This document contains a series of slides by Alan Hakimi of Microsoft Corporation discussing enterprise systems, organizational structure, and business architecture. The slides cover topics such as the evolution of enterprises, balancing centralization with autonomy, and using systems thinking approaches to structure organizations. Copyright information is provided at the bottom of each slide.

1. Alan Hakimi
alan.hakimi@microsoft.com
Microsoft Corporation
@alanhakimi
http://blogs.msdn.com/zen
http://linkedin.com/in/hakimi
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5. Enterprise 1.0
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6. Enterprise 2.0
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7. Enterprise 3.0
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9. balance of power
1. technological 1. political
2. operational 2. economical
3. economical 3. operational
4. political 4. technological
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10. Number of Systems Built
centralized control federated
complicated engineering complexity design for emergence
optimization of structural parts goals effectiveness of behaviors (actions)
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11. Architectural Energy
organizational fitness
Governance Freedom
Stasis Chaos
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14. organizational fitness
Innovation
Highly Ordered Disorder
Stasis Chaos
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22. [5] Decisions To Maintain Identity
External Opportunities and Threats
[4] Development Research and
System Marketing
Environment
Strengths and Weaknesses
Resources and
Governance
[3] Operations Planning and [2] Regulation and Tactical
Control Planning
Internal Key Information
System
Environment Operations
Processes Core Functions
Processes Core Functions
[1] Processes [1] Core Functions
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23. New Product Ideas
Products
Needs
Research Plant 1 Marketing
Product Spex Production Promos
Specify Spex Plant 2
Supplier Development Customer
Orders Sales
Orders Calls
Plant 3
Orders
Product Development Manufacturing Sales and Marketing
Resources
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24. Simple Self-Organized Local Relationships
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25. ubiquity high
emergent best
practice practice
predictability
low high
novel
practice good
practice
low
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28. Business Architecture Domain
Demand and
Dashboards and
Throughput Product Strategic Leadership
Reporting
and Services
Business Unit Analytics and
Knowledge
Business Capability
Execution
Management Measurement
Plans Decisions
Knowledge and
Business Interactions Business Support
Information
Collaboration Business Execution Data
Information Architecture Domain
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29. 1 2
0
3
Value
6
Results
4
5
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30. INPUTS WHOLES
OUTPUTS PARTS
TRANSFORMATIONS RELATIONSHIPS
SCOPE
STRUCTURES
BOUNDARY
BEHAVIORS
ENVIRONMENT
EMERGENCE MANAGEMENT
HIERARCHY GOVERNANCE
OPENNESS
VARIETY
PARSIMONY
HARMONY Adapted From http://www.asysti.org/
Applied Systems Thinking Institute
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31. INPUTS WHOLES
OUTPUTS PARTS
TRANSFORMATIONS RELATIONSHIPS
SCOPE
STRUCTURES
BOUNDARY
BEHAVIORS
ENVIRONMENT
EMERGENCE MANAGEMENT
HIERARCHY GOVERNANCE
OPENNESS
VARIETY
PARSIMONY
HARMONY Adapted From http://www.asysti.org/
Applied Systems Thinking Institute
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32. space
matter
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36. latency
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38. purpose means results
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39. purpose means results
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40. means purpose results
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41. purpose means results
marketshare
holistically
all
value chain
continuous
improvement
conglomeration
performance
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42. strategy
÷
architecture
× ÷
execution
÷
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43. Conglomeration
Motivation Composition Realization
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48. http://motivationmodel.com/
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54. •
•
•
•
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65. WHAT HOW
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76. clarify
probe
inquire
frame
method
model
consequence
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82. Alan Hakimi
alan.hakimi@microsoft.com
Microsoft Corporation
@alanhakimi
http://blogs.msdn.com/zen
http://linkedin.com/in/hakimi
© Copyright 2012-13 Microsoft Corporation, All Rights Reserved