform an enterprise.
Gardner: Okay, Len, if the concept, the notion, or the definition of enterprise architect is
changing, I suppose we also have to recognize that enterprise transformation, as it's defined, is
changing as well. To borrow from your analogy, the power tools to build a house are not
necessary, but you might be able to build a better house a lot faster. And building things better
and faster seem to be much more a part of enterprise transformation now than they used to be.
Fehskens: No argument, but again, to use that analogy, you can do more with power tools than
build just houses. You can build all kinds of other stuff as well. So, no argument at all that
enterprise architecture is not a powerful means to effecting enterprise transformation, but they
are distinct disciplines. The means to an end doesn’t mean the means is the end and doesn’t make
them synonymous. They are still, as I said, distinct.
Gardner: I think we’re getting close to understanding the relationship. Madhav, as a practitioner
of enterprise architecture at Ciena Corporation, are you finding that your role, the value that
you’re bringing to your company as an enterprise architect, is transformative? Do you agree with
Len? Do you think that there's really a confluence between these different disciplines at this
time?
Means and ends
Naidu: Definitely. What Len mentioned, it rhymes very well with me. The means and the end,
kind of blending it down. Transformation itself is more like a wedding and EA is
more like a wedding planner. I know we have seen many weddings without a
wedding planner, but it makes it easier if you have a wedding planner, because
they have gone through certain steps (as part of their experience). They walk us
through those processes, those methods, and those approaches. It makes it
easier.
That’s why, definitely, I agree with what Len said. Enterprise transformation is
different. It's a huge task and it is the actual end. Enterprise architecture is a
profession that can help lead the transformation successfully.
4. One another point Len brought up in this discussion is that, it is not just the enterprise architects
who will be doing the whole thing. Almost everybody in the enterprise is engaged in one way or
another. The enterprise architect plays more like a facilitator role. They are bringing the folks
together, aligning them with the transformation, the vision of it, and then driving the
transformation and building the capabilities. Those are the roles I will look at EA handling, but
definitely, these two are two different aspects.
Gardner: Is there something about the state of affairs right now that makes enterprise
architecture specifically important or particularly important for enterprise transformation? I
believe I'm getting more towards this idea that IT is more important and that the complexity of
the relationship between IT and business necessitates EA and therefore transformation really
can't happen without it.
Naidu: We know many organizations that have successfully transformed without really calling a
function EA and without really using help from a team called EA. But indirectly they are using
the same processes, methods, and best practices. They may not be calling those things out, but
they are using the best practices. When they do that, the transformations have been successful,
but then when they don’t apply those best practices and standards, there are many organizations
that fail.
That’s why, now, like Len brought up earlier, there is a lot of discussion about what really
constitutes an EA and where are the boundaries for EA, because it is part IT, there are different
roles, and part business, and a lot of people are engaged.
So there's a lot of churn going on over what should be the part of EA. But going back to your
question, I definitely see the critical role EA is playing. Hopefully, in the next few years, EA will
form its appropriate objectives, processes, and methods so that we can say this is what we mean
by EA.
Gardner: Bill Rouse, how do you come down on this? Clearly there's an impact that EA has on
enterprise transformation. We seem to grasp for analogies when we try to define this relationship.
Are you finding in your research and through the organizations you're working with that the role
of architecture creeps in? Even if people don’t know they’re doing architecture, when they get to
transformation and a complex setting in today’s world, architecture is almost a necessity.
Rouse: There are two distinctions I’d like to draw. First of all, in the many transformation
experiences we've studied, you can simplistically say there are three key issues: people,
organizations, and technology, and the technology is the easy part. The people and organizations
are the hard part.
The other thing is I think you’re talking about is the enterprise IT architecture. If I draw an
enterprise architecture, I actually map out organizations and relationships among organizations
and work and how it gets done by people and view that as the architecture of the enterprise.
5. Important enabler
Sometimes, we think of an enterprise quite broadly, like the architecture of the healthcare
enterprise is not synonymous with IT. In fact, if you were to magically
overnight have a wonderful IT architecture throughout our healthcare system in
United States, it would be quite helpful but we would still have a problem with
our system because the incentives aren’t right. The whole incentive system is
messed up.
So I do think that the enterprise IT architecture, as I see it -- and others can
correct me if I'm wrong, but I think that's what you’re talking about -- is an
important enabler, a crucial enabler, to many aspects of enterprise transformation. But I don’t see
them as close at all in terms of thinking of them as synonymous.
Gardner: Len Fehskens, are we actually talking about IT architecture or enterprise architecture
and what's the key difference?
Fehskens: Well, again that’s this part of the problem, and there's a big debate going on within the
enterprise architecture community whether enterprise architecture is really about IT, in which
case it probably ought to be called enterprise IT architecture or whether it’s about the enterprise
as a whole.
For example, when you look at the commitment of resources to the IT function in most
organizations, depending on how you count, whether you count by headcount or dollars invested
or whatever, the numbers typically run about 5-10 percent. So there's 90 percent of most
organizations that is not about IT, and in the true enterprise transformation, that other 90 percent
has to transform itself as well.
So part of it is just glib naming of the discipline. Certainly, what most people mean when they
say enterprise architecture and what is actually practiced under the rubric of enterprise
architecture is mostly about IT. That is, the implementation of the architecture, the effects of the
architecture occurs primarily in the IT domain.
Gardner: But, Len, don't TOGAF at The Open Group and ArchiMate really step far beyond IT?
Isn’t that sort of the trend?
Fehskens: It certainly is a trend, but I think we've still got a long way to go. Just look at the
language that’s used in the architecture development method (ADM) for TOGAF, for example,
and the model of an enterprise architecture. There's business, information, application, and
technology.
Well, three of those concepts are very much related to IT and only one of them is really about
business. And mostly, the business part is about that part of the business that IT can provide
support for. Yes, we do know organizations that are using TOGAF to do architecture outside of
6. the IT realm, but the way it's described, the way it was originally intended, is largely focused on
IT.
The TOGAF standard was developed almost entirely by the IT community. But it is clear to
people who step back far enough from the details of where the implementation happens that
architectural thinking is a very generally applicable discipline and certainly can be applied to that
other 90 percent of the enterprise that I talked about.
Not a lot going on
It's just that there's not a whole lot of that going on, and as Madhav pointed out, what is going on
is generally not called architecture. It's called organizational design or management or it goes
under a whole bunch of other stuff. And it's not referred to as enterprise architecture, but there is
a lot of that stuff happening. As I said earlier, it is essential to making enterprise transformation
successful.
My personal opinion is that virtually all forms of design involve doing some architectural
thinking. Whether you call it that or not, architecture is a particular aspect of the design process,
and people do it without recognizing it, and therefore are probably not doing it explicitly.
But Bill made a really important observation, which is that it can't be solely about IT. There's lots
of other stuff in the enterprise that needs to transform.
Gardner: To that point, let's go to Jeanne Ross. Jeanne, in your presentation at The Open Group
Conference, you mentioned data management and that the ability of leveraging analytics and
presenting that to more people with good data in real time is an essential ingredient for
transformation and for just doing things better, faster, cheaper, more impactful in the market, and
so on.
Now wouldn’t the data management as a category sort of crossover. It's got parts of IT, parts of
architectures, and parts of organizational management. When we think about making data
management essential, doesn’t this in a sense bring about more recognition that an architectural
approach that helps foster something at that level at that category becomes really important in
today’s world?
Ross: I actually would discourage people from focusing on data management first. We've had a
number of companies we studied who thought, "All I care about is the data. I'm just going to get
that cleaned up." What they learned was that if they didn’t clean up their processes, they didn’t
need to be thinking about data. It was going nowhere.
Analytics has been overhyped as something that we can do a lot of in IT, while we're waiting for
the rest of the organization to get its act together around architecture. Similarly, that has led to a
lot of IT efforts that haven’t added real value to organizations.
7. So I wouldn't emphasize data management as a priority, even though we'll get there eventually. It
is actually essential at some point. I think a lot of efforts around data
management have been around the idea "Data makes this organization run.
Let's get data fixed," as if we could just do that in isolation from everything
else. That is a really frustrating approach.
I'd go back to the challenge we have here of enterprise architecture being
buried in the IT unit. Enterprise architecture is an enterprise effort, initiative,
and impact. Because enterprise architecture is so often buried in IT, IT people
are trying to do things and accomplish things that cannot be done within IT.
We've got to continue to push that enterprise architecture is about designing the way this
company will do it business, and that it's far beyond the scope of IT alone. I take it back to the
transformation discussion. What we find is that when a company really understands enterprise
architecture and embraces it, it will go through a transformation, because it's not used to thinking
that way and it's not used to acting that way.
Disciplined processes
If management says we're going to start using IT strategically, we're going to start designing
ourselves so that we have disciplined business processes and that we use data well. The company
is embracing enterprise architecture and that will lead to a transformation.
Data management will be a crucial element of this, but the big mistake I see out there is thinking
that IT will fix up data, and that is going to have some big impact on either enterprise
architecture or enterprise transformation, or both. The ‘I’ is simply a critical element. It's not
something that we can just fix.
Gardner: You also said that someday CIOs are going to report to the enterprise architects, and
that’s the way it ought to be. Does that get closer to this notion that IT can't do this alone, that a
different level of thinking across disciplines and functions needs to occur?
Ross: I certainly think so. Look at companies that have really embraced and gotten benefits from
enterprise architecture like Procter & Gamble, Tetra Pak, and Maersk. At P&G’s, IT is reporting
to the CIO but he is also the President of Shared Services. At Maersk and Tetra Pak, it's the Head
of Global Business Processes.
Once we get CIOs either in charge with more of a business role and they are in charge of
process, and of the technology, or are reporting to a COO or head of business process, head of
business transformation, or head of shared services, then we know what it is we’re architecting,
and the whole organization is designed so that architecture is a critical element.
I don’t think that title-wise, this is ever going to happen. I don’t think we’re ever going to see a
CIO report to chief enterprise architect. But in practice, what we’re seeing is more CIOs
reporting to someone who is, in fact, in charge of designing the architecture of the organization.
8. By that, I mean business processes and its use of data. When we get there, first of all, we will
transform to get to that point and secondly, we’ll really start seeing some benefits and real
strategic impact of enterprise architecture.
Gardner: Madhav, at Ciena Corporation, do you see that this process-level capability around
enterprise architecture is what's occurring, even if the titles are not aligned that way or the org
chart doesn’t point to the CIO reporting to an architect. Is architecture in practice elevating a
process orientation to this capability set that therefore fosters better transformation?
Naidu: Definitely. Some progress has been happening, especially what Jeanne was mentioning
about the business process changes itself, rather than just bringing the systems and customizing it
to our needs, and rather than transforming our business processes so that they match industry
standard.
That’s definitely happening, and the architecture team has engaged and is influencing that
process. But that said, the maturity level takes quite a few years, not only at Ciena, but in other
places too. It will take some time but this is happening.
Gardner: Len Fehskens, we have a mentality in our organizations that architecture isn't that
important, and there's some cynicism and skepticism around architecture, and yet, what we’re
hearing is it's not in name only. It is important, and it's increasingly important, even at higher and
higher abstractions in the organization.
How to evangelize?
How then do you evangelize or propel architectural thinking into companies? You may have
been concerned that advancement of architectural thinking would have been impelled when we
conflate enterprise architecture into transformation, but until then, what should you do? How do
you get the thinking around an architectural approach more deeply engrained in these
companies?
Fehskens: Dana, I think that’s the $64 question. The fundamental way to get architectural
thinking accepted is to demonstrate value. I mean to show that it really brings something to the
party. That’s part of my concern about the conflation of enterprise transformation with enterprise
architecture and making even bigger promises that probably can't be kept.
The reason that in organizations who’ve tried enterprise architecture and decided that it didn’t
taste good, it was because the effort didn’t actually deliver any value. Certainly the advice that I
hear over and over again, and that I myself give over and over again, is: “Don’t try to boil the
ocean.” Start small and demonstrate success. And again, there's that old saw that nothing
succeeds like success.
The way to get architectural thinking integrated into an organization is to use it in places where it
can deliver obvious, readily apparent value in the short-term and then grow out from that
nucleus. Trying to bite off more than you can chew only results in you choking. That's the big
9. problem we’ve had historically. There are all these clichés and the reason of clichés is because
there's certain amount of truth to them about your reach exceeding your grasp, for example.
It’s about making promises that you can actually keep. Once you've done that, and done that
consistently and repeatedly, then people will say that there's really something to this. There's
some reason why these guys are actually delivering on a big promise.
Rouse: Can I offer something, another perspective?
Fehskens: Yeah, please do go.
Rouse: We ran a study recently about what competencies you need to transform an organization
based on a series of successful case studies and we did a survey with hundreds of top executives
in the industry.
The number one and two things you need are the top leader has to have a vision of where you’re
going and they have to be committed to making that happen. Without those two things, it seldom
happens at all. From that perspective, I'd argue that the CIO probably already does report to the
chief architect. Bill Gates and Steve Jobs architected Microsoft and Apple. Carnegie and
Rockefeller architected the steel and oil industries.
If you look at the business histories of people with these very successful companies, often they
had a really keen architectural sense of what the pieces were and how they needed to fit together.
So if we’re going to really be in the transformation business with TOGAF and stuff, we need to
be talking to the CEO, not the CIO.
Gardner: Jeanne Ross, let’s focus on what Bill just said in terms of the architecture function
really being at the core and therefore at the highest level of the organization.
Corporate strategy
Ross: I totally agree. The industries and companies that you cited, Bill, instinctively did what
every company is going to need to do in the digital economy, which is think about corporate
strategy not just in terms of what products do we offer, what markets are we in, what companies
do we acquire, and what things do we sell up.
At the highest level, we have to get our arms around it. Success is dependent on understanding
how we are fundamentally going to operate. A lot of CEOs have deferred that responsibility to
others and when that mandate is not clear, it gets very murky.
What does happen in a lot of companies, because CEOs have a lot of things to pay attention to, is
that once they have stated the very high-level vision, they absolutely can put a head of business
process or a head of shared services or a COO type in charge of providing the clarification,
providing the day-to-day oversight, establishing the relationships in the organizations so
10. everybody really understands how this vision is going to work. I totally agree that this goes
nowhere if the CEO isn’t at least responsible for a very high-level vision.
Gardner: So if what I think I'm hearing is correct, how you do things is just as important as
what you do. Because we’re in such a dynamic environment, when it comes to supply chains and
communications and the way in which technology influences more and more aspects of business,
it needs to be architected, rather than be left to a fiat or a linear or older organizational
functioning.
So Bill Rouse, the COO, the chief operating officer, wouldn’t this person be perhaps more
aligned with enterprise architecture in the way that we’re discussing?
Rouse: Jeanne makes a good point. Let's start with the basic data. We can't find a single instance
of a major enterprise transformation in a major company happening successfully without total
commitment of top leadership. Organizations just don’t spontaneously transform on their own.
A lot of the ideas and a lot of the insights can come from elsewhere in the organization, but,
given that the CEO is totally committed to making this happen, certainly the COO can play a
crucial role in how it's then pursued, and the COO of course will be keenly aware of a whole
notion of processes and the need to understand processes.
One of the companies I work very closely with tried to merge three companies by putting in an
ERP. After $300 million, they walked away from the investment, because they realized they had
no idea of what the processes were. So the COO is a critical function here.
Just to go back to original point, you want total commitment by the CEO. You can't just launch
the visionary message and walk away. At the same time, you need people who are actually
dealing with the business processes to do a lot of the work.
Gardner: Madhav, at the Ciena Corporation, how do you view the relationship between what
you do as a lead enterprise architect and what your operations officer does? It might not be that
title, but the function of operations management and oversight. How do they come together?
Not role, but involvement
Naidu: Not by role, but by involvement. There are quite a few business executives engaged in
the business process identification and changes. Many of them report to the top executives in the
business line. That’s what the current setting right now. We're pretty happy that that kind of
support is coming from many of the executives and business teams. That said, there is no formal
relationship in terms of reporting and all.
Gardner: Len Fehskens, you mentioned a while ago that finding success and demonstrating
value are instrumental to promulgating the use of architecture and understanding the benefits of
architecture. Would operations, rather than just technology, be a target than for how you can
11. demonstrate that? The architecture processes might be the sweet spot in some of the thinking
now about where to demonstrate that enterprise architecture is the way to go.
Fehskens: Absolutely. And this ties into another thing we need to be aware of, which is that the
need to transform, the motivation for enterprise transformation, doesn’t always come from
disruptive technologies. There was a really interesting talk last week at the conference on
sustainable enterprise architecture, and they made the point that there are lots of major
disruptions that have nothing to do with technology.
In particular, in a world where resources are becoming increasingly scarce, and impact on the
environment is a significant concern, the drive to transform an enterprise will often come from
other places than the appearance of disruptive technologies. There will be disruptions of all sorts
that have to be dealt with. The transformation in response to those isn't going to come out of the
IT organization. It's going to have to come from other organizations.
The idea that we talked about at the beginning of the discussion was that architecture is a very
powerful means for figuring out what kind of transformation is necessary, and how to effect it,
means that we need architectures that aren’t about IT, we need to understand driving architectural
approach to the other considerations that an enterprise deals with.
As Bill said, historically it's been the case that the lead architects in the most successful
organizations were the guys who had the vision and the guys who were at the very top of the
organizational structure who created this organization in the very first place. And they weren’t
IT guys. Bill Gates, in particular, didn’t build Microsoft around its IT capability. He built it
around a whole bunch of other ideas that were really business ideas, not IT concepts. So, yeah,
absolutely.
Gardner: I'm afraid we'll have to wrap it up. I’d like to go once around the panel with a pretty
direct question and if you could perhaps provide your succinct thoughts. What is the relationship
between enterprise architecture and enterprise transformation? Let's start with you first, Jeanne.
Ross: I'd say the relationship between enterprise architecture and enterprise transformation is
two-way. If an organization feels the need for a transformation -- in other words, if it feels it
needs to do something -- it will absolutely need enterprise architecture as one of the tools for
accomplishing that.
It will provide the clarity the organization needs in a time of mass change. People need to know
where they're headed, and that is true in how they do their processes, how they design their data,
and then how they implement IT.
It works just as well in reverse. If a company hasn't had a clear vision of how they want to
operate, then they might introduce architecture to provide some of that discipline and clarity and
it will inevitably lead to a transformation. When you go from just doing what every individual
thought was best or every business unit thought was best to an enterprise vision of how a
company will operate, you're imposing a transformation. So I think we are going to see these two
hand-in-hand.
12. What's the relationship?
Gardner: Bill Rouse, same question, what in your view is the relationship between enterprise
architecture and enterprise transformation?
Rouse: I think enterprise transformation often involves a significant fundamental change of the
enterprise architecture, broadly defined, which can then be enabled by the enterprise IT
architecture.
Gardner: Madhav, also to you the same question, relationship between EA and enterprise
transformation.
Naidu: Like I mentioned in the beginning, one is end, another one is means. I look at the
enterprise transformation as an end and enterprise architecture providing the kind of means. In
one way it's like reaching the destination using some kind of transportation mechanism. That’s
how I look at the difference between EA and ET?
Gardner: Len, I know you’ve gone out at some length about this, but perhaps the elevator
version. How do you view the relationship between EA and enterprise transformation?
Fehskens: One of the fundamental principles of architecture is taking advantage of reuse when
it's appropriate. So I'm just going to reuse what everybody just said. I can't say it better.
Enterprise architecture is a powerful tool for effecting enterprise transformation. Jeanne is right.
It's a symmetric or bidirectional back-and-forth kind of relationship, and what Bill and Madhav
said applies as well. So I really don't have anything to add.
Gardner: Well, I found it very interesting. I have a newfound appreciation for architecting how
you do something better enables you to decide what it is that you're going to do in the future, and
there is an interesting relationship between how and what that perhaps escape some folks. I hope
they recognize that a little bit more deeply.
You’ve been listening to a sponsored podcast discussion in conjunction with The Open Group
Conference in San Francisco, the week of January 30th, 2012. We've enjoyed our discussion with
our guests and I’d like to thank them and call them out individually one more time.
Len Fehskens, the Vice President of Skills and Capabilities at The Open Group. Thank you, Len.
Fehskens: Thank you, Dana.
Gardner: Madhav Naidu, he is the Lead Enterprise Architect at Ciena Corporation. Thanks so
much.
Naidu: It's been my pleasure.
13. Gardner: Bill Rouse, Professor in the School of Industrial and Systems Engineering as well as
the College of Computing and also Executive Director at The Tennenbaum Institute all at the
Georgia Institute of Technology and Principal at Rouse Associates. Thank you, Bill.
Rouse: Thank you. I enjoyed it.
Gardner: And Jeanne Ross, Director and Principal Research Scientist at the MIT Center for
Information Systems Research. Thanks so much for your input.
Ross: Thank you. Great talking with you all.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks to our
audience for joining us, and come back next time.
Listen to the podcast. Find it on iTunes/iPod. Sponsor: The Open Group
Transcript of a sponsored podcast discussion on the respective roles of enterprise architecture
and enterprise transformation and the danger of conflating the two. Copyright Interarbor
Solutions, LLC, 2005-2012. All rights reserved.
You may also be interested in:
• Open Group Conference Speakers Discuss the Cloud: Higher Risk or Better Security?
• Capgemini's CTO on Why Cloud Computing Exposes the Duality Between IT and
Business
• San Francisco Conference observations: Enterprise transformation, enterprise
architecture, SOA and a splash of cloud computing
• MIT's Ross on how enterprise architecture and IT more than ever lead to business
transformation
• Overlapping criminal and state threats pose growing cyber security threat to global
Internet commerce, says Open Group speaker
• Enterprise architects play key role in transformation, data analytics value -- but they need
to act fast, say Open Group speakers
• Exploring Business-IT Alignment: A 20-Year Struggle Culminating in the Role and
Impact of Business Architecture